Ensuring patient safety through effective leadership behaviour: A literature review

Ensuring patient safety has always been important for critical care teams. Since team and leadership skills are increasingly recognised as important for the patient’s safety, a body of literature on leadership in critical care has emerged. The purpose of this paper is to provide a systematic review on the findings of effective leadership strategies in critical care teams. We aim to contribute to a better understanding of factors influencing leadership behaviour that in turn effect team outcomes. An input–process–output model of leadership is used to systemise the findings. The results of this review clearly show that effective leaders play a pivotal role in promoting team performance and safety. Effective leadership is characterized by clear and unambiguous behaviour which is adaptable to situational demands and shared between team members. The review concludes with recommendations for future research directions.     

Assessing team workload under automation based on a subjective performance measure

This study presents a subjective measure approach to assess how automation impacts teamwork. Hart and Staveland (1988) indicated that the subjective measure approach is the conventional most commonly used workload assessment method that represents the criteria against which other measures are evaluated. The subjective experience of an operating crew regarding workload normally involves the influence of many factors in addition to the objective demands imposed by a particular task. Therefore, this study first assumes that team workload is a hypothetical construct that represents the cost incurred by a specific crew to achieve a particular level of team performance. The concept of team workload is developed by applying individual workload concepts, principles, and relations to a team environment. Although teams are increasingly important in the workplace, team workload has seldom been evaluated in literature. Therefore, this study develops a subjective performance measure approach to optimize team workload. An illustrative example demonstrates the effectiveness of the proposed approach. Results of this study significantly contribute to research efforts in the field of workload measurement under automation.     

Implications of turnover and trust for safety attitudes and behaviour in work teams

Turnover potentially leads to a new individual being selected into a work team. This study investigated the safety-specific trust which team members place in their organisation’s selection and induction processes, and related this to the perceived risk from new employees. The research was conducted with teams working in forest harvesting, an occupation which has high-turnover, high risk and a high accident rate. Results indicate that trust in induction processes was negatively correlated with perceived risk from a new employee. Team members also engaged in a number of safety ensuring behaviours when a new individual joined the team, and these were related to the level of perceived risk, and how much they cared about their team members’ safety. It is argued that trust in the safety-specific characteristics of an organisation’s selection and induction process may have negative consequences for safety.     

Good acting requires a good cast: A meso‐level model of deep acting in work teams

This study proposes and tests a meso‐level model of deep acting in work teams that draws on emotional contagion theory to explain how shared means of complying with display rules can arise in work teams. We argue that the presence of influential deep actors can lead to greater convergence (lower dispersion) on individual deep acting in the team. That is, team members behave more similarly. When a team has greater convergence, deep acting by individual members should be related to lower emotional exhaustion and higher job satisfaction and in‐role performance. In a sample of mature work teams, these hypotheses received general support. Our findings suggested that team‐level deep acting effects can foster benefits for team members (lower emotional exhaustion and higher satisfaction) and organizations (higher job performance). Copyright © 2014 John Wiley & Sons, Ltd.     

Enhancing employee creativity via individual skill development and team knowledge sharing: Influences of dual‐focused transformational leadership

Addressing the challenges faced by team leaders in fostering both individual and team creativity, this research developed and tested a multilevel model connecting dual‐focused transformational leadership (TFL) and creativity and incorporating intervening mechanisms at the two levels. Using multilevel, multisource survey data from individual members, team leaders, and direct supervisors in high‐technology firms, we found that individual‐focused TFL had a positive indirect effect on individual creativity via individual skill development, whereas team‐focused TFL impacted team creativity partially through its influence on team knowledge sharing. We also found that knowledge sharing constituted a cross‐level contextual factor that moderated the relationship among individual‐focused TFL, skill development, and individual creativity. We discuss the theoretical and practical implications of this research and offer suggestions for future research. Copyright © 2016 John Wiley & Sons, Ltd.     

Conflict,justice, and inequality: Why perceptions of leader–member exchange differentiation hurt performance in teams

To better understand why leader–member exchange (LMX) differentiation in teams may be detrimental to individual and team performance, we propose that team members' perception of LMX differentiation (PLMXD) is more important than statistical measures of LMX differentiation. Specifically, we hypothesize a multilevel model in which relationship conflict and procedural justice (climate) mediate the relationships of individual and collective PLMXDs with individual and team performance, respectively. Using a sample of 235 individuals in 53 teams, we found that individual PLMXD was negatively related to individual performance through relationship conflict perceptions, controlling for LMX. At the team level, collective PLMXD was negatively related to team performance through procedural justice climate and relationship conflict, controlling for a statistical measure of LMXD. Theoretical implications and directions for future research are explored.     

When can culturally diverse teams be more creative? The role of leaders' benevolent paternalism

The current research examines the conditions under which cross‐cultural teams can realize their creative potential—a consequence of their cultural diversity. We propose that in more culturally diverse teams, team members are less open when communicating with each other, which impairs the team's ability to elaborate on the information contributed by different members, ultimately limiting team creativity. We further theorize that leaders' benevolent paternalism, a leadership style that is particularly prevalent in East Asian contexts, can reduce the negative consequence of intercultural diversity on intercultural communication openness. On the basis of multiwave, multisource data from 48 culturally diverse teams in China, we found that perceived intercultural diversity is negatively related to intercultural communication openness, which, in turn, is positively related to information elaboration, and ultimately, team creativity. Leader benevolent paternalism attenuates the negative relationship between intercultural diversity and intercultural communication openness. These findings enrich the literature on intercultural diversity by calling attention to communication‐related obstacles.     

Transition to self‐directed work teams: implications of transition time and self‐monitoring for managers' use of influence tactics

In the face of heightened competitive pressures, elevated quality expectations, and calls for worker empowerment, more and more organizations have turned to self‐directed work teams (SDWTs). A review of the literature devoted to SDWTs suggests that managers often struggle with the transition to SDWTs because of the required shift in control to SDWT members. To promote the development of work teams, managers must modify their use of influence tactics in direct response to the control shift. In this study, we explore changes in managers' usage of influence tactics during the transition to SDWTs within a large aluminum manufacturing plant. Analyses of longitudinal data show that despite the new team environment, managers' use of influence tactics was focused at the individual level. We also found that transition time accounts for variance in managers' choices of influence tactics. Finally, an exploratory analysis suggests that high as opposed to low self‐monitoring managers may be more prone to increase their usage of soft influence tactics and decrease their usage of hard influence tactics over the course of the transition; the influence behavior of low self‐monitoring managers remained unchanged. Implications for future research are discussed. Copyright © 2004 John Wiley & Sons, Ltd.     

Measuring team trust: A critical and meta-analytical review

Team trust is gaining attention in research and practice due to its benefits for team performance, yet clarity about the intricacies of its measurement is needed. Therefore, we meta-analyzed 118 studies (N = 7,738) to untangle the role of measurement features by investigating the degree to which they influence the trust–performance relationship. Results showed that the trust–performance relationship is contingent upon time lag and source of measurement. Specifically, cross-sectional and single-source studies produced higher effect sizes than time-lagged and different-source studies. In contrast, the moderating roles of conceptualization–operationalization alignment and referent of trust measures were not supported. Post hoc analyses revealed that affective trust is more strongly related to global, versus specific team outcomes, and that mixed-referent items are particularly effective within intact teams, whereas the trust–performance relationship is constrained when direct consensus items are used within ad hoc teams. Furthermore, we provided a critical review that highlights the importance of composites, multilevel forces, and item content and wording. Finally, we clarified key gaps in the literature, calling for research where needed. This review serves as a bridge between conceptualization and measurement and lays the groundwork for advancing knowledge of team trust.     

Managing relationship conflict and the effectiveness of organizational teams

Past research has revealed that team effectiveness and satisfaction suffer when teams experience relationship conflict—conflict related to interpersonal issues, political norms and values, and personal taste. This study examined how teams should respond to these conflicts. Three types of conflict responses were studied: collaborating responses, contending responses, and avoiding responses. A field study involving a heterogeneous sample of teams performing complex, non‐routine task showed that collaborating and contending responses to relationship conflict negatively relate to team functioning (i.e., voice, compliance, helping behavior) and overall team effectiveness, while avoiding responses were associated with high team functioning and effectiveness. It is suggested that collaborating and contending responses to relationship conflict distract team members from their tasks, while avoiding responses appear more functional in that they allow team members to pursue task performance. Copyright © 2001 John Wiley & Sons, Ltd.     

An examination of shared leadership configurations and their effectiveness in teams

A key challenge in the shared leadership literature has been a limited understanding of how multiple leadership activities are shared across team members and roles. We address this issue by conceptualizing and operationalizing shared leadership using both its content (i.e., what leadership roles are shared) and distribution (i.e., how leadership is shared across members and roles). In an exploratory study comprised of 129 work teams, we use latent profile analysis (LPA) to identify multiple shared leadership configurations that vary in the extent of sharing. Our second study of 103 MBA teams supports these findings and further (a) considers what shared leadership configurations have the greatest influence on team effectiveness, (b) examines the mediating role of teamwork processes, and (c) investigates the moderating role of temporal dispersion. We advance current research by demonstrating that shared leadership typically manifests in collective (i.e., members share all leadership roles) and distributed configurations (i.e., members hold one leadership role while other members hold other leadership roles), which has implications for team processes and effectiveness. Specifically, we show that collective configurations have higher team effectiveness (compared to distributed configurations) owing to improved teamwork processes and observe that these effects are more pronounced when temporal dispersion is high.     

Social support,group consensus and stressor–strain relationships: social context matters*

In this study, we examined the degree to which individuals' reactions to stressors were influenced by the quality of their shared social environments. Based on social support theory, we proposed that individuals in positive social environments would show lower levels of strain when exposed to stressors than would individuals in negative social environments. The quality of the shared social environment was assessed by measuring the degree of consensus among group members about an issue of importance to the group—namely about the group leadership. Social influence theory provides compelling reasons to believe that this measure of consensus should be a strong indicator of the quality of the social environment within the groups. In multilevel analyses using a sample of 1923 soldiers who were members of 52 Companies deployed to Haiti, we found that the quality of the social environment moderated relationships between (a) work stressors and morale and (b) work stressors and depression. Copyright © 2001 John Wiley & Sons, Ltd.     

How does the social context fuel the proactive fire? A multilevel review and theoretical synthesis

The role of social context (e.g., leadership, team climate, and organizational support) in shaping employee proactive behavior has received considerable attention and has been investigated across multiple forms of proactive behavior. However, the research has not been well integrated. In this review, we adopt a multilevel approach to synthesize what is known about how social context factors influence employees' proactive behavior, as well as what mechanisms underpin these effects. Our analyses show that leader‐, team‐, and organization‐related social context factors mainly influence employee proactivity through shaping “reason to,” “can do,” and “energized to” states (i.e., proactive motivational states) via individual‐, team‐, and cross‐level processes. That has been most frequently investigated is the effect of the discretionary social context, particularly leadership, on proactive behavior. We also review the interaction effects between social context factors and other factors on employee proactive behavior and found inconsistent support for the motivational‐fit perspective that stimuli with the same directions enhance each other's effect. We offer a research agenda to advance theoretical insights on this important topic.     

Women executives and off-the-job misconduct by high-profile employees: A study of National Football League team organizations

The risk of off-the-job misconduct by high-profile employees is a serious concern of top management in professional sport organizations, media and entertainment companies, and public-facing entities in the government and education sectors. Yet there is little research on how to prevent or mitigate this form of misconduct in organizations. Utilizing upper echelons theory and the literature on demographic composition, we examine the relationship between the gender composition of executives of team organizations in a men's professional sport league and subsequent misconduct by players on those teams. Specifically, we employed multilevel and logistic regression analyses to unique data on U.S. National Football League team organizations, and we found that firms with a critical mass of women executives experienced fewer player arrests. No support was found for executive power as a moderator of this relationship. We discuss the implications of our findings for the demographic composition literature. We also offer guidance for preventing and managing off-the-job misconduct by high-profile employees.     

Organizational citizenship behavior in work groups: A team cultural perspective

Although researchers have often found positive relationships between organizational citizenship behavior (OCB) and performance rating, very few studies have scrutinized the team contexts in which such relationships exist. This study examines how OCB influences job performance ratings within different team cultures, as measured by team collectivism and individualism. On the basis of multilevel data collected from 81 teams working at a multinational bank in Hong Kong, team collectivism and individualism were found to moderate the OCB–performance rating relationship such that OCB targeting individuals improved rated performance in highly collectivistic teams only, whereas only organizational OCB produced a significant improvement in highly individualistic teams. The implications of these findings and directions for future research directions are discussed here. Copyright © 2012 John Wiley & Sons, Ltd.     

Time perspective balance and team adaptation in dynamic task contexts

The concept of time perspective balance has attracted increased attention from scholars in the past decade, reflected in published evidence suggesting positive outcomes ranging from enhanced mood to life satisfaction for those individuals possessing balance among their past, present, and future time perspectives, and assumedly able to shift their time perspective to match situational demands. In this paper, we consider the notion of time perspective balance in an organizational setting within which much consequential adaptation often occurs—the team environment—and explore different configurations of time perspective balance in teams facing dynamic task contexts. Drawing from work on situational awareness, we first consider the mechanism by which time perspective balance likely influences individual adaptation in dynamic task-focused situations. Next, we postulate what types of team configurations—ones with more balanced time perspective uniformity or ones with more time perspective variety—might be more appropriate in dynamic contexts given key team conditions. We illustrate our analysis with examples from healthcare team settings and offer ideas for future research.     

Missing persons in the study of groups

This research examined relationships between team‐level variables with various patterns of individual non‐response. In the first analysis, professional basketball teams (n = 389) were used to study the relationship between team cooperation and team performance. In the second analysis, the same teams were used to study the relationship between team experience and team performance. In the third analysis, professional baseball teams (n = 1984) were used to study the relationship between team experience and team performance. Individuals were deleted from the complete data sets to simulate three different types of non‐response that might be encountered in organizational group or team research. In all three analyses, team‐level relationships were attenuated as individual members were deleted randomly. Team‐level relationships were also generally reduced as individuals were deleted as a function of their level of participation with the team. The overall amount of variance explained, however, showed a pronounced curvilinear effect. Namely, in all three analyses, the variance explained in team performance peaked when 30–40 per cent of the low‐participation members were deleted. Finally, in the first analysis, relationships were also attenuated as the least cooperative members were deleted from the data set. The results demonstrate the need for researchers to understand the diverse effects of various types of non‐response in team and group research. Copyright © 2005 John Wiley & Sons, Ltd.     

Collective fit perceptions: A multilevel investigation of person–group fit with individual‐level and team‐level outcomes

This study describes a multilevel examination of person–group (PG) fit perceptions in a sample of 1023 individuals working in 92 teams at a private sector R&D firm. Using confirmatory factor analysis and multilevel random coefficient modeling, we provide evidence that perceptions of team‐level collective fit are unique from aggregated individual‐level PG fit perceptions at the individual and team levels. We demonstrate that collective values‐based and abilities‐based fit perceptions showed unique and positive relationships with team cohesion, team efficacy, and team performance, after accounting for aggregated individual perceptions of PG fit. Results also demonstrate that cohesion partially mediates the relationship between collective fit and team performance. Cross‐level effects were also supported, indicating that collective fit explains additional variance in individual‐level outcomes, beyond individual‐level PG fit perceptions. The usefulness of employing a multilevel approach to studying PG fit is discussed. Copyright © 2014 John Wiley & Sons, Ltd.     

A multilevel investigation of predictors and outcomes of shared leadership

For modern organizations, shared leadership becomes increasingly important. Knowledge on shared leadership may be limited, as past research often relies on cross-sectional data or student samples, and most studies neglect the multilevel nature of shared leadership. Our research model includes transformational leadership, trust, and organizational support as predictors of shared leadership. Furthermore, we analyze the influence of shared leadership on team performance and team creativity. In total, 160 teams with 697 employees participated in our field study. Data collection took place at three time points. To test our hypotheses, we used multilevel modeling with a Bayesian estimator. We found relationships of transformational leadership and trust with shared leadership at the team level and of transformational leadership, trust, and organizational support with shared leadership at the individual level. Furthermore, shared leadership fully mediated the effect of the three input factors on team performance and team creativity. This study contributes to the understanding of the antecedents and outcomes of shared leadership. Furthermore, the dynamic development of team processes based on an input–mediator–output model is explored. On the basis of the results, organizations can increase shared leadership behavior by focusing on transformational leadership and trust building.     

Individualism–collectivism and team member performance: Another look

This study revisits the commonplace research conclusion that greater team member collectivism, as opposed to individualism, is associated with higher levels of individual‐level performance in teams. Whereas this conclusion is based on the assumption that work in teams consists exclusively of tasks that are shared, typical teamwork also includes tasks that are individualized. Results of a laboratory study of 206 participants performing a mix of individualized and shared tasks in four‐person teams indicate that heterogeneous combinations of individualism and collectivism are associated with higher levels of team member performance, measured as quantity of output, when loose structural interdependence enables individual differences in individualism–collectivism to exert meaningful effects. These results support the modified conclusion that a combination of individualism and collectivism is associated with higher levels of member performance in teams under typical work conditions; that is, conditions in which the tasks of individual members are both individualized and shared. Copyright © 2011 John Wiley & Sons, Ltd.