Team Leaders Research Articles

A Process Analysis Framework to Adopt Intelligent Robotic Process Automation (IRPA) in Supply Chains

Intelligent Robotic Process Automation (IRPA) combines Artificial Intelligence (AI) and Robotic Process Automation (RPA) to automate complex unstructured tasks, improve decision-making, and cope with changing scenarios. A process analysis framework for IRPA adoption was developed by identifying key factors through a literature review and semi-structured expert opinion survey. The employed experts in the survey comprised RPA/IRPA consultants, RPA/IRPA initiative team leaders, and RPA/IRPA developers with three years or more experience. For the initial factor collection phase, there were a total of eighteen (18) responses, and for the factor evaluation phase, a total of twenty-six (26) experts were used to collect responses. Identified factors were shortlisted and evaluated using a Relative Importance Index (RII) analysis. The study’s findings are presented through a Causal-Loop Diagram (CLD) to illustrate the relationships between factors. The framework provides practical guidance for organizations planning to adopt IRPA, informing decision-making, resource allocation, and strategy development. The final process analysis framework highlights the importance of accuracy, level of human involvement in a task, and standardization as the main three primary factors for successful IRPA adoption. Three major secondary factors were identified: digital data input, integration with existing systems, and the cost of adopting new technologies. This research contributes to the added value to existing knowledge and serves as a foundation for future research in IRPA adoption.

Factors associated with perceived health of school-aged children in rural Rwanda: an opportunity to leverage community health workers to enhance school health promotion and primary healthcare systems linkages

BackgroundIn many low-income countries, enhancing the health of school-aged children is often impeded by insufficient or limited knowledge regarding their health status. Further, hands-on health promotion interventions are nearly non-existent due to the lack of designated health workers. The disconnection between schools and primary care facilities further exacerbates this issue. To address these challenges, the World Health Organization has introduced the Health Promoting School (HPS) framework, a comprehensive model designed to integrate health into all aspects of school life and promote physical, mental, and social well-being. We sought to assess the perceived health status of school-aged children, identify associated factors, and explore the role of community health workers (CHWs) in public schools in rural Rwanda.MethodsWe carried out a convergent mixed methods study among teachers and community members in rural areas of Musanze, Rwanda. Data collection instruments were adapted from the World Health Organization’s HPS framework and the literature. We conducted six in-depth interviews and three focus group discussions. We performed a logistic regression analysis to examine the factors associated with perceived health. Thematic analysis was used to analyze the qualitative data.ResultsA total of 479 individuals participated in this survey. Of these, 425 (89%) were community members, while 54 (11%) were employed as teachers at Nyabirehe or Rwinzovu public schools. Almost half of respondents 221 (46%) described the children’s health as poor. Many factors were associated with perceived children’s health, including having an established leadership team for school-based health promotion (OR = 1.97, 95%CI: 1.01,3,84), and being familiar with school-based health promotion (OR = 4.77, 95%CI: 2.27,10.0). Qualitative results described the CHW as a bridge between communities, schools, and primary healthcare centers.ConclusionThis study revealed that the health of schoolchildren needs particular attention. In resource-limited settings, HPS presents a promising opportunity to address the health and well-being of children at rural public schools. However, adapted policies, the establishment of health promotion teams, and hands-on orientation for teachers and community members are necessary to ensure an effective implementation of HPS. In Rwanda and other low-income countries where public schools lack nursing staff, CHWs could play a vital role in enhancing HPS and the linkage between schools and primary healthcare facilities.

Train one and get a crew: a multilevel evaluation of team-centric leadership training for airport security screening crew leaders

PurposeThis study aims to introduce a team-centric leadership training program tailored for leaders of critical action teams. It emphasizes the critical role of effective teamwork in high-stakes environments.Design/methodology/approachThe authors developed a team-centric leadership training program for crew leaders of airport security teams. The training program comprised in-class teaching on the psychological foundations of teamwork and practical simulations. The training program’s effectiveness was assessed at the individual and team levels using Kirkpatrick’s evaluation model to obtain a complete evaluation of its effectiveness. First, a pre- and posttraining questionnaire recorded changes in self-efficacy, knowledge and skills about teamwork at the individual level from 62 leaders. Second, the authors assessed the transfer effects of the team-centric leadership training on self-reported team processes and team performance during a work shift of 37 crews.FindingsResults indicate an improvement in the application of teamwork skills but not in self-efficacy or knowledge among crew leaders who underwent the training. Additional analysis revealed that leaders with initially high self-efficacy in teamwork experienced a reduction posttraining, whereas those with initially low levels reported an increase. Teams led by trained leaders demonstrated a higher engagement in key team processes than those led by untrained leaders. No effect has been found on team performance.Originality/valueThis study offers a cost-effective alternative to conventional teamwork training methods, specifically designed for high-pressure security contexts. The authors advocate for the adoption of this training model by security professionals, aiming to elevate team processes and operational efficacy in critical action teams.

Data-Driven Agile Leadership: The Impact of Business Intelligence Solutions on Transformation Outcomes

This article examines the integration of Business Intelligence (BI) solutions in empowering leadership teams during Agile transformations within organizations. As businesses increasingly adopt Agile methodologies to enhance adaptability and efficiency, leaders face unique challenges in monitoring and steering these complex transformations. Through a multi-case study approach, we investigate how BI tools provide real-time insights into key performance indicators such as sprint velocity and team capacity, significantly enhancing leadership's ability to make informed decisions and identify bottlenecks in the Agile process. Our findings reveal that the implementation of BI solutions fosters a culture of transparency and accountability, enabling leaders to navigate the intricacies of Agile transformation more effectively. The article contributes to the growing body of literature on Agile leadership by highlighting the symbiotic relationship between data-driven decision-making and successful organizational change. We conclude that the strategic use of BI in Agile environments not only improves visibility into transformation progress but also enhances overall organizational performance in response to dynamic market demands.

Within-Team Individual Power and Creativity: Moderating Effects of Democratic Team Leadership and Collectivistic Value

ABSTRACT Though prior research suggests that high individual power can increase individual creativity, relatively few studies have examined conditions when this positive relationship is more likely to hold. Drawing from a cognitive resource perspective and a perspective of socialized power motivation, in this study we theorize and test democratic team leadership and an individual’s collectivistic value as two moderating conditions on the relationship between an individual’s within-team individual power and his or her creativity. Using multi-source data from team members and team leaders from thirty-nine work teams, we predicted and found that within-team individual power is more positively related to individual creativity when democratic team leadership is higher. Moreover, the hypothesized positive moderating effect of democratic team leadership is stronger and more significant for individual team members with high collectivistic values. Our findings provide implications for managing employee creativity and for the responsible use of individual power in teams.

Grounding Your "Flight Risk" Newly Licensed Nurses.

Transition into practice is plagued by personal, work, and patient-related stress leading to burnout and turnover of newly licensed nurses. Leaders must recognize transition shock and moral distress and act immediately. Nursing professional development practitioners at a healthcare organization in Illinois developed the "Flight Risk" Program to recognize, address, and escalate turnover risks as a leadership team. This resulted in retaining 47% of identified "flight risks" and contributed over $3.9 million in cost avoidance.

Work Team Effectiveness: Importance of Organizational Culture, Work Climate, Leadership, Creative Synergy, and Emotional Intelligence in University Employees

(1) Background: In university contexts, the effectiveness of work teams is vital for institutional success and the personal development of an institution’s members. Objective: Our aim is to understand the relationships between emotional intelligence, team leadership, organizational culture, work climate, and creative synergy with team effectiveness. (2) Methods: We used a cross-sectional predictive design study using structural equation modeling (SEM), in which 512 surveys of employees of a private Peruvian university were analyzed. (3) Results: Leadership and emotional intelligence were found to significantly improve team effectiveness. In addition, organizational culture, work climate, and creative synergy act as mediators in these relationships, enhancing team effectiveness. The adjusted model presented adequate incremental (x2=9452.498, gl=3391, p<0.001) and comparative (TLI=0.998, CFI=0.998, RMSEA=0.017 y SRMR=0.033) goodness-of-fit indices. (4) Conclusions: The results showed that the development of emotional competencies and leadership skills is essential to optimize the effectiveness of work teams in universities. This integrated model not only provides a solid theoretical framework for future research, but also offers practical recommendations for improving the management and performance of work teams.

NASA’s Top Human System Research and Technology Needs for Mars

NASA is working with industry and international partners to return humans to the Moon and to eventually enable humans to explore Mars. Within NASA, several organizations work together to identify, prioritize, fund, execute, and operationalize the research and technology development (R&TD) that will be necessary to enable crew health and performance (CHP) during these future missions. These organizations include flight programs, the Health and Medical Technical Authority (HMTA), the Human Research Program, the Space Technology Mission Directorate, System Capability Leadership Teams, and other organizations, many of which existed for several years prior to the creation of the Moon-to-Mars (M2M) Program Office in 2023. A variety of constructs, vocabularies, and processes exist for managing risks and supporting strategic planning across these organizations. For example, M2M objectives, program risks, human system risks, human research gaps, capability gaps, and envisioned futures are all constructs currently used within NASA to identify and prioritize R&TD needs. These strategic planning constructs are evolving to allow M2M objectives and R&TD investments to be aligned and traced at a detailed level. A recognized need exists among stakeholder organizations to identify and communicate the highest CHP R&TD priorities in a unified and digestible way that addresses the perspectives of NASA’s CHP community. To achieve this, the HMTA arranged a series of discussions with representatives of NASA’s CHP community, during which the 8 highest priority CHP capabilities that will enable human missions to Mars, referred to as the “top human system capability needs for Mars”, were identified. The list includes Earth-independent human operations; Mars-duration food system; Mars-duration effects on human physiology; risk mitigations for vehicle atmospheres; computational injury and anthropometric models; exploration exercise countermeasures; individual variability in responses to spaceflight; and sensorimotor countermeasures. Existing tools and processes for strategic planning and risk management were evaluated, as well as the technical practicalities, cost, and schedule feasibility associated with potential R&TD investments in different capability need areas. This capability needs report is not owned by any one NASA organization and does not replace existing strategic or program planning processes; rather it aims to complement and inform them with a unified set of community generated priorities. These top capability needs will be re-evaluated periodically based on R&TD progress and the evolving M2M architecture.

Missing Responses as an Interactional Warning Sign

In this study, we aim to find out what happens in moments of collaborative situations when a response is treated as missing, irrelevant, or insufficient, how such moments are handled, and what underlying interactional trouble those instances can reveal. The data are video recordings from multinational military observer training. Using the method of ethnomethodological conversation analysis (EMCA), we examine a team of two people taking part in a simulated patrolling exercise. We focus on instances when one team member, the driver, attempts to get the other, the team leader, to verbalise or confirm some decision regarding a future (joint) action.

Identifying the Internal and External Pressures of Quantifying the Impacts of Sustainability-Oriented Innovation

The sustainability-oriented innovation (SOI) has emerged as a critical approach for an organisation that addresses environmental, social, and economic challenges. The proposed study aims to identify key internal and external pressures by uncovering the main factors within and outside the organisation influencing the quantification of SOI impacts. In the given study’s research design adopts a primary qualitative approach to explore internal and external pressures affecting the quantification of sustainability-oriented innovation (SOI) that impacts the economic context. Qualitative research was chosen for its ability to provide an in-depth insight into a complex phenomenon that captures the nuances of the participant’s experience, attitudes and perception. The findings show that a leadership team’s commitment to sustainability and the proactive mindset of our employees fosters an environment where innovation thrives. The conclusion is that the implementation of internal policies and incentives encouraged sustainable practices and continuous improvement. SOI has been influenced by concepts like a crucial economy that promotes a continuation use of resources through its recycling and remanufacturing and to share economy, emphasizing access to over ownership.

Exploring the role of school psychologists/counsellors in addressing bullying: Current practices and suggested future directions

Bullying is widely accepted as a significant issue confronting schools across the globe. The potential short and long-term consequences of bullying for involved students include negative academic and mental health impacts. It is known that a whole-school approach is required to effectively manage bullying. As such, school psychologists and counsellors are well-placed to play an important role in the prevention of and response to bullying in their workplace schools. By virtue of their training and skill-set, school psychologists and counsellors could be involved in the training of other staff, educating and collaborating with stakeholders, and counselling the involved students utilising methods such as motivational interviewing. In order for these staff members to play an effective role in bullying prevention and intervention, they require professional development on bullying, a supportive leadership team and a workplace that provides a clear delineation of their role.

The role of interpersonal communication in promoting team morale: a case study of tech startups in Lagos, Nigeria

The study aimed to analyze the role of interpersonal communication in promoting team morale in the workplace. The sample (N =130) was drawn from different levels within the organization and the research technique utilized was a comprehensive survey methodology. The survey explored the crucial outlook of interpersonal communication in the workplace including team morale, employee’s performance, job satisfaction, and leadership style in promoting team morale. The exhaustive purpose of this study was to analyze how interpersonal communication affects team morale and employees performance in the workplace and to recommend other opportunities to improve communication dynamics in the workplace. The research findings revealed that interpersonal communication has a significant positive impact on team morale and employees performance in the workplace. However, impending challenges such as communication tools, initiatives, leadership style, and chain of command barriers pose a threat to communication improvement as well as employees morale in the workplace. This study necessitates organizations to prioritize effective communication training between team leaders and employees in the workplace.

Determinants of knowledge transfer activities among university researchers: a systematic review

Purpose This systematic review aims to identify the key determinants of knowledge transfer (KT) activities among researchers. Design/methodology/approach This study systematically reviewed KT literature in academic settings from 1995–2023. The authors searched Web of Science and Scopus using predefined keywords, following PRISMA guidelines for screening and eligibility assessment. From 158 selected articles, the authors extracted data and conducted a descriptive analysis to map KT activities’ evolution. A narrative synthesis approach categorized determinants of researchers’ KT activities. Findings The systematic review findings revealed a general conceptual framework that categorizes the identified determinants of KT into four categories. At the individual level, the factors are related to the sociodemographic characteristics of the researcher (e.g. gender, age, experience), their psychological aspects (e.g. attitude, intrinsic motivation, intention) and personal characteristics (e.g. self-efficacy, communication skills). At the research team level, leadership style and team dynamics. At the organizational level, the findings emphasize university characteristics (e.g. size, structure and ranking), KT culture installed and university resources. At the inter-organizational level, the key determinants were funding sources, network strength and trust. Research limitations/implications The studies included in our database were different in terms of contexts, country of the study, the disciplines of KT and the types of KT activities examined. This variety restricts the direct comparison of research findings thus the generalizability of our conclusions. Future research should focus on specific contexts, disciplines, countries or types of KT activities to provide generalizable findings. Practical implications A better understanding of all the factors influencing KT among university researchers is essential for several reasons. First, it will enable the government to develop effective policies to promote KT ecosystems. Second, universities can create strategies, policies and programs to support researchers’ engagement in KT activities. Finally, researchers can be more strategic in their KT efforts. Originality/value This systematic review contributes to the literature by providing a comprehensive conceptual framework that identifies KT determinants at different levels and fills a gap in the existing literature that only addresses specific aspects of KT determinants. This framework can be a theoretical reference for future empirical studies. Furthermore, it practically provides recommendations for different actors including, government, universities and researchers.

Examining the Impact of PBIS Experience on MTSS Implementation in Secondary Schools: A Mixed Methods Study

This sequential explanatory mixed methods study with a complementarity rationale examined the differential experiences of MTSS implementation in three Positive Behavior Interventions and Supports (PBIS)-implementing and three non-implementing secondary schools in the Midwestern United States. Using a survey and follow-up interviews with a sample of 25 secondary school leadership team (SLT) members, this study sought to understand (1) their beliefs and attitudes toward MTSS prior to implementation and (2) unique barriers and facilitators to MTSS implementation in secondary education following initial MTSS implementation. Overall, the results of this study indicated that generally, SLT members had positive beliefs and attitudes toward MTSS prior to implementation which were maintained a year later at follow-up. Additionally, several differential barriers and facilitators to implementation emerged between PBIS and non-PBIS schools, though shared barriers and facilitators were also evident. Lastly, experience with PBIS differentially impacted the experiences of SLT members from PBIS and non-PBIS schools. Implications for secondary school practitioners, schools, and local educational agencies are discussed.

Examining Use of the Schoolwide Expectations Survey for Specific Settings to Build Expectation Matrices: A Pilot Study

The Schoolwide Expectations Survey for Specific Settings (SESSS) is a free-access tool school leadership teams can use to gather opinions from faculty and staff regarding what student behaviors are critical for success in various school settings. While the SESSS has been used for over a decade to inform the building of schoolwide expectation matrix as part of their Comprehensive, Integrated, Three-Tiered model of prevention, little is known about the extent to which data from the SESSS informs the actual building of schoolwide expectation matrices. In this pilot descriptive study, we examined SESSS data from 10 elementary, middle, and high schools from two Midwestern districts in the United State to determine how much and which data from the SESSS were included in their expectation matrices. Using a standardized rubric to score each school’s inclusion rate of SESSS items, results indicated all schools included most items rated as critical for success by 75% or more faculty and staff. We discuss implications and future directions.

Shared leadership – vertical leadership dynamics in teams

Shared leadership, team members collectively leading the team, has developed from a new perspective on team leadership to an established area of research. As the evidence of the effectiveness of shared leadership accumulates, it comes increasingly into focus that we lack theory about the dynamic interplay of shared leadership and vertical leadership – the leadership by the individual formally assigned to lead the team. The absence of such theory is problematic because vertical leadership is a continuing presence in the shared leadership process and, to be effective, vertical leadership should arguably both influence and be influenced by shared leadership. Linear models in which vertical leadership is treated as a predictor of shared leadership without taking this dynamic into account fall short of capturing how vertical and shared leadership work in conjunction. We propose theory to address this, outlining how vertical leadership can develop, maintain, and complement shared leadership in a process in which shared and vertical leadership coevolve as they influence each other. We identify an internal role for vertical leadership in stimulating the development and maintenance of team cognition for shared leadership, guiding the team in shared leadership, and engendering team reflexivity to learn from the experience with shared leadership, and an external role in complementing shared leadership through boundary spanning to connect the team to its external environment. As shared leadership develops over time, it influences these vertical leadership behaviors, such that vertical leadership evolves as shared leadership evolves.

Strategic Agility and Sustainable Competitive Advantage: How to Leverage Top Management Team Characteristics

Purpose: Ubiquitous disruptive innovations and technologies, frequently changing consumer behaviour, and evolving market dynamics in Kenya, have compelled television stations to constantly explore innovative ways to achieve long term business sustainability. Firms must be ambidextrous; balancing the tensions of excelling in current businesses while exploring opportunities for future growth. This requires top leadership teams that are well suited to the challenge of steering organisations in disrupted business contexts. This paper investigated the effect of top management team characteristics on the linkage of strategic agility and sustainable competitive advantage of licensed television stations in Kenya. Methodology: A descriptive cross-sectional survey was employed and primary data was collected using a semi-structured questionnaire. Data from 210 licensed television stations that were operational at the time of the study was analysed using structural equation modelling (SEM). Findings: The results of the study indicated that strategic agility had a positive and significant effect on sustainable competitive advantage of licensed television stations in Kenya. Further, top management team characteristics were a mediator on the nexus between strategic agility and sustainable competitive advantage, as well as a predictor variable of sustainable competitive advantage of licensed television firms in Kenya. Unique Contribution to Theory, Practice and Policy: The research was underpinned by the dynamic capabilities, resource-based view and upper echelons theories. The implication is that, to achieve sustainable competitive advantage, it is crucial for the top management team to possess specific attributes, including a balanced mix of both young and experienced members, diversity in functional backgrounds (especially those with knowledge of disruptive technologies and innovations), varying educational levels, and a mix of long-tenured and new managers.

Community mental health care in Croatia: Mobile team for psychosocial support in the community

Abstract The Republic of Croatia has initiated numerous reforms in the mental health care system in the community. Within the framework of EU JA Implement, a mobile team was formed to provide interventions in the community, that is, in the homes of persons discharged from psychiatric hospitals. The mobile team was formed during 2023. The team includes: one psychiatrist, leader and coordinator of the mobile team, three graduate nurses, a case manager, a social worker, three experienced experts who are employed in the team as peer workers, and one social pedagogue and psychologist. The wider composition of the team includes a psychiatrist who provides outpatient psychiatric treatment, who is familiar with the individual recovery plan and, if necessary, participates in the development of the plan. The goal of establishing a mobile team is to implement an individual recovery plan in the community, that is, in the patient’s home, using biopsychosocial interventions, with the aim of better and faster recovery of the user and inclusion in the community, as well as prevention of rehospitalization and disability. Before the patients home visits, the experts in the team were trained. 15 patients were included in the pilot project, with whom 96 home visits or interventions were carried out in the time period from the establishment of the team to April 2024. As a result of the effectiveness of the pilot project, in 2024, in accordance with the Strategic Framework for the Development of Mental Health until 2030, the Republic of Croatia adopted a new network of health institutions, within which 30 mobile psychiatric teams and 24 psychological teams at the primary level of health care are planned. Empowerment of users, engagement of people with experience in the implementation of interventions, increase in mental health literacy of the population and destigmatization are additional results of the implementation of mental health protection in the community through JA impleMENTAL.

Working for Jessica or Michael? Implications of gender stereotypes for job application intentions at technology startups

AbstractResearch SummaryWe examine a critical yet underexplored aspect of human resource management in nascent technology ventures: employee recruitment. Applying theories of gender stereotyping, we contend that female‐led technology startups face greater obstacles in attracting job applicants than their male counterparts. Evidence from a randomized online experiment conducted in 2020/2021 with 777 US job seekers substantiates this barrier, indicating that the disparities are partly rooted in gender‐stereotypical perceptions of female technology entrepreneurs as less competent, agentic, and warm, which contribute to less favorable assessments of their ventures' economic potential and employee empowerment potential. Startups with gender‐diverse leadership teams appear to overcome these biases. Confirmatory evidence comes from a 2024 replication study with 455 US job seekers, underscoring the need to address gender biases in the technological ecosystem.Managerial SummaryIn the competitive landscape of technology startups, attracting talent is key. Our study reveals that startups with female leaders face gender biases during recruitment, with job candidates perceiving female technology entrepreneurs as less competent, agentic, and warm—and their startup ventures as less likely to have what it takes to grow and to empower employees. Analysis from a randomized online experiment involving 777 US job seekers in 2020/2021 and a follow‐up study with 455 US job seekers in 2024 confirm such biases. Crucially, a gender‐balanced leadership team significantly counters such biases, enhancing the venture's appeal to potential hires. These insights highlight the need for technology startups to promote gender diversity within their leadership to dismantle stereotypes and attract a broader talent pool.

The Impact of HRM Practices on Employee Performance: A Study on Readymade Garments Sector in Bangladesh

This study explores the impact of Human Resource Management (HRM) practices on employee performance in the Readymade Garments (RMG) sector of Bangladesh, employing qualitative data collection methods to gain in-depth insights. As the RMG sector plays a pivotal role in Bangladesh’s economy, understanding how HRM practices influence employee performance is essential for organizational growth and effectiveness. Data were collected through semi- structured interviews with HR managers, team leaders, and employees from various RMG firms, as well as focus group discussions. The research focused on key HRM practices including recruitment and selection, training and development, performance appraisal, compensation and benefits, and employee relations. These practices were examined to understand their perceived impact on employee performance, such as job satisfaction, productivity and motivation. The qualitative analysis reveals that effective recruitment and selection practices are crucial in aligning employee skills with job requirements, leading to higher performance levels. Comprehensive training programs are valued for enhancing skills and boosting confidence, which positively affects productivity. Transparent and fair performance appraisals are seen as motivating employees and fostering a sense of achievement. Competitive compensation and supportive employee relations contribute to job satisfaction and commitment, driving overall performance. The findings indicate that while HRM practices in the RMG sector are generally effective, there are areas for improvement. This research provides actionable insights for HR professionals and organizational leaders aiming to improve performance outcomes in the RMG sector.