Virtual Team Leadership, Operation, and Technology Deployment

The COVID-19 situation has shown many leaders that their face-to-face meetings leadership style may well now be a thing of the past. Tech-savvy companies are now deploying new technologies to support the creation and leadership of virtual teams, working remotely in different locations around the globe. This presents a range of new challenges for both project leaders and team members, who must now adopt new ways of working. Using an inductive approach based on an analysis of relevant literature, online surveys, and in-depth interviews with project leaders and other practitioners, this chapter examines the transitioning to virtual team leadership and operation, identifies critical success factors, and discusses the facilitating role of new technologies. An operational model (V-CORPS) to guide the building and operation of virtual teams is developed and explained with the aim of increasing the flexibility and efficiency of virtual project teams and establishing a checklist of action points for team building and leading.

Using Simulation to Improve Adherence to Get With the Guidelines Time to First Shock

Background Evidence demonstrates that shocking patients in ventricular fibrillation or pulseless ventricular tachycardia in 2 minutes or less leads to improved outcomes. At our facility in Orlando, Florida, 4 of 7 time to first shock fallouts occurred in the intensive care unit. No standardization for conducting code situations existed in the intensive care unit. Objective To develop nurse simulation education and training to standardize intensive care unit code processes and improve compliance with timely defibrillation. Methods The sample consisted of intensive care unit nurses. Interventions included online education, simulation, and a postintervention survey. Analysis was conducted using the Get With the Guidelines program as well as descriptive statistics. Interventions Online education assigned to all intensive care unit nurses included electrocardiogram recognition and code documentation. Nurses and physicians collaborated to develop a diagram to identify roles needed for successful conduct of a code situation. A code simulation video was created, reflecting these roles, and embedded in the online education. The education was graded and remediated one-on-one with nurses. Intensive care unit nurses completed structured code simulations, allowing them to practice serving as the leader. Three months after the intervention, a survey was distributed to nurses. Results The time to first shock fallouts in the intensive care unit decreased by 100%, and the facility’s fallouts decreased by 71%. The facility’s adherence to the time to first shock metric increased from 42% to 83%. In a postintervention survey, 89% of nurses reported perceived improvement in knowledge, team leadership and communication, and confidence associated with code events. Conclusions Online education and code simulation positively affected time to first shock in code situations and empowered nurses to confidently function in these situations.

How Follower Contribute to Team Success, Leadership Transformation and Organizational Excellence

Followers have typically been overlooked compared to leaders in an organizational setting but are a huge component of team success. A coach would not get “100 career wins” without the hard work of the team members on the field playing the game. A performer would not have the prosperity of a sold-out tour without the dedication of his fans. Followers are present in every group setting and are integral to the success of the team. They also play a part beyond supporting and following the leader. Followers’ engagement, relationships, and well-being directly affect the organization and leader. This paper will further explore the meaning of a follower and leader, examine the follower-leader interaction and its effectiveness in a team, and the overall value followers contribute to team success. In addition, this paper will reveal the critical success factors to maintain healthy follower-leader dynamics, it emphasizes the important role of practicing mindfulness, creating assertive communication and engagement channels, creating a motivating, and learning organizational culture, and boosting critical thinking and brainstorming activities to generate new pathways to boost organizational innovation. This case analysis will further help illustrate how the behaviors of the followers can shape leadership style and exhibit the importance of team recognition to create a healthy follower-leader relationship. Keywords: Team leadership, Team dynamics, Followership qualities, Transformational leadership, Organization culture, Motivation, Organization change

Factors influencing entrepreneurial team (ET) performance in education and childcare franchise: case of Malaysia

Purpose Over these recent years, increasing studies have found a higher propensity of firms founded by entrepreneurial teams (ETs) for continuous operation and high performance, compared to firms single-handedly created by an entrepreneur. In spite of the emerging significance of ETs, the number of related studies remains inadequately low, particularly within the context of franchise firms. Therefore, this study aims to explore the factors that influence the ETs’ performance in the Malaysian education and childcare franchise system using a qualitative approach. Design/methodology/approach Qualitative Research Strategy has been adopted and 27 ET leaders participated in this study to get the holistic view of factors influencing the entrepreneurial team (ET) performance in education and childcare franchise in Malaysia. Findings The results highlight the factors (team leadership, team training, team diversity, team processes, team confidence and team mental models) influencing the entrepreneurial team (ET) performance in education and childcare franchise in Malaysia. Originality/value The present study may help to provide useful information to policy makers, which enable them to formulate the strategies franchise ETs performance in Malaysia. As this study provides insight of factors that have an impact on ET performance. A best practice model for education and childcare franchise ETs’ performance is designed.

Identification

This chapter discusses how leaders are identified in projects. As leaders are also appointed to teams in organizations, the chapter begins with a discussion on the nature of team leadership in organizations. It describes one of the models used for explaining team leadership and its application in an organizational context. The authors then turn to competencies of appointed leaders in projects, and they discuss how leaders are spotted in organizations with examples from multinational organizations. Following this, they turn their attention to how leaders are identified in projects. A research into identification, carried out as part of the balanced leadership research, is then presented. The chapter closes with a summary and some questions for reflection.

Next of kin’s experiences of registered nurses’ leadership close to older adults in municipal home care in Sweden: an interview study

Background Next of kin to older adults over 65 years in municipal home care are concerned whether their older adults’ needs are being met. In municipal home care, the registered nurses’ leadership is important and complex, entailing multi-artist skills involving the older adults and their next of kin. Yet, little is known about next of kin’s experiences of registered nurses’ leadership. Thus, the aim of this study was to explore next of kin’s experiences of registered nurses’ leadership close to older adults in municipal home care. Methods Individual telephone interviews were conducted with next of kin (n = 11) of older adults from April to September 2020 in two municipalities in western Sweden. Data were analysed using qualitative content analysis. Results The results are presented with the theme, registered nurses do what they can, including two categories, interaction and competence, and the subcategories, relationship, communication, availability, responsibility, team leadership and cooperation. Registered nurses’ leadership was experienced as a balancing act between their commitments and what they were able to achieve. Conclusions Next of kin’s experiences of registered nurses’ leadership can contribute knowledge that will strengthen and prepare registered nurses for their leadership roles. This knowledge can support the development of policies for organisational preconditions that ensure quality and safe care to older adults in municipal home care.

STRATEGIC AND OPERATIONAL FOCUS OF HEALTH PREVENTION IN PRIVATE AND PUBLIC SECTOR ORGANISATIONS

In this paper, with a view to the high levels of absence due to sickness and presenteeism, it is explored how management and team leadership can be integrated on a more sustained basis in health prevention. Private sector enterprises on one hand, and organisations in the public sector, on the other, pursue and prioritise in this aspect different approaches, which are traceable to their different traditions. Specifically in Germany in the public sector, the principle of due care has had a long tradition that grows out of social responsibility, which contrasts with the perspective of commercial enterprises that emphasises the economic aspect. The study undertakes to determine the particular strengths of each of the sectors and to demonstrate their different approaches. The examination refers in its methodology to qualitative social research. In the systemically structured survey design, Seventy six experts were approached with questions concerning different aspects such as corporate culture, business processes, organisational integration, qualification, risk assessments, and concrete actions in health prevention. Complementary to the expert survey, documents such as corporate guidelines and policies, management tools, results from risk assessments and employee surveys or quality offensives were referred to. This analysis supplied insights on how the declared health prevention policies in an organisation can be effectively implemented at the strategic and operational level in corporate culture and leadership culture with a long-term continuity, and which organisational prerequisites in the corporate hierarchy and corporate decision making and business processes may reinforce and sustain successful implementation of health prevention. Of particular importance in the process is operative management. For the sake of effective team involvement in own and team-specific health prevention, an eight-stage team feedback was devised, which includes elements of self-reflection and perception by others in an iteratively structured process.

Project Success: What is the Role of Project Team Morale and How It Can Be Boosted?

This research presents and validates a model of project team morale and its influence on project success. We operationally define morale in project-based work as a multi-faceted variable encompassing suggested definitions offered in former studies. Unlike past research, we investigate the mediating effects between these facets of morale and success. A structural equation model is proposed and empirically tested to investigate the interdependencies between the facets of project team morale and how they promote project success. The results show that project team morale explains 25% of the variance in project success. Findings provide project leaders with a tool to enhance project success by influencing employees’ morale, rather than solely focusing on traditional project planning and controlling activities. We provide practical implications for project team leadership and performance.

EP.TU.53Mark of Cain: lessons from a field hospital Boot Camp under COVID’s Cloak

COVID-19 restrictions have cursed and canceled most academic training events. Because of fears related to social distancing, centres normally housing >100 delegates now accommodate only 12. Aim To assess the feasibility of a multidisciplinary Core Surgical Trainee (CST) Boot camp training event at a UK field hospital. Method All CST1s within a single UK Statutory Education Body were invited to participate in a three-day Boot camp at the Dragon’s Heart Hospital, Millennium Stadium, Cardiff, consisting of simulated, Operative and Non-Operative Technical Skills for Surgeons (NOTSS). Primary outcome measures were; satisfaction and perceived competence using Likert scale (1-5). Results Attendees numbered 44 (median age 29 yr. 21 female, 23 male). Median satisfaction scores by domain were: Overall course satisfaction 4 (range 2-5), simulation skills 5 (3-5), lecture-based learning 4 (2-5), academic skills 4 (2-5), and NOTSS 5 (1-5). Levels of perceived confidence in performing simulated index procedures improved markedly (before median 2 (1-5) vs. after 4 (2-5), (p < 0.001). Free text comments reflected and praised the quality of staff commitment, enthusiasm, and in particular interactive workshops related to NOTSS. In contrast, resource limitations inherent to the marquee character of the venue (ambient temperature, IT limitations) received criticism. Conclusion COVID’s curse can be broken by creativity, enthusiasm, and engagement of translational multidisciplinary team leadership.