Effective Team Leadership Research Articles

Head Teachers’ Team Leadership Practices’ Influence on Financial Performance in Church of Uganda Founded Secondary Schools in Namirembe Diocese

The influence of Head Teachers’ team leadership practices on the financial performance is highly acknowledged. The paper aims to highlight the challenges of head teachers’ team practices and advance insights on how they can be overcome to enhance financial performance. The methodology employed was a mixed-methods approach. Quantitative data was gathered through questionnaires assessing perceptions of the above metrics. Qualitative data was collected through documentary review of reports and interviews to explore the underlying mechanisms through which the variables above interrelate. The total number of respondents were 326 sampled from eight out of twenty-three schools. Quantitative analysis revealed that it has a coefficient of 0.52 and a p-value of 0.004 which indicates a strong correlation and statistically significant relationship between effective team leadership and financial health. This indicated that a team leader yielded better cash flow management, alignment with financial objectives, and overall sustainability. Qualitative insights supported the above crucial role that head teachers’ have in engaging teams of CFSs in shaping financial decision-making processes. The study concludes by emphasizing the need to foster team cohesion, positive financial culture and ensuring the long-term sustainability of CFSs. Recommendations include strengthening leadership development programs that are not available currently in Church of Uganda. Further, to enhance team dynamics and aligning leadership practices with organizational goals to optimize financial performance in these settings

Leadership Development in Graduate Medical Education: A Pilot Study of Implementation of a Validated Self-assessment Instrument.

Graduate medical education programs need leadership assessments and curricula to engage residents and advance their leadership skills. The Foundational Healthcare Leadership Self-assessment (FHLS) is a validated 21-item self-assessment of leadership skills residents need to be effective team leaders in health care settings. It generates a composite score along five foundational leadership domains: accountability, collaboration, communication, team management, and self-management. Our objective was to determine whether a leadership curriculum, using the FHLS as an educational tool to support self-assessment, self-directed learning, and reflective practice, promotes self-awareness and engagement in leadership development. We conducted a qualitative pilot study in the University of Utah Family Medicine Residency Program, integrating the FHLS into our residency's longitudinal leadership curriculum using coaching, self-directed learning, and reflective practice. Family medicine residents completed the FHLS prior to their leadership rotation. Faculty met with each resident during their rotation using a coaching paradigm based on data from the FHLS to inform leadership self-awareness. Residents identified a leadership domain for self-improvement, selected resources for self-study, and submitted a written reflection. We conducted qualitative content analysis on the reflections for evidence of self-awareness and engagement in leadership development. Residents completed 27 leadership rotations between May 2019 and April 2020, generating 21 reflections. Qualitative content analysis of resident reflections grouped by FHLS leadership domains identified evidence of impact on the residents' leadership development. This qualitative pilot study supports the usefulness of the FHLS within a residency leadership curriculum to promote self-awareness and engagement in leadership development.

Fostering product development efficiency through cross-functional team leadership: Insights and strategies from industry experts

This study investigates the impact of leadership models on the efficiency and innovation outcomes of cross-functional teams (CFTs) in product development contexts. With the aim of identifying effective leadership practices, the research focuses on how transformational, shared, and situational leadership models influence team dynamics, communication, collaboration, and ultimately, product development efficiency. Employing a systematic literature review combined with content analysis, the study analyzes peer-reviewed articles and scholarly books published from 2013 to 2024. This methodology facilitates a comprehensive examination of current leadership models and their applicability to CFTs. Key findings reveal that transformational leadership inspires and motivates team members, shared leadership enhances ownership and accountability, and situational leadership adapts to the dynamic needs of product development projects. These leadership models significantly contribute to fostering an environment conducive to open communication and collaboration, driving innovation and efficiency in product development processes. Based on these insights, strategic recommendations for industry leaders include adopting flexible leadership styles, promoting open communication, encouraging shared leadership, and investing in leadership development. These strategies are pivotal for leveraging the diverse expertise within CFTs and enhancing product development outcomes. The study underscores the critical role of leadership in maximizing the potential of CFTs for innovation and efficiency. It highlights the need for leaders to adapt their strategies to the unique challenges of managing diverse teams, offering a path forward for effective team leadership in product development. Keywords: Cross-functional teams, Leadership models, Product development efficiency, Innovation outcomes.

Effective Team Leaders and Leadership Skills in Healthcare

Effective Team Leaders and Leadership Skills in Healthcare

Captains vs. All-Stars: Who makes better leaders?

This study explores the impact of formally assigned leaders (team captains) and informal leaders (all-stars) on their teammates' productivity in basketball. It uses in-game injuries as random shocks to examine how the unexpected absence of leaders affects team and individual performance. The research employs a staggered difference-in-differences estimation, to study peer effects in high-stakes team environments. The key finding is that only players who are both formal and informal leaders have spillover effects on their teammates' performance. The findings could extend to team management practices across various industries, providing insights into effective team composition and leader selection.

WTP6.6 The Major Trauma TIG Fellowship: lessons learned. Perspectives of a paediatric surgeon training in adult trauma surgery

Abstract Introduction Major Trauma Training Interface Group (TIG) Fellowships were introduced in 2018 to formalise and enhance the training of surgeons and allied specialists in trauma care. Paediatric surgery is a non-traditional route to trauma surgery. Lessons learned from a fresh perspective may be relevant to surgeons who may not include trauma in their regular practice but may occasionally encounter seriously injured patients requiring emergency management. Method Training involves a 12 month placement; fellows are trained to deliver effective trauma team leadership and/or in the skills and decision making required to perform resuscitative trauma surgery. Important learning points were documented throughout the fellowship. A selection are described below. Results Conclusion Integrated training is immensely valuable in trauma care. Collaboration between trauma units and the regional MTC could optimise shared learning outside formal fellowships.

The Development of Leadership Qualities in a Management Team: Some Key Principles of Team Leadership

This research focuses on the principles of team leadership in the context of modern business. The methodology employed includes analyzing literature, conducting empirical analysis, interviewing experienced leaders, and observing team processes. The findings highlight key principles of team leadership, such as establishing a shared purpose, distributing responsibility, promoting communication and collaboration, developing emotional intelligence and conflict management skills, and stimulating team development and learning. The results have practical implications for leaders, enabling them to understand and apply team leadership principles to achieve more effective results with their teams. Effective team leadership significantly impacts team success, with shared purpose and task resolution playing a crucial role. Distributing responsibility and delegating tasks contribute to personal growth and team interaction. Results provide leaders with valuable tools and knowledge to improve their team's effectiveness, increase competitiveness, and strengthen their leadership position in the modern business environment.

Cross-cultural boundary spanning activities in a global team: Insights from an ethnographic case study

How can global team leaders effectively span boundaries between highly diverse and distant team members, manage cross-cultural conflict, and foster team performance? Global team leadership continues to face persistent challenges, and while the boundary spanning literature has identified relevant characteristics, traits, competencies, and skills of effective boundary spanners, it says little about boundary spanning activities. This paper proposes new contributions to this question through an ethnographic case study of a highly successful global R&D project team. Over the course of the 2-year project, three conflict situations were resolved through cross-cultural boundary spanning activities. From an ethnographic perspective, the dynamics at work are described in detail. To better understand these dynamics, the paper draws on loosely coupled systems theory by asking how structural and cultural coupling can facilitate boundary spanning activities. In doing so, the paper extends the theory of boundary spanning and global team leadership and connects boundary spanning with loosely coupled systems theory. The contributions relate to four main propositions: effective global team leaders span intra-team boundaries through coupling activities; task-related “structural coupling” and relationship-related “cultural coupling” are interdependent; effective boundary spanning combines tight structural and loose cultural coupling; and boundary spanning objects and agents enhance coupling activities.

The Impact of Team Mindfulness on Project Team Performance: The Moderating Role of Effective Team Leadership

The current study aims to investigate the consequences of team mindfulness in project-based organizations by proposing team cohesion as an underlying mechanism and effective team leadership as a boundary condition through which team mindfulness promotes project team performance. Data were collected through a time-lagged survey from Pakistani employees (N = 379). The data supported the proposed model revealing that team mindfulness enhances team cohesion among employees, which increases project team performance and effective team leadership moderates this relationship. This study has identified the team-level factors that can be used by project managers to increase project team performance.

Game-based exercise focused on emotional intelligence

This study explores the rising vitality of socio-emotional skills, or 'soft skills,' within industrial engineering in Industry 4.0. Anchoring in Daniel Goleman's emotional intelligence theory and Arik Carmeli's explorations, it underscores how emotional intelligence propels optimal work attitudes and behaviors. The research implements a playful activity aimed at strengthening emotional and social competencies, particularly emphasizing self-awareness, self-management, and social skills. Executed in a strictly controlled and monitored environment and leveraging experiential learning methods, the study anticipates participants will enhance their capabilities in effective communication, conflict resolution, team leadership, and adaptation to dynamic and complex work contexts.

A leadership model supporting maturation of high-performance translational teams.

Despite understanding its impact on organizational effectiveness, practical guidance on how to train translational team (TT) leaders is lacking. Previously, we developed an evolutionary learning model of TT maturation consisting of three goal-directed phases: (1). team assembly (Formation); (2). conducting research (Knowledge Generation); and (3). dissemination and implementation (Translation). At each phase, the team acquires group-level knowledge, skills, and attitudes (KSAs) that enhance its performance. Noting that the majority of team-emergent KSAs are promoted by leadership behaviors, we examine the SciTS literature to identify the relevant behaviors for each phase. We propose that effective team leadership evolves from a hierarchical, transformational model early in team Formation to a shared, functional leadership model during Translation. We synthesized an integrated model of TT leadership, mapping a generic "functional leadership" taxonomy to relevant leadership behaviors linked to TT performance, creating an evidence-informed Leadership and Skills Enhancement for Research (LASER) training program. Empirical studies indicate that leadership behaviors are stable across time; to enhance leadership skills, ongoing reflection, evaluation, and practice are needed. We provide a comprehensive multi-level evaluation framework for tracking the growth of TT leadership skills. This work provides a framework for assessing and training relevant leadership behaviors for high-performance TTs.

Leader extraversion and team performance: A moderated mediation model.

Extraversion is the best and most consistent predictor of important leadership outcomes. However, there has been little exploration and examination of the mechanisms underlying the effects of extraverted leadership on performance. Drawing on distal-proximal motivational theory and situational strength theory, the present study proposes and examines a moderated mediation model that explains how leader extraversion affects team performance and how situational characteristics strengthen or constrain this relationship. Respondents were recruited through management team training courses run by the eight Chinese companies. We conducted two rounds of electronic questionnaire collection. The first round of data was collected during the training session. Four weeks later, we collected the data through the training courses' WeChat groups. Data collected from 226 Chinese team leaders was analyzed using SPSS 26 and Mplus 7. We find that leader extraversion predicts team performance through a motivational mechanism operationalized as leader work engagement. We further find that goal clarity and process clarity play an important role in strengthening the positive effect of leader extraversion on leader work engagement as well as the motivational mechanism, providing an empirical explanation of how leader extraversion affects team performance through a motivational mechanism operationalized as leader work engagement. We also explore how two potential situational characteristics, operationalized as goal clarity and process clarity of leaders, affect the relationship between leader extraversion and leader work engagement as well as the motivational mechanism. Addionally, the findings suggest important practical implications for the organizations seeking to identify effective team leaders.

Team leadership assessment after advanced life support courses comparing real teams vs. simulated teams.

Effective team leadership is essential during cardiopulmonary resuscitation (CPR) and is taught during international advanced life support (ALS) courses. This study compared the judgement of team leadership during summative assessments after those courses using different validated assessment tools while comparing two different summative assessment methods. After ALS courses, twenty videos of simulated team assessments and 20 videos of real team assessments were evaluated and compared. Simulated team assessment used an instructor miming a whole team, whereas real team assessment used course participants as a team that acted on the team leader's commands. Three examiners individually evaluated each video on four different validated team leadership assessment tools and on the original European Resuscitation Council's (ERC) scenario test assessment form which does not assess leadership. The primary outcome was the average performance summary score between all three examiners for each assessment method. The average performance summary score for each of the four assessment tools was significantly higher for real team assessments compared to simulated team assessments (all p-values < 0.01). The summary score of the ERC's scenario test assessment form was comparable between both assessment methods (p = 0.569), meaning that participants of both assessments performed equally. Team leadership performance is rated significantly higher in real team summative assessments after ALS courses compared to simulated team assessments by four leadership assessment tools but not by the standard ERC's scenario test assessment form. These results suggest that summative assessments in ALS courses should integrate real team assessments, and a new assessment tool including an assessment of leadership skills needs to be developed.

Effective team building as an activator of cluster community progress

In recent years, the cluster motion has become more active in Ukraine. The setting of research tasks, their relevance and pragmatism are due, first of all, to the perception of the cluster community as an environment for making optimal decisions in uncertainty conditions and producing innovations necessary for the vital activity of society and the economy. Secondly, the vision of cluster formations as specific organizational forms, the development of which is possible only if a coordinated and highly motivated team with common values is formed. The activity of the Ukrainian Cluster Alliance, which is currently the largest and most authoritative cluster community, was studied. It is substantiated that the formed management structure of the cluster community, the defined its mission and goals, the distribution of powers and the adopted ethical rules are able to ensure a trust between participants. At the same time, the formation of a project management system in cluster activities should be supported by appropriate team building measures.&#x0D; The reasons for the decrease of team building effectiveness and the factors that should be the basis of this process are summarized. The main stages of team building in project teams are structured, which will allow successful implementation of project management within the cluster community. The further direction of scientific and practical work is defined as the development of personnel and management potential of cluster formations, in particular through the development of a model for training cluster leaders which will be able to be an effective team leaders.

Leadership Behaviors in Health Care Action Teams: A Systematized Review.

Background: Effective leadership is critical for the performance of health care teams and their intended outcomes for patient care. Given that team leadership is a modifiable and teachable skill, there is a need for a better understanding of this multidimensional behavior to inform future leadership training for health care action (HCA) teams. This systematized review identifies reported observed leadership behaviors in HCA teams, defined as interdisciplinary teams which complete vital tasks in complex, time-pressured, and dynamic situations. Methods: We searched CINAHL, MEDLINE, Scopus, PsycINFO, and Web of Science for peer-reviewed, English language articles using single and combinations of keywords including leadership, health care action team, and teamwork, individually. We included articles published until June 2021 without any specific beginning date. Results: From 242 records, 13 articles were included in the review. We categorized our findings of team leadership behaviors in HCAs based on an existing framework of three dimensions: transition processes, action processes, and interpersonal skills. The most-reported behaviors for transition processes were encouraging team members’ input, (re)assessing the team’s situation, and confirming team members’ understandings. The action processes dimension consisted of behaviors that included monitoring the progress of the patient, managing resources, asking for help when needed, coaching/supervising, and assisting team members as needed. Finally, closed-loop communication and facilitating team members speaking up behaviors were categorized as interpersonal skills. Conclusion: Although team leadership has been an area of focus in the field of health professions education, little attention has been paid to identifying the observable behaviors of effective team leaders in an HCA team. The study identified several new essential team leadership behaviors that had not been previously described, including seeking feedback, shared decision making, and aspects of interpersonal communication. The findings can inform educators in planning and implementing strategies to enhance HCA team leadership training, with the ultimate potential to improve health care.

Actual and expected transactional and transformational leadership behaviors of project managers

In order to ensure that construction team works toward the desired objective, it is important for a project manager to behave as an effective project team leader. This paper aims to investigate actual and expected leadership of project managers by comparing the transactional and transformational leadership behavior model. To accomplish the objective, the paper first briefly reviews the ways in which leadership, especially the two models, are approached. Data were collected through a survey to 63 construction team members in several ongoing projects in Indonesia. The results indicate that the project managers frequently use both transactional and transformational behaviors in leading their team, except the laissez-faire style. Results from analytical hierarchy process analyses interestingly show that the project team members expect the project managers to exhibit transformational leadership more than transactional leadership.

Competencies and Development Needs of Physician Managers in Nigeria: A Case Study of selected hospitals in Ibadan City, Oyo State

The physician is traditionally the head of the medical team. To be an effective and efficient team leader is not innate but requires acquiring some competencies. The medical school curriculum was deficient in this regard hence the need for acquisition of these skills through training. Consequently, the present study aims to assess the influence of leadership competencies and Development Needs on the job performance of Physician Mangers. A cross-sectional survey was distributed among Physician Managers in various hospital types that were purposefully selected. Ten Physician Managers were also interviewed for in-depth information of skills they require to perform well. Descriptive and inferential statistics were used to summarize the items of the questionnaire at 5% level of significance and to determine if a significant difference existed between groups of Physician managers. Results show that possessing the competencies; communication and relationship management, leadership and business skills and knowledge do influence the job performance of Physician Mangers. There was a significant difference between physicians that had formal training in management and those that had none in the communication and professionalism domains. Seven Physician Managers from different types of hospitals were interviewed, two of them females. They had been in managerial positions from 6months to 34 years. They all emphasised communication and leadership skills as important competencies for every physician manager. They all also suggested that management training must be introduced either during undergraduate or postgraduate training and that physician as head of the medical team require regular management update training.

An Overview of Fall Prevention Strategies Among Adult Patients in Hospital Settings

Falls present a major challenge for health care systems: they correlate with poor patient outcomes, extend the length of hospitalization, and increase overall medical expenditure. According to existing literature, risk factors for the occurrence of falls include the male gender, urinary incontinence, muscle weakness, agitation or confusion, and dementia. Studies have shown that the combined practice of identifying risk factors and implementing appropriate fall prevention interventions leads to a reduction in the incidence of falls among hospital patients. As the largest group of health professionals committed to providing high-quality care, nurses play an important role in preventing falls among patient populations. In order to prevent falls and maintain patient safety, it is important to identify the most effective strategies for fall prevention. This study presents an overview of previously published strategies and intervention practices on fall prevention in hospital settings around the world. The most common interventions include fall risk assessment, environment/equipment modifications, patient education/family education on fall prevention interventions, staff education on fall reporting and fall prevention, fall risk alerts, medication management, physical fitness of patients, assistance with transfer and toileting and effective team communication and leadership. Ultimately, it is incumbent upon nurses, other health-care professionals and the entire hospital system to develop effective strategies in order to prevent falls among hospitalised patients.

Faculty Sim: Implementation of an Innovative, Simulation-based Continuing Professional Development Curriculum for Academic Emergency Physicians.

Maintaining and enhancing competence in the breadth of emergency medicine (EM) is an ongoing challenge. In particular, resuscitative care in EM involves high-risk clinical encounters that demand strong procedural skills, effective team leadership, and up-to-date clinical knowledge. Simulation-based medical education is an effective modality for enhancing technical and nontechnical skills in crisis situations and has been effectively embedded in undergraduate and postgraduate medical curricula worldwide. To our knowledge, there are few existing systematic department-wide simulation programs to address continuing professional development (CPD) for practicing academic EM faculty. We developed our novel, simulation-based CPD program following Kern's six-step model. Based on the results of a multimodal needs assessment, a longitudinal curriculum was mapped and tailored to the available resources. Institutional support was provided in the form of a departmental grant to fund a physician program lead, monthly session instructors, and operating costs. CPD simulation sessions commenced in January 2017. Our needs assessment identified two key types of educational needs: 1) crisis resource management skills and 2) frequent practice of high-stakes critical care procedures (e.g., surgical airways). Simulation sessions involve two high-fidelity simulated resuscitations and one skills lab per day. To date, 21 sessions have been delivered, reaching 161 practicing EPs. Feedback from our faculty has been positive. We have successfully introduced a curriculum of monthly simulation-based CPD based on the educational needs of our EPs. Future work will include more detailed program evaluation linked to clinical outcomes and program expansion to support nearby institutions.

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

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.