Leadership Ambiguity Research Articles

A Cross-Sectional Study on Attitude and Barriers to Interprofessional Collaboration in Hospitals Among Health Care Professionals.

The need for an effective health personnel team is important due to the increasing complexity of patient care and increasing co-morbidities. Interprofessional collaboration (IPC) among healthcare professionals offers appropriate collaborative management for humans. This study aimed to assess the attitude and barriers to IPC in hospitals among healthcare professionals in Lahore, Pakistan. A cross-sectional study was conducted using a convenience sampling technique. Healthcare professionals (speech-language pathologists, audiologists, physiotherapists, occupational therapists, psychologists, psychiatrists, neurologists, ENT specialists, pediatricians, dentists, and nursing staff) working at Children Hospital, Shaikh Zayed Hospital, Pakistan Society for the Rehabilitation of the Disabled (PSRD), Lahore, Pakistan were included. The paper and online survey questionnaire composed in the google form and attitudes toward healthcare teams scale (ATHCT) and barriers scale toward interprofessional collaboration were used. Statistical package for the social sciences (SPSS) version 21 was used to analyze the survey data through frequency analyses and percentage distributions. Most of the respondents (response rate = 88.1%) had positive attitudes toward IPC and strongly agreed on 9 positive statements in ATHCT. Statistically, Major barriers were role and leadership ambiguity 68.6%, different goals of individual team members 68.1%, and 53.3% strongly agreed on the difference in levels of authority, power, expertise, and income. Although healthcare professionals have an optimistic attitude toward IPC, several healthcare professionals come across challenges during the practice of IPC. To overcome the analyzed barriers, the higher healthcare authorities must encourage interprofessional collaborative strategies and models.

The Deepening of Jokowi’s Populist Leadership Amidst COVID-19 Pandemic: Exploring its Effect to Economy and Global Partnership

The rise of populist leaders amidst the pandemic has become the fundamental debate of political scholars nowadays. This article described the populist leadership pattern of Jokowi in times of the outbreak COVID-19 pandemic and its implication toward the economy and global partnership. The qualitative method and descriptive analysis approach have been used in this article. Through library research in several resources, this article explained the casual relationship of Jokowi’s populist leadership amidst the COVID-19 pandemic and its implication toward the economy and global partnership. The result of this research has shown that Jokowi’s populist leader in the form of bias optimism, anti-science, and leadership ambiguity has led Indonesia into the worsening of pandemic cases among Southeast Asia countries. The incapability of the Indonesian government to tackle the increased number of COVID-19 cases has been proven by the negative economic growth in the scope of regional and global partnerships. Furthermore, this article concludes that Jokowi’s populist leadership has failed to maintain the economy and global partnership.

Majority Decision-Making Works Best Under Conditions of Leadership Ambiguity and Shared Task Representations.

The effectiveness of decision-making teams depends largely on their ability to integrate and make sense of information. Consequently, teams which more often use majority decision-making may make better quality decisions, but particularly so when they also have task representations which emphasize the elaboration of information relevant to the decision, in the absence of clear leadership. In the present study we propose that (a) majority decision-making will be more effective when task representations are shared, and that (b) this positive effect will be more pronounced when leadership ambiguity (i.e., team members’ perceptions of the absence of a clear leader) is high. These hypotheses were put to the test using a sample comprising 81 teams competing in a complex business simulation for seven weeks. As predicted, majority decision-making was more effective when task representations were shared, and this positive effect was more pronounced when there was leadership ambiguity. The findings extend and nuance earlier research on decision rules, the role of shared task representations, and leadership clarity.

Majority Decision Making Works Best under Conditions of Leadership Ambiguity and Shared Task Representations

The effectiveness of decision-making teams depends largely on their ability to integrate and make sense of information. Consequently, teams which more often use majority decision making may make better quality decisions, but particularly so when they also have task representations which emphasize the elaboration of information relevant to the decision, in the absence of clear leadership. In the present study I propose that (a) majority decision making will be more effective when task representations are shared, and that (b) this positive effect will be more pronounced when leadership ambiguity (i.e. team members’ perceptions of the absence of a clear leader) is high. These hypotheses were put to the test using a sample comprising 81 teams competing in a complex business simulation for seven weeks. As predicted, majority decision making was more effective when task representations were shared, and this positive effect was more pronounced when there was leadership ambiguity. The findings extend and nuance earlier research on decision rules, the role of shared task representations, and leadership clarity.

Toward a Working Model of Leadership in Nonprofit Sport Governance

The aim of this study is to explore leadership within nonprofit sport governance. As an outcome, the authors present a preliminary working model of leadership in nonprofit sport governance based on existing literature and our new empirical evidence. Leadership in nonprofit sport governance has received limited attention to date in scholarly discourse. The authors adopt a case study approach involving three organizations and 16 participant interviews from board members and Chief Executive Officers within the golf network in Australia to uncover key leadership issues in this domain. Interviews were analyzed using an interpretive process, and a thematic structure relating to leadership in the nonprofit sport governance context was developed. Leadership ambiguity, distribution of leadership, leadership skills and development, and leadership and volunteerism emerged as the key themes in the research. These themes, combined with existing literature, are integrated into a preliminary working model of leadership in nonprofit sport governance that helps to shape the issues and challenges embedded within this emerging area of inquiry. The authors offer a number of suggestions for future research to refine, test, critique, and elaborate on our proposed working model.

Fallout by Todd Strasser (review)

Reviewed by: Fallout by Todd Strasser Elizabeth Bush Strasser, Todd . Fallout. Candlewick, 2013. [272p]. Trade ed. ISBN 978-0-7636-5534-1 $16.99 E-book ed. ISBN 978-0-7636-6722-1 $16.99 Reviewed from galleys R Gr. 5-8. Alternative history has been largely coopted by steampunk of late, but here Strasser offers a far less fanciful take on the recent past—a what-if reconsideration of the Cuban Missile Crisis. Scott Porter's dad takes the threat of nuclear war seriously, [End Page 117] Karen Coats and under the eye of his bemused neighbors, he constructs a bomb shelter under his sons' new bedroom addition. His precaution is justified on the night the sirens blare and he and his family scramble for safety through the trapdoor in the closet floor. Nearby neighbors who know of the shelter race to claim a place, and by the time Mr. Porter manages to shut the hatch, the space and provisions planned for four people must now accommodate eleven. The ensemble drama that follows, interspersed with chapters on the lead-up to the disaster, is gut-wrenchingly credible. The water tank malfunctions; nobody grabbed a watch or a clock in the midnight evacuation, so nobody can judge elapsed time; the first aid kit is woefully inadequate to helping them care for Mrs. Porter, who suffered a severe head injury on her descent into the shelter. And of course, there's ambiguity of leadership, vacillation between crushing boredom and emotional outbursts and threats, the abandonment of modesty, and the persistent fear that survival might be more horrifying than death. This title gains its power not simply from its precise detailing of disaster, but from the nuanced treatment of the entire cast of castaways, whose personal backstories are skillfully intertwined with their current behaviors. Accessible to a range of readers, this could be a provocative classroom read as well as a natural pick for disaster fans. Copyright © 2013 The Board of Trustees of the University of Illinois

Measuring Ward-Based Multidisciplinary Healthcare Team Functioning: A Validation Study of the Team Functioning Assessment Tool (TFAT)

The team functioning assessment tool (TFAT) has been shown to be a reliable behavioral marker tool for assessing nontechnical skills that are critical to the success of ward-based healthcare teams. This paper aims to refine and shorten the length of the TFAT to improve usability, and establish its reliability and construct validity. Psychometric testing based on 110 multidisciplinary healthcare teams demonstrated that the TFAT is a reliable and valid tool for measuring team members' nontechnical skills in regards to Clinical Planning, Executive Tasks, and Team Functioning. Providing support for concurrent validity, high TFAT ratings were predicted by low levels of organizational constraints and high levels of group potency. There was also partial support for the negative relationships between time pressure, leadership ambiguity, and TFAT ratings. The paper provides a discussion on the applicability of the tool for assessing multidisciplinary healthcare team functioning in the context of improving team effectiveness and patient safety for ward-based hospital teams.

Leadership ambiguity in universities and K–12 schools and the limits of contemporary leadership theory

This paper explores the differences in context, assumptions, and behavior of leaders both in modern American universities and in elementary and high schools. The paper's main section examines the utility of five leadership theories (situational, charismatic, transformational, path–goal, and leader–member exchange [LMX]) in explaining leader behavior in each educational sector. We show that while each theory has some merit, none adequately incorporates the larger internal and external “system” pressures on leaders whose institutions are undergoing changes. The paper concludes with a recommendation for a reformulation of the leadership dilemmas in education that sets the five theories in a broader, systemic conceptual framework.

The uncertainty and ambiguity of leadership in the 21st century

The last decades have been characterised by fundamental changes - a paradigm shift - in organisation theory, management theory and the intellectual constructions through which organisations, managers and individuals working in organisations are understood. The value system of society has been changing, and this has had effects on leadership. Up until recently, the dominant model for leadership has been one which stresses simplicity, order, determinism and linearity. Consequently, today's leaders in the West manifest a moderate tolerance of unequal power distribution in organisations. However, this model has increasingly been coming under fire from conflicting perspectives, for example, new approaches stress complexity, bounded disorder, non-determinism and non-linearity. Under the Eastern and African influences, they also show a shift from the most individualistic approaches to group/team approaches to problem solving. Additionally, strong 'masculine' values, including traits such as aggressiveness, independence and insensitivity to feelings, have been changing moderately to relationship-building, interdependence and concern for others. In the workplace, there appears to be a move away from valuing economic incentives, organisational loyalty and work-related identity and towards valuing more meaningful work, pursuit of leisure, personal identity and self-fulfilment. The modern leader must, hence, be able to recognise value differences and trends among people at work in order to lead them accordingly. This article looks at the plurality of the dilemmas leaders are facing, as we enter the 21st century, because of the multiple realities and perspectives that they have to act out and reflect within the workplace and society.

The Leadership FactorThe Leadership Factor, by KotterJohn P.. New York: Free Press, 1988, 161 pp., $19.95, cloth.

Academy of Management ReviewVol. 14, No. 2 Book ReviewsThe Leadership FactorSharon A. TuckerSharon A. TuckerDirector of Compensation and Organization Consulting, C & B Consulting Group, St. Louis, MO.Published Online:1 Apr 1989https://doi.org/10.5465/amr.1989.4282148AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleAbstractThe article presents a review of the book “The Leadership Factor,” by John P. Kotter.References Fiedler F. E. (1967) A theory of leadership effectiveness. New York: McGraw-Hill. Google Scholar Kerr S. , Jermier J. M. (1978) Substitutes for leadership: Their meaning and measurement. Organizational Behavior and Human Performance, 22, 375–403. Google Scholar Pfeffer J. (1977) The ambiguity of leadership. Academy of Management Review, 2, 104–112. Link , Google Scholar Tichy N. M. , Devanna M. A. (1986) The transformational leader. New York: Wiley. Google Scholar Vroom V. H. , Yetton P. W. (1973) Leadership and decision making. Pittsburgh: University Pittsburgh Press. Google ScholarFiguresReferencesRelatedDetails Vol. 14, No. 2 Permissions Metrics in the past 12 months History Published online 1 April 1989 Published in print 1 April 1989 Information© Academy of Management ReviewKeywordsBOOKS -- ReviewsMANAGEMENT literatureNONFICTIONDownload PDF

The Ambiguity of Leadership

Problems with the concept of leadership are addressed: (a) the ambiguity of its definition and measurement, (b) the issue of whether leadership affects organizational performance, and (c) the process of selecting leaders, which frequently emphasizes organizationally-irrelevant criteria. Leadership is a process of attributing causation to individual social actors. Study of leaders as symbols and of the process of attributing leadership might be productive.

The Ambiguity of Leadership

The Ambiguity of Leadership

Leadership Ambiguity and Its Effect on Residents' Study Groups

Leadership Ambiguity and Its Effect on Residents' Study Groups