scholarly journals Assessing the impact of context during the implementation of a co-designed, collective leadership intervention

2019 ◽  
Vol 19 (4) ◽  
pp. 142
Author(s):  
Lisa Rogers ◽  
Aoife De Brún ◽  
Eilish McAuliffe
Keyword(s):  
Collective Leadership ◽  
The Impact ◽  
Leadership Intervention

scholarly journals Understanding the impact of a collective leadership intervention on team working and safety culture in healthcare teams: a realist evaluation protocol

2020 ◽  
Vol 2 ◽  
pp. 5
Author(s):  
Aoife De Brun ◽  
Lisa Rogers ◽  
Marie O'Shea ◽  
Eilish McAuliffe
Keyword(s):  
Safety Culture ◽  
Research Question ◽  
Realist Evaluation ◽  
Collective Leadership ◽  
Programme Theory ◽  
Healthcare Teams ◽  
Analysis And Synthesis ◽  
Range Theory ◽  
The Impact ◽  
Leadership Intervention

There is accumulating evidence for the value of collective and shared approaches to leadership across sectors and settings. However, relatively little research has explored collective leadership in healthcare and thus, there is little understanding of what works for healthcare teams, why, how and to what extent. This study describes the approach that will be adopted to the realist evaluation of a collective leadership intervention with four heterogenous healthcare teams in four different settings. A realist evaluation will be conducted. Realist evaluation is a theory-based approach to evaluation. It enables the use of mixed-methods to explore the research question of interest. Development of an initial programme theory (IPT) constitutes the first phase of the approach. This IPT will be informed by interviews with members of teams identified as working collectively, an examination of extant literature using realist synthesis, and will be refined through consultation with an expert panel. A multiple case study design will be adopted to explore the impact of the intervention, including quantitative scales on teamworking, leadership and safety culture, realist interviews with key informants and observations of teams during intervention sessions. Analysis of data will be guided by the IPT to refine the theory and context-mechanism-outcome configurations. Findings from the cases will be compared to identify patterns or demi-regularities and to explore if the intervention operates differently in different contexts. This analysis and synthesis of findings across the teams will inform the development of a middle range theory that will not only add to our understanding of how collective leadership influences teamwork and patient safety, but also provide guidance for future collective leadership interventions.  Favourable ethical opinion has been received from the University College Dublin Ethics Committee. Results will be disseminated via publication in peer-review journals, national and international conferences and to stakeholders/interest groups.

scholarly journals Understanding the impact of a collective leadership intervention on team working and safety culture in healthcare teams: a realist evaluation protocol

2019 ◽  
Vol 2 ◽  
pp. 5 ◽  
Author(s):  
Aoife De Brun ◽  
Lisa Rogers ◽  
Marie O'Shea ◽  
Eilish McAuliffe
Keyword(s):  
Safety Culture ◽  
Research Question ◽  
Realist Evaluation ◽  
Collective Leadership ◽  
Programme Theory ◽  
Healthcare Teams ◽  
Analysis And Synthesis ◽  
Range Theory ◽  
The Impact ◽  
Leadership Intervention

There is accumulating evidence for the value of collective and shared approaches to leadership across sectors and settings. However, relatively little research has explored collective leadership in healthcare and thus, there is little understanding of what works for healthcare teams, why, how and to what extent. This study describes the approach that will be adopted to the realist evaluation of a collective leadership intervention with four heterogenous healthcare teams in four different settings. A realist evaluation will be conducted. Realist evaluation is a theory-based approach to evaluation. It enables the use of mixed-methods to explore the research question of interest. Development of an initial programme theory (IPT) constitutes the first phase of the approach. This IPT will be informed by interviews with members of teams identified as working collectively, an examination of extant literature using realist synthesis, and will be refined through consultation with an expert panel. A multiple case study design will be adopted to explore the impact of the intervention, including quantitative scales on teamworking, leadership and safety culture, realist interviews with key informants and observations of teams during intervention sessions. Analysis of data will be guided by the IPT to refine the theory and context-mechanism-outcome configurations. Findings from the cases will be compared to identify patterns or demi-regularities and to explore if the intervention operates differently in different contexts. This analysis and synthesis of findings across the teams will inform the development of a middle range theory that will not only add to our understanding of how collective leadership influences teamwork and patient safety, but also provide guidance for future collective leadership interventions.  Favourable ethical opinion has been received from the University College Dublin Ethics Committee. Results will be disseminated via publication in peer-review journals, national and international conferences and to stakeholders/interest groups.

Collectivistic Leadership in Context: An Examination of How and When Collective Charismatic Leadership Relates to Unit Functioning

2021 ◽  
pp. 154805182098653
Author(s):  
Jonathan C. Ziegert ◽  
David M. Mayer ◽  
Ronald F. Piccolo ◽  
Katrina A. Graham
Keyword(s):  
Social Inclusion ◽  
Task Complexity ◽  
Contextual Factors ◽  
Negative Relationship ◽  
Field Studies ◽  
Charismatic Leadership ◽  
Interactive Effects ◽  
Collective Leadership ◽  
Contingency Perspective ◽  
The Impact

This research explores the nature of collective leadership by examining the boundary conditions of how and when it relates to unit functioning. Building from a contingency perspective that considers the impact of contextual factors, we propose that collective charismatic leadership will be associated with lowered unit conflict, and this relationship will be strengthened by the contingency elements of individual charismatic leadership, task complexity, and social inclusion. Furthermore, we propose that the interactions of collective charismatic leadership with these contextual factors will relate to performance and satisfaction through conflict. We examine our hypotheses across two unit-level field studies, and the results illustrated that high levels of these contextual factors enhanced the negative relationship between collective charismatic leadership and conflict, which generally mediated the relationships between these interactive effects and performance and satisfaction. The results also highlight the detrimental aspects of collective leadership and how it can relate to reduced unit functioning when it is not aligned with an appropriate context. Overall, these findings begin to provide a more complete picture of collective leadership from a contingency perspective through a greater understanding of when and how it is related to unit functioning.

scholarly journals Collective leadership and safety cultures (Co-Lead): protocol for a mixed-methods pilot evaluation of the impact of a co-designed collective leadership intervention on team performance and safety culture in a hospital group in Ireland

BMJ Open ◽  
2017 ◽  
Vol 7 (11) ◽  
pp. e017569 ◽  
Author(s):  
Eilish McAuliffe ◽  
Aoife De Brún ◽  
Marie Ward ◽  
Marie O’Shea ◽  
Una Cunningham ◽  
...  
Keyword(s):  
Mixed Methods ◽  
Team Performance ◽  
Online Survey ◽  
Collective Leadership ◽  
Team Members ◽  
Frequency Of Contact ◽  
Patient Representatives ◽  
Safety Cultures ◽  
The Impact ◽  
Hospital Group

IntroductionThere is accumulating evidence implicating the role of leadership in system failures that have resulted in a range of errors in healthcare, from misdiagnoses to failures to recognise and respond to patient deterioration. This has led to concerns about traditional hierarchical leadership structures and created an interest in the development of collective ways of working that distribute leadership roles and responsibilities across team members. Such collective leadership approaches have been associated with improved team performance and staff engagement. This research seeks to improve our understanding of collective leadership by addressing two specific issues: (1) Does collective leadership emerge organically (and in what forms) in a newly networked structure? and (2) Is it possible to design and implement collective leadership interventions that enable teams to collectively improve team performance and patient safety?Methods and analysisThe first phase will include a social network analysis, using an online survey and semistructured interviews at three time points over 12 months, to document the frequency of contact and collaboration between senior hospital management staff in a recently configured hospital group. This study will explore how the network of 11 hospitals is operating and will assess whether collective leadership emerges organically. Second, collective leadership interventions will be co-designed during a series of workshops with healthcare staff, researchers and patient representatives, and then implemented and evaluated with four healthcare teams within the hospital network. A mixed-methods evaluation will explore the impact of the intervention on team effectiveness and team performance indicators to assess whether the intervention is suitable for wider roll-out and evaluation across the hospital group.Ethics and disseminationFavourable ethical opinion has been received from the University College Dublin Research Ethics Committee (HREC-LS-16–116397/LS-16-20). Results will be disseminated via publication in peer-reviewed journals, national and international conferences, and to relevant stakeholders and interest groups.

scholarly journals Using Co-Design to Develop a Collective Leadership Intervention for Healthcare Teams to Improve Safety Culture

2018 ◽  
Vol 15 (6) ◽  
pp. 1182 ◽  
Author(s):  
Marie E. Ward ◽  
Aoife De Brún ◽  
Deirdre Beirne ◽  
Clare Conway ◽  
Una Cunningham ◽  
...  
Keyword(s):  
Safety Culture ◽  
Collective Leadership ◽  
Healthcare Teams ◽  
Leadership Intervention

scholarly journals An analysis of the impact of a leadership intervention on an undergraduate work-based learning project for human resource management students

2019 ◽  
Vol 11 (1) ◽  
pp. 53-62
Author(s):  
Trevor Gerhardt
Keyword(s):  
Content Analysis ◽  
Action Research ◽  
Human Resource ◽  
Self Directed Learning ◽  
Group Leaders ◽  
Content Type ◽  
Mature Adults ◽  
Directed Learning ◽  
The Impact ◽  
Leadership Intervention

Purpose The purpose of this paper is to analyse the impact of an action research intervention during a work-based learning (WBL) project among human resource management (HRM) students at a business college in London. The intervention was the researcher’s meeting with the nominated group leaders to facilitate reflection on their leadership and instil confidence. Design/methodology/approach This paper is based on an action research leadership intervention on a broader undergraduate WBL module taught across nine disciplines and numerous projects. The action learning involved the phases of action, reflection, learning and planning. The sample was five group leaders on one of the projects for HRM students. A content analysis of their assessment submissions was included in the reflection, learning and planning phases. Findings Based on a content analysis, most of the group leaders acknowledged the leadership intervention in their submissions in varying degrees of quantity and quality. The findings reflect the impact of the intervention upon leadership confidence and the application of theory on practice. Specific leadership input would enhance the impact. The intervention did address confidence which impacted self-directed learning. Research limitations/implications The research is limited to a specific context and small sample. It is limited by the fact that reflective assessment work could not be used in comparison with the project assessment submissions. Practical implications The research demonstrates directly from the assessed submissions of students the benefit of WBL with a specific focus on confidence, leadership, reflection and self-directed learning. It demonstrates as an example the application of action research on a small WBL sample. Social implications The research is the evidence of the importance of leadership and confidence among mature adults in WBL contexts. Originality/value This paper demonstrates the impact of WBL on the learning of mature adults and, furthermore, the impact of a leadership intervention on the motivation of students for self-directed learning.

The economics and politics of reform in Hungary

1986 ◽  
Vol 40 (2) ◽  
pp. 421-454 ◽  
Author(s):  
Ellen Comisso ◽  
Paul Marer
Keyword(s):  
Economic Reform ◽  
Political Elite ◽  
The Political ◽  
Economic Assistance ◽  
Collective Leadership ◽  
Policy Choices ◽  
Mutual Economic Assistance ◽  
The Many ◽  
The Impact ◽  
Economics And Politics

Reform of the domestic economic system is the distinctive element of Hungary's foreign economic strategy in the 1980s. The need for systemic economic reform stems from Hungary's status as a small country, heavily dependent on foreign trade, many of whose imports can no longer be met within the Council for Mutual Economic Assistance alone. The many obstacles to economic reform lie in a heritage of policy choices that responded to domestic and CMEA supply constraints rather than to principles of comparative advantage. Such policies undercut the initial economic reform in 1968 and contributed to a major economic crisis in 1979–82. The subsequent changes in policy priorities and institutional mechanisms prompted by this crisis aimed to reduce Hungary's insulation from the larger international economy and make the economy more efficient. Politically, economic reform is possible in Hungary largely because of the impact of the 1956 revolt on both the subsequent composition of the political elite and the norms and features of collective leadership that guided its decision making afterwards. Nevertheless, the political and economic structures on which collective leadership rests weaken reform advocates and obstruct consistent implementation of their policy preferences. Yet Hungary's economic situation in the late 1970s altered the political balance offerees in favor of reformists, permitting them to alter both economic structures and policies.

scholarly journals Research assistant as partner: Collective leadership to facilitate co-production

2019 ◽  
Vol 3 (2) ◽  
pp. 129-138
Author(s):  
Joshua Timothy Hill ◽  
Christy Thomas ◽  
Barbara Brown
Keyword(s):  
Teaching And Learning ◽  
Research Study ◽  
Knowledge Building ◽  
Collective Leadership ◽  
Scholarship Of Teaching ◽  
Design Based Research ◽  
Time Commitment ◽  
Key Characteristics ◽  
The University ◽  
The Impact

In this article, we chronicle our experience of student-faculty partnership within a Scholarship of Teaching and Learning design-based research study. We present our experience of partnership in relation to the student-faculty partnership, collective leadership, adult learning and knowledge building literatures. Key characteristics of our student-faculty partnership are recognizingand using intellectual and experiential resources; practicing principles of knowledge building; and differentiating top-down and lateral decision making. We find the affordances of our partnership to be increased productivity, learning from each other and diversity of ideas and perspectives and limitations to be substantial time commitment, underlying beliefs about students’ capabilities and student-faculty ratio to limitations. We conclude by exploring the impact of our partnership on students, faculty and the university.

The impact of implicit collective leadership theories on the emergence and effectiveness of leadership networks in teams

2018 ◽  
Vol 28 (4) ◽  
pp. 464-481 ◽  
Author(s):  
Charles P.R. Scott ◽  
Hairong Jiang ◽  
Jessica L. Wildman ◽  
Richard Griffith
Keyword(s):  
Collective Leadership ◽  
Leadership Theories ◽  
The Impact
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