EFFECTS OF LEADERSHIP STYLE AND PROBLEM STRUCTURE ON WORK GROUP PROCESS AND OUTCOMES IN AN ELECTRONIC MEETING SYSTEM ENVIRONMENT

1997 ◽  
Vol 50 (1) ◽  
pp. 121-146 ◽  
Author(s):  
SURINDER S. KAHAI ◽  
JOHN J. SOSIK ◽  
BRUCE J. AVOLIO
Keyword(s):  
Leadership Style ◽  
Group Process ◽  
Work Group ◽  
Problem Structure ◽  
System Environment ◽  
Electronic Meeting System

scholarly journals Working with attention and distraction in leadership development

2019 ◽  
Vol 19 (2) ◽  
pp. 230-248
Author(s):  
Peter Simpson ◽  
Robert French ◽  
Rob Sheffield
Keyword(s):  
Leadership Development ◽  
Group Process ◽  
Basic Assumption ◽  
Developmental Process ◽  
Work Group ◽  
Development Programme ◽  
Service Organisation ◽  
Psychological Structure ◽  
Healthy Functioning ◽  
Group Mentality

Bion’s theory of groups is used to explore the dynamics of learning on a leadership development programme. The dynamic of a group is influenced by the capacity of its members to negotiate, consciously and unconsciously, the tension between the opposed tendencies of attention and distraction, which is related to the tension between a desire to learn and a hatred of the process of development. Bion’s model of work-group and basic-assumption mentalities, which we equate with the dynamics of attention and distraction, is used to reflect on a two-month period of a development programme in a UK public service organisation. In related literature there is a tendency to focus on the pathology of basic-assumption mentality with limited interest in the healthy functioning of workgroup mentality. Basic-assumption mentality contributes to understanding a group that is distracted from its purpose, but a focus on this, without comparable attention to work-group mentality, can lead to an inappropriately negative view of group process. This is contrary to Bion’s essential optimism about the powerful psychological structure of work-group mentality. The article demonstrates the importance of combining an analysis of both attention and distraction to fully appreciate the complex dynamic of groups engaged in a developmental process.

scholarly journals What do hospital doctors and nurses think wastes their time?

2019 ◽  
Vol 7 ◽  
pp. 205031211881368
Author(s):  
Kamran Bagheri Lankarani ◽  
Sulmaz Ghahramani ◽  
Marjan Roozitalab ◽  
Mohammadreza Zakeri ◽  
Behnam Honarvar ◽  
...  
Keyword(s):  
Group Process ◽  
Hospital Care ◽  
Work Group ◽  
Working Environment ◽  
Delivery Of Care ◽  
National Budget ◽  
Hospital Wastes ◽  
Hospital Doctors ◽  
Information System Technology ◽  
Doctors And Nurses

Objective: With regard to limitation in national budget, the relevant authorities of healthcare and treatment throughout the globe are seeking the use of available resources in a way that no wastage of money or time—which is, of course, convertible to money—is acceptable. This study sought the opinions of hospital doctors and nurses on those activities at work that wasted their time. Methods: A questionnaire designed to identify activities that waste time during hospital care was completed based on the review of previous studies and including hospital wastes items. The authors designed a questionnaire, which was filled out by 209 nurses and 30 doctors in the surgery wards in hospitals affiliated to Shiraz University of Medical Sciences (SUMS). The items for time wasting activities were extracted from previous studies, and the reliability of the questionnaire was more than 0.785 using Cronbach’s alpha. The response rate was more than 60%. Results: The mean age of the participating nurses and doctors was 30.24 ± 6.85 and 32.77 ± 7.05 years. In all aspects, more time was wasted during the morning and evening shifts in comparison with the night shifts. The activity that was thought to waste time in hospital care the most was paper-based documentation. Preventable wasted time during the shift was 16%–30% in the nurses’ view and 18%–34% in the doctors’ view. For both nurses and doctors, the highest-rated preventable wasted time was related to time spent waiting in ward for lab data responses, transfer of patients, or delivery of care. Conclusion: Hospital working environment is complex, and opportunities for improvement of the efficiency of the nurses’ and doctors’ workload should be analyzed, case by case, in each hospital and work group. Process change (for the decrease in the wasted time for waiting in wards), simple innovative ways (for the decrease in the wasted time for searching the needed equipment), using hospital information system technology for documentation, communication, and the better design of the wards (to decrease the wasted time due to transfer between the ward and restroom) could be helpful for improving efficiency and for a safer and acceptable delivery of care.

Leadership Style, Anonymity, and the Discussion of an Ethical Issue in an Electronic Context

2008 ◽  
pp. 513-531 ◽  
Author(s):  
Surinder S. Kahai ◽  
Bruce J. Avolio
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Ethical Issue ◽  
Leadership Style ◽  
Higher Order ◽  
Future Research ◽  
Transformational Leaders ◽  
Student Groups ◽  
Transactional Leaders ◽  
Electronic Meeting System

A laboratory experiment was conducted with 42 student groups to evaluate the effects of transactional vs. transformational leadership styles and anonymity when groups supported by an Electronic Meeting System (EMS) discussed the ethical issue of copying copyrighted software. A confederate leader displayed either transformational or transactional behaviors. Transformational leaders motivate effort by raising the awareness of followers to make them aspire to higher-order needs and values and by developing them to fulfill their aspirations. Transactional leaders motivate effort by highlighting the contractual exchange involved in a relationship. Participants working with a transformational confederate were more likely to make arguments that challenged the copying of copyrighted software than those working with one who was more transactional. These arguments, in turn, caused groups exposed to such arguments to have greater deviation among its members in intentions to copy the software. Participants working with a transactional confederate were more likely to make arguments in favor of copying copyrighted software. These arguments, in turn, caused groups exposed to such arguments to have a greater mean of intentions to copy the software. Implications for practice and future research on ethics and leadership in the electronic context are discussed.

The Demonstration Group: A Tool for Observing Group Process and Leadership Style

2002 ◽  
Vol 52 (2) ◽  
pp. 233-252 ◽  
Author(s):  
Jerome S. Gans ◽  
J. Scott Rutan ◽  
Emily Lape
Keyword(s):  
Leadership Style ◽  
Group Process ◽  
Group A

The Impact of Communication Medium on Virtual Team Group Process

2011 ◽  
pp. 145-163
Author(s):  
Hayward P. Andres
Keyword(s):  
Virtual Teams ◽  
Information Exchange ◽  
Group Process ◽  
Work Group ◽  
Group Processes ◽  
Virtual Team ◽  
Team Members ◽  
Collective Behaviors ◽  
Team Productivity ◽  
Collocated Teams

Organizations must provide appropriate work group structures and communication technologies in order for work groups to function effectively and efficiently. This study investigated the hypotheses that team structure (e.g., fully collocated teams vs. virtual teams) and communication mode (i.e., face-toface vs. videoconferencing) will impact virtual team group processes (e.g., team orientation, workload sharing, proclivity to seek and exchange information) that evolve. Furthermore, these group processes will dictate team member information exchange patterns (e.g., across all team members vs. only within collocated subgroups), which subsequently impact team productivity (i.e., accuracy and timeliness) and group process satisfaction. Four-person teams worked in either face-to-face (i.e., fully collocated group) or videoconferencing (i.e., dispersed subgroups) settings to develop detailed design documentation for specified enhancements to a hypothetical university information system. Results indicated that the dispersed subgroups exhibited more within subgroup collective behaviors and engaged greater within subgroup information exchange as compared to fully collocated teams, where more teamwide collective behaviors and information exchange were observed. Furthermore, greater team collective behaviors gave rise to greater information exchange and activation among team members. Finally, information exchange and activation were associated positively with productivity and process satisfaction.

Reliability of Aggregated Organizational Data: An Evaluation of Five Empirical Indices

1994 ◽  
Vol 2 (1) ◽  
pp. 37-48 ◽  
Author(s):  
Sarah Forbes ◽  
Roma L. Taunton
Keyword(s):  
Leadership Style ◽  
Effect Size ◽  
Work Group ◽  
Intraclass Correlation ◽  
Reliability And Validity ◽  
Time Interval ◽  
Aggregated Data ◽  
Individual Level ◽  
Systems Research ◽  
The Individual

Nursing systems research has included many levels of measurement such as individuals, work groups, organizations, and systems of organizations. Variables important to organizational survival often are measured at the individual level, with inferences made to the work group or the organization. This study demonstrated a process for determining the reliability of individual level data aggregated to the work group and organization levels. Data were analyzed on four variables: job enjoyment; manager’s leadership style in terms of structuring expectations and consideration; and control over nursing practice. Job enjoyment was assessed over time. Registered staff nurses (n = 632), representing 54 nursing units from 4 large acute care hospitals, comprised the sample. The results indicated the assessment of reliability and validity is important at the level of inference and at each time interval. Aggregated data were deemed reliable when the following criteria were met: Cronbach’s alpha >.60; intraclass correlation (1, k) >.60; and a significant F ratio. The interpretation of ω2 as an indicator of effect size suggested that the validity of inference at the aggregated level is in question when effect size is negligible or small.

Effects of Leadership Style and Anonymity on Arguments and Intentions Related to Acting Unethically

2008 ◽  
pp. 176-198
Author(s):  
Surinder S. Kahai ◽  
Bruce J. Avolio
Keyword(s):  
Transformational Leadership ◽  
Laboratory Experiment ◽  
Leadership Styles ◽  
Leadership Style ◽  
Higher Order ◽  
Future Research ◽  
Transformational Leaders ◽  
Student Groups ◽  
Transactional Leaders ◽  
Electronic Meeting System

A laboratory experiment was conducted with 42 student groups to evaluate the effects of transactional vs. transformational leadership styles and anonymity when groups supported by an electronic meeting system (EMS) discussed the ethical issue of copying copyrighted software. A confederate leader displayed either transformational or transactional behaviors. Transformational leaders motivate effort by raising the awareness of followers to make them aspire to higher order needs and values, and developing them to fulfill their aspirations. Transactional leaders motivate effort by highlighting the contractual exchange involved in a relationship. Participants working with a transformational confederate were more likely to make arguments that challenged the copying of copyrighted software than those working with one who was more transactional. These arguments in turn caused groups exposed to such arguments to have greater deviation among its members in intentions to copy the software. Participants working with a transactional confederate were more likely to make arguments in favor of copying copyrighted software. These arguments in turn caused groups exposed to such arguments to have a greater mean of intentions to copy the software. Implications for practice and future research on ethics and leadership are discussed.

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