Translating 6 key insights from research on leadership and management in times of crisis

BMJ Leader ◽  
2021 ◽  
pp. leader-2020-000349
Author(s):  
Denise Lucia Reyes ◽  
Tiffany Bisbey ◽  
David Day ◽  
Eduardo Salas
Keyword(s):  
Transformational Leadership ◽  
Team Leadership ◽  
Crisis Leadership ◽  
Evidence Based ◽  
Team Leaders ◽  
Leadership And Management ◽  
Team Members ◽  
Healthcare Teams ◽  
Practical Guidance ◽  
Relational Resources

BackgroundCertain leadership behaviours are particularly helpful for healthcare teams remain effective through crisis situations, such as the Covid-19 pandemic. This paper summarizes evidence-based insights based on their importance and prevalence in the crisis leadership literature to provide recommendations that apply to medical team leaders broadly construed. We recommend that leaders adopt these behaviours in conditions of intense difficulty, uncertainty, as well as physical and psychological peril.ResultsWe draw from research on workplace resilience, as well as leadership literature (ie, team leadership, transformational leadership, shared leadership, and crisis leadership) to provide six key insights along with evidence and practical guidance for healthcare leaders to help their teams in the midst of a crisis: (1) remain optimistic when communicating a vision, (2) adapt to the changing situation by deferring to team members’ expertise, (3) support organizational resilience by providing relational resources, (4) be present to signal commitment, (5) be empathetic to help prevent burnout, and (6) be transparent in order to remain trustworthy.

Transformational leadership in teams – the effects of a team leader’s sex and personality

2015 ◽  
Vol 30 (1) ◽  
pp. 44-68 ◽  
Author(s):  
Tiina Maria Brandt ◽  
Piia Edinger
Keyword(s):  
Transformational Leadership ◽  
Team Leadership ◽  
Transformational Leaders ◽  
Team Leaders ◽  
Female Leaders ◽  
Personality Preferences ◽  
Content Type ◽  
Team Members ◽  
University Courses ◽  
The Relationship

Purpose – This study aims to investigate whether transformational leadership exists in teams, and if so, whether it is represented in a similar way as in more traditional leadership situations. The study also aims to determine whether a team leader’s sex has an influence on the relationship between personality and team leadership when team members evaluate the leader’s behaviour. Design/methodology/approach – A quantitative analysis is conducted on input from 104 team leaders and 672 team members from a Finnish university. Data were collected during university courses, and the team leaders’ transformational leadership styles were evaluated by team members at the end of the courses. Findings – The results indicate that the transformational leadership questionnaire is applicable when studying team leadership; the Visioning dimension might be absent, but Modelling, Enabling, Challenging and Rewarding dimensions represent transformational leadership in teams. Women tend to be more transformational team leaders than men. Personality seems to influence both sexes, so that extraverted and judging personality types are more transformational leaders than introverted and perceiving ones. In relation to sex, introverted, sensing, thinking and perceiving female leaders are regarded as more transformational than men with similar preferences. Additionally, some personality preferences seem to be sex-neutral in terms of team transformational leadership when rated by team members. Originality/value – There is no previous study combining these variables in the academic team context.

Doctors’ functional leadership in psychiatric healthcare teams – a reversible leadership logic

2015 ◽  
Vol 21 (3/4) ◽  
pp. 159-180 ◽  
Author(s):  
Johan M. Berlin
Keyword(s):  
Leadership Style ◽  
University Hospital ◽  
Multidisciplinary Teams ◽  
Leadership And Management ◽  
Content Type ◽  
Team Members ◽  
Healthcare Teams ◽  
Medical Teams ◽  
Difficult Situations

Purpose – The purpose of this paper was to study how psychiatric doctors practise leadership in multidisciplinary healthcare teams. The paper seeks to answer the question: How do psychiatric doctors lead multidisciplinary teams during treatment conferences? Design/methodology/approach – Six psychiatric teams were studied at a university hospital. Each team was observed over a period of 18 months, and data were collected during four years (2008-2011). Data were collected through interviews with doctors (n = 19) and observations (n = 30) of doctors’ work in multidisciplinary psychiatric teams. Findings – Doctors in a multidisciplinary team use either self-imposed or involuntary leadership style. Oscillating between these two extremes was a strategy for handling the internal tensions of the team. Research limitations/implications – The study was a case study, performed during treatment conferences at psychiatric wards in a university hospital. This limitation means that there is cause for some caution in generalising the results. Practical implications – The results are useful for understanding leadership in multidisciplinary medical teams. By understanding the reversible logic of leadership, cooperation and knowledge sharing can be gained, which means that a situation of mere peaceful coexistence can be avoided. Understanding the importance of the informal contract makes it possible to switch leadership among team members. A reversible leadership with an informal contract makes the team less vulnerable. The team’s professionals can thus easily handle difficult situations and internal tensions, facilitating leadership and management of multidisciplinary teams. Originality/value – Doctors in multidisciplinary psychiatric teams use reversible leadership logic.

Assessing Surgical Teamwork Competencies During Moments of Uncertainty Using OR Black Box

2021 ◽  
Vol 10 (1) ◽  
pp. 267-271
Author(s):  
Taylor Incze ◽  
Sonia Pinkney ◽  
Mark Fan ◽  
Patricia Trbovich
Keyword(s):  
Prospective Observational Study ◽  
Visual Analysis ◽  
Team Leadership ◽  
Black Box ◽  
Collaborative Problem Solving ◽  
Evidence Based ◽  
Team Members ◽  
Quality Healthcare ◽  
Collaborative Problem ◽  
Effective Care

Teamwork is an essential aspect to maintaining high-quality healthcare. This is especially true during times of uncertainty, when collaborative problem solving is necessary for clinical teams to adapt and deliver safe and effective care. We conducted a prospective observational study using audio/visual analysis captured by OR Black Box. Human factors experts transcribed and coded the videos using an evidence-based teamwork framework, specific to healthcare. We identified teamwork competencies that were either present or absent during moments of uncertainty in the operating room. Four main team roles (nurses, anesthesiologists, surgeons and trainees) were studied. We identified 3539 instances of teamwork, during 180 hours of surgical observation, and categorized them into 7 competencies. Team leadership was expressed significantly more often by surgeons compared to other team members whereas backup behaviour was expressed significantly more by nurses. Understanding how each team role uniquely contributes to teamwork can help develop specific and actionable teamwork interventions, which could ultimately lead to increased safety in the OR.

scholarly journals Linking Team Condition and Team Performance: A Transformational Leadership Approach

2017 ◽  
Vol 48 (2) ◽  
pp. 22-38 ◽  
Author(s):  
Amin Akhavan Tabassi ◽  
Kamand M. Roufechaei ◽  
Abu Hassan Abu Bakar ◽  
Nor'Aini Yusof
Keyword(s):  
Transformational Leadership ◽  
Team Performance ◽  
High Performance ◽  
Leadership Behavior ◽  
Team Building ◽  
Theoretical Perspective ◽  
Team Development ◽  
Team Leaders ◽  
Team Members ◽  
Mediating Role

Because project teams in the construction industry shape the primary focus of the industry's project life cycle, a high-performance construction workplace facilitates employees’ technical and innovation skills through team development. Drawing on the current research in general teamwork and leadership, this study, from a theoretical perspective, extends the team condition as a hierarchical construct, incorporating six associated components. This article argues that team building and team development can be studied as ongoing processes that are crucial to project success. In order to reduce the risk of common method variance, the research analysis was completed using 94 construction teams from three different sources, within which team members rated their leader's transformational leadership behavior. The team leaders evaluated the team's conditions, and, lastly, the supervisor of each team rated the team's performance. The model shows that the team condition, which is defined as the factors that contribute to making a great team, has significant direct and indirect impacts on team performance. Furthermore, the transformational leadership behavior of team leaders showed a mediating role between the team condition and the performance.

Managing Virtual Teams: Strategies for Team Leaders

2009 ◽  
Vol 17 (1) ◽  
pp. 8-13 ◽  
Author(s):  
Rebecca Lyons ◽  
Heather A. Priest ◽  
Jessica L. Wildman ◽  
Eduardo Salas ◽  
David Carnegie
Keyword(s):  
Virtual Teams ◽  
Team Leadership ◽  
Virtual Team ◽  
Team Leaders ◽  
Team Members ◽  
Support Tools ◽  
Virtual Team Leadership ◽  
Collaborative Support ◽  
And Training

Organizations' increasing use of virtual teams has emphasized the importance of effective virtual team leadership. Yet the distribution of team members complicates typical leader functions, such as supervision and support, which the leader must now perform through technology. In this article, we present 10 strategies for managing virtual teams, focusing on the role of technology and training. Our hope is that these strategies will inform designers and guide them in developing collaborative support tools and procedures for these tools and in designing training for the use of these tools.

Curvilinear effect of transformational leadership on innovative behavior among R&D teams in South Korea

2018 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dong Seop Chung ◽  
Jinxi Michelle Li
Keyword(s):  
Transformational Leadership ◽  
South Korea ◽  
Team Learning ◽  
Negative Impact ◽  
Moderating Effect ◽  
Innovative Behavior ◽  
Team Leaders ◽  
Content Type ◽  
Team Members ◽  
Multi Level

Purpose The purpose of this paper is to examine the potential consequences of transformational leadership on follower innovative behavior as well as to investigate the moderating effect of team learning on the relationship. It is argued that an excessive level of transformational leadership may even decrease the subordinates’ innovative behavior due to their negative emotions derived from the leadership, while an appropriate level of transformational leadership can positively influence innovative behavior. Furthermore, the situational factor of team learning, which reinforces the positive feelings of team members through their improved competency, can amplify the positive impact and diminish the negative impact of transformational leadership on innovative behavior. Design/methodology/approach Data were collected from R&D teams of large- and mid-sized companies in Korean industries. Survey data from 307 team members and 51 team leaders from 51 project teams were tested using hierarchical linear modeling analysis. Team members evaluated the transformational leadership of their team leaders as well as the perceived level of learning in their teams, and team leaders evaluated the innovative behavior of their team members. Findings Multi-level analysis confirmed a non-linear relationship (an inverted U shape) between transformational leadership of team leaders and innovative behavior of team members. It means innovative behavior was negatively related to excessive transformational leadership and positively related to a modest level of the leadership. Furthermore, statistical analysis confirmed the positive multi-level moderating effect of team learning. Research limitations/implications The core dimension of transformational leadership, charisma, was the only measurement of the leadership in this study. Most South Korean companies adopted performance-based compensation systems and charisma is a prevailing leadership behavior at emerging market of the nation. As such, other dimensions of transformational leadership such as “individualized consideration” or “intellectual stimulation” are relatively neglected in most companies of South Korea. Future research needs to consider these other dimensions for the generalization in research. Practical implications Leaders in emerging markets, such as project team leaders or R&D team leaders, should avoid immoderate transformational leadership and should maintain a proper level of transformational leadership. The contemporary leaders also need to utilize team learning to maximize innovative behavior. Originality/value These findings illustrate the disadvantage of excessive transformational leadership and highlight the neutralization effect of team learning on the negative impact of the excessive leadership. Team learning has the potential to enhance members’ innovative behaviors, and it could moderate the perceptions of excessive transformational leadership.

The relationship between R&D team diversity and team creativity

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jinyong Kim ◽  
Chanhoo Song
Keyword(s):  
Transformational Leadership ◽  
Mediating Effect ◽  
Task Conflict ◽  
Team Leaders ◽  
Multiple Sources ◽  
Team Creativity ◽  
Content Type ◽  
Team Members ◽  
Team Diversity ◽  
The Relationship

PurposeThis study aims to explore how and what type of team diversity is related to team creativity in R&D organizations, incorporating conflict as a mediator and transformational leadership as a moderator.Design/methodology/approachSurvey questionnaires were used to collect data from 24 Korean R&D teams (185 team members, 24 team leaders and 24 managers) in the public and private sectors. The dependent variable, team creativity, was measured by questioning R&D team managers to whom R&D team leaders report directly, and the antecedents, mediator and moderator were answered by team members and their leaders.FindingsThe data confirmed that team diversity, particularly informational diversity, was positively associated with team creativity. However, conflict did not show a significant mediating effect between team diversity and creativity. Transformational leadership had a negative moderating effect between informational diversity and task conflict in such a way that when transformational leadership was high, teams with higher informational diversity showed lower task conflict between team members.Originality/valueA growing number of R&D projects require interdisciplinary efforts resulting in incorporating scientists and engineers from multiple disciplines, and growing numbers of women and minorities now choose careers in science and technology. Naturally, R&D project teams have become more diverse than before. This study provides empirical evidence from multiple sources, showing both mediating and moderating effects on the relationship between R&D team diversity and creativity.

Coaching

2020 ◽  
pp. 156-176
Author(s):  
Scott Tannenbaum ◽  
Eduardo Salas
Keyword(s):  
Transformational Leadership ◽  
Servant Leadership ◽  
Shared Leadership ◽  
Leadership Behaviors ◽  
Psychological Safety ◽  
Team Leadership ◽  
Leadership Theories ◽  
Team Members ◽  
Learning And Adaptation ◽  
Practical Implications

This chapter is about coaching or, more specifically, team leadership. We specify seven essential team leadership functions: (a) ensuring clarity and alignment; (b) holding teammates accountable; (c) removing obstacles and garnering support; (d) managing team emotions and attitudes; (e) fostering psychological safety; (f) encouraging participation and empowerment; and (g) promoting learning and adaptation. Each function has a key set of behaviors associated with it. Team members other than the leader can at times demonstrate some of those leadership behaviors. The functions and behaviors specify the “what” of effective team leadership. The authors also consider the “how” of leadership by highlighting the practical implications of four leadership theories: transformational leadership, shared leadership, servant leadership, and civil leadership.

Teams That Work

2020 ◽  
Author(s):  
Scott Tannenbaum ◽  
Eduardo Salas
Keyword(s):  
Team Effectiveness ◽  
Team Member ◽  
Team Leadership ◽  
Team Leader ◽  
Evidence Based ◽  
Improve Performance ◽  
Team Members ◽  
Senior Leader ◽  
Growing Body ◽  
Shared Cognitions

Why do some teams thrive, while others struggle? If you are a team leader, team member, senior leader, or consultant, you need to know what really drives team effectiveness. Many books and consultants offer advice about teamwork based on opinion or conjecture. Some of that advice is useful, but much of it is overly simplistic or even misleading. Fortunately, a growing body of research is now available with which to separate the myths from the facts. For example, is it possible to “team away” talent deficiencies? Will more frequent communications improve performance? Is a team likely to perform better when members know each other? What do great team members know, do, and think? When and how can conflict be constructive? In Teams That Work, Scott Tannenbaum and Eduardo Salas answer these and other questions about team effectiveness. While reading the book you’ll learn: Eleven desirable team member competencies and three traits you’ll want to avoid; Four cooperative beliefs that consistently impact team effectiveness; Four coordination behaviors that you’ll want your teams to demonstrate; Eight types of shared cognitions team members need to possess; A dozen conditions that enable collaboration; and seven essential team leadership functions. The book culminates with specific, evidence-based tips along with tangible tools for putting the science of teamwork into practice.

Shaping positive and negative ties to improve team effectiveness: The roles of leader humility and team helping norms

2020 ◽  
pp. 001872672096813
Author(s):  
Chia-Yen (Chad) Chiu ◽  
Prasad Balkundi ◽  
Bradley P Owens ◽  
Paul E Tesluk
Keyword(s):  
Social Networks ◽  
Transformational Leadership ◽  
Team Performance ◽  
Team Effectiveness ◽  
Work Teams ◽  
Positive Association ◽  
Team Leadership ◽  
Team Leaders ◽  
Practical Implications ◽  
Leader Humility

Managing and harmonizing intragroup relationships are critical for effective team leadership. Though previous studies have confirmed how team leaders promote positive ties in work teams, it remains unclear whether or how they can benefit the team by helping to reduce negative ties. How can team leaders simultaneously encourage positive ties and prevent negative ties to elevate team effectiveness? Drawing on social ledger theory and leader humility, we propose that humble leaders can improve team performance and viability through first influencing intragroup positive and negative tie density and thereby promoting team-helping norms. In Study 1 (70 professional work teams), we find that leader humility is associated with elevated team-helping norms and team effectiveness through lower levels of hindrance density rather than promoting friendship density. In Study 2 (50 retail teams), we replicate Study 1 but additionally control for transformational leadership. The results suggest that the positive association between leader humility and friendship density becomes insignificant after transformational leadership is considered, whereas the association between leader humility and hindrance density remains significant. This research contributes to the literature by illuminating how leadership is associated with team social networks and highlights practical implications for managing professional teams and developing team leadership.

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