Background The relationship between nursing teamwork and patient falls is a crucial area of study in healthcare, as effective teamwork has been consistently linked to improved patient outcomes and safety. Objective To examine the relationship between nursing teamwork and patient falls in Jordanian hospitals. Methods A descriptive correlational research design was conducted, involving 375 registered nurses from four hospitals representing three health sectors in Jordan. The participants completed the “Nursing Teamwork Survey,” which contains 33 questions divided into five subscales, measured on a five‐point Likert scale. Additionally, there is one question regarding the nurses’ experiences with patient falls in their units, which is measured on a seven‐point Likert scale. The data collection process took place from September to October 2024. Results The total mean nursing teamwork score was 116.36 (SD = 35.2), while the frequency of patient falls mean reported by nurses was 0.54 (SD = 0.67). The shared mental model subscale received the highest score (M = 3.58, SD = 1.0) among all nursing teamwork subscales, while the team orientation subscale received the lowest (M = 3.45, SD = 1.0). A weak negative significant relationship was found between nursing teamwork and patient falls ( r s = −0.248, p < 0.001). Although the correlation is weak, it suggests that improving nursing teamwork may positively impact patient safety by potentially reducing the incidence of patient falls. Also, weak negative significant correlation was showed between patient falls and the following teamwork subscales: Shared mental model ( r s = −0.260, p < 0.001), Backup ( r s = −0.242, p < 0.001), Team leadership ( r s = −0.267, p < 0.001), Mutual trust ( r s = −0.223, p < 0.001), and Team orientation ( r s = −0.223, p < 0.001). Conclusion Enhancing nursing teamwork is vital for improving patient outcomes and ensuring safety within healthcare settings. The moderate level of teamwork identified highlights the need for targeted interventions, such as training programs focused on communication and collaboration, to foster a more cohesive nursing staff. The observed correlation between teamwork and patient falls suggests that a stronger emphasis on teamwork can directly impact patient safety, emphasizing the importance of creating an environment that encourages collaboration. Additionally, the development and implementation of policies that address specific areas of teamwork, along with ongoing assessments of teamwork dynamics, are essential for sustained improvement. By prioritizing these efforts, healthcare organizations can create a culture of safety and teamwork that ultimately benefits both patients and healthcare providers.

Many existing studies have separately explored the effectiveness of vertical leadership (VL) and shared leadership (SL) in project teams. Despite the growing dual emphasis on VL and SL in the contemporary construction practice, little is known about whether and how these two mutually exclusive sources of leadership synergistically function. Grounded in social information processing theory, this study examines how VL and SL jointly affect project performance through a congruence framework. The proposed theoretical model is tested using two-wave time-lagged data from construction projects, employing polynomial regression and response surface analysis methods. The results indicate that the congruence of VL and SL leads to higher project performance compared to incongruence. Overall, project performance shows an upward trend as the level of VL-SL congruence increases. Intriguingly, the combination of low VL and high SL produces higher project performance than high VL and low SL, contrary to the assumption. This study further confirms that job crafting can transform the congruence of VL and SL into project performance. Additionally, as task uncertainty increases, the positive impact of VL-SL congruence on project performance is significantly amplified. These findings bridge the two streams of research on VL and SL, and offer informative insights on the effectiveness of the paradoxical leadership approach (i.e., simultaneously engaging VL and SL) in engineering project practice.

PurposeIn the modern virtual workplace, an organization's ability to complete projects successfully is essential to its future sustainability. Identifying the factors that contribute to successful project outcomes is crucial in project management research. This study seeks to examine how shared leadership affects the quality of teamwork and the success of information system development projects. It also explores how project complexity affects the success of information system development (ISD) projects in the context of virtual project teams, which are usually made up of knowledge workers with a lot of experience.Design/methodology/approachData collected from 509 virtual ISD project team members in Pakistan were analyzed using structural equation modeling (SEM) with bootstrapping to assess the effects of shared leadership on teamwork quality and project success. The study also assessed the mediation role of teamwork and the moderation effect of project complexity on the mediation effect of teamwork quality between shared leadership and project success relationship.FindingsThe study found a positive correlation between shared leadership, teamwork quality, and project success. This study also revealed that teamwork quality mediates the association between shared leadership and project success. Furthermore, the results demonstrated that teamwork quality and project complexity moderate-mediate the relationship between shared leadership and project success.Practical implicationsShared leadership enhances project success in virtual teams by improving teamwork. It requires investment in team development and collaboration initiatives, which ultimately lead to project success.Originality/valueThe findings complement previous research with new insights on behavioral dimensions of shared leadership and their effects on outcomes on the level of the individual. To date, no prior study has employed this nascent methodology to investigate the relationship between shared leadership and project success.

Shared leadership in MNC agile software teams: The role of team leadership style and attitude to sport

A growing body of empirical literature has demonstrated beneficial aspects of shared leadership for self-managing teams. However, the preferences and outcomes for individuals within the teams with shared leadership have largely been neglected. In this paper, we employ job-demands and resources theory to examine the cross-level impact of shared leadership on the stress and work engagement experienced by individuals. Our findings show that, on average, shared leadership is associated with greater engagement in team members. Further, our results also demonstrate that the effect of shared leadership on individual stress and work engagement are contingent on their leadership structure schema. Overall, this paper serves to highlight how the impacts of shared leadership proceed along different lines for different individuals, which has important implications for the research and practice of shared leadership.

Shared leadership is positioned as a promising field of research. In recent years scholarly interest in shared leadership has grown exponentially. However, studies on shared leadership are limited and underdeveloped in the engineering management context. To advance a holistic understanding of shared leadership in engineering management project teams, this study conducted a systematic, integrated review of 256 articles on shared leadership spanning 25 years (1998–2022). By doing so, we present a synthesis of the definitions of shared leadership; an evaluation of its measurement techniques; and an examination of the research designs (e.g. article types, research strategies, research disciplines and sample types) utilized in shared leadership studies. Moreover, we map shared leadership studies onto a multi-level framework that integrates individual-level, team-level, project-level and organizational-level analyses in terms of its antecedents, consequences, mediating mechanisms and boundary conditions. This framework offers a roadmap for future studies to help researchers systematically target opportunities within the field of engineering management. Also, it brings important managerial implications for engineering management project managers and practitioners who seek to implement good practices in organizations.

Abstract The purpose of this paper is to explore the influencing mechanism of shared leadership (SL) on taking charge behavior (TCB) based on cognitive–affective system theory. Specifically, the current study intends to build a model of perceived insider status and emotional intelligence that mediate the relationship between SL and TCB from a dual cognitive–affective perspective. Further, given the nature of SL that develops through social interactions, we propose and examine the moderating role of social media use in the relationship between SL and TCB. We used multilevel and multi-sourced data to test the theoretical model and used a social network approach to measure SL in teams. Our findings provide a significant contribution to the literature in that this paper shows perceived insider status and emotional intelligence as a crucial dual mediating mechanism through which SL influences TCB and affords fresh thoughts for IT-related contextual conditions.

A process framework of shared leadership emergence in product development project teams

The impact of heterogeneous shared leadership in scientific teams

PurposeShared leadership is an effective mechanism for managing project teams. Its performance-enhancing benefits have been demonstrated in many studies. Nonetheless, there is an obvious silence about how to promote shared leadership in Lean Six Sigma (LSS) project teams. To address this deficit, the purposes of this study are to investigate the influence of shared leadership on LSS project success and to explore how team psychological safety, project task complexity and project task interdependence influence shared leadership.Design/methodology/approachA multi-source, time-lagged survey design with a four-month interval was conducted. To do this, the authors collected data from 71 project teams (comprising 71 project managers and 352 project members) using LSS approaches in the manufacturing and service industries.FindingsThe findings show that shared leadership positively influences LSS project success. The authors also found that team psychological safety fosters the development of shared leadership and, more importantly, these effects are stronger when the tasks are more complex and more interdependent.Practical implicationsThese findings advance our understanding of the factors that enable shared leadership and equip LSS project managers with practical techniques to improve shared leadership for the success of their projects.Originality/valueThis study extends the theory of shared leadership to the context of LSS project management and is among the first, to the best of the authors’ knowledge, to theoretically propose and empirically validate how to promote shared leadership in LSS project teams.

In practice, time-constrained teams are increasingly commonplace to accomplish specific tasks. Although it is widely assumed that shared leadership is beneficial to team creativity, the potential outcomes of shared leadership in time-constrained teams may be uncertain. Drawing on social information processing theory, we reason that shared leadership has an inverted-U-shaped relationship with team creativity, such that moderate shared leadership can foster team creativity via team voice in time-constrained teams. Besides, we propose that team voice also has an inverted-U-shaped effect on team creativity in time-constrained teams, which is moderated by temporal leadership. To examine our predictions, we collected data from 83 leaders and their 560 subordinates in the business simulation courses. Across our studies, our data support the inverted-U-shaped relationship between shared leadership and team creativity, as well as team voice and team creativity. Moreover, our data reveal that the curvilinear effect of team voice on team creativity is moderated by temporal leadership in time-constrained teams.

Emergency Medicine AustralasiaEarly View Trainee Focus Leadership in the multiteam system of prehospital medicine Natalie Kay PGDipClinEd, MBChB, Corresponding Author Natalie Kay PGDipClinEd, MBChB Emergency Medicine Specialist, Prehospital and Retrieval Medicine Doctor [email protected] Te Whatu Ora Counties Manukau, Middlemore Hospital, Auckland, New Zealand Northern Rescue Helicopter Ltd, Auckland, New Zealand Correspondence: Dr Natalie Kay, Northern Rescue Helicopter Ltd, 440 Harvard Lane, Ardmore, Auckland 2582, New Zealand. Email: [email protected]Search for more papers by this author Natalie Kay PGDipClinEd, MBChB, Corresponding Author Natalie Kay PGDipClinEd, MBChB Emergency Medicine Specialist, Prehospital and Retrieval Medicine Doctor [email protected] Te Whatu Ora Counties Manukau, Middlemore Hospital, Auckland, New Zealand Northern Rescue Helicopter Ltd, Auckland, New Zealand Correspondence: Dr Natalie Kay, Northern Rescue Helicopter Ltd, 440 Harvard Lane, Ardmore, Auckland 2582, New Zealand. Email: [email protected]Search for more papers by this author First published: 21 June 2023 https://doi.org/10.1111/1742-6723.14265Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL No abstract is available for this article. References 1Hearns S (ed). Reducing the pressure from frazzle to flow. In: Peak Performance Under Pressure, 1st edn. Bridgwater: Class Professional Publishing, 2019; 233– 47. 2Lauria MJ, Gallo IA, Rush S, Brooks J, Spiegel R, Weingart S. Psychological skills to improve emergency care providers' performance under stress. Ann. Emerg. Med. 2017; 70: 884– 90. 3 New Zealand Government. Coordinated Incident Management System (CIMS), 3rd edn. Wellington: Officials' Committee for Domestic and External Security Coordination, Department of the Prime Minister and Cabinet, 2019. 4Stoate JM. Together or apart: modelling the inter-agency workings of emergency response multiteam systems (PhD thesis). Leeds: Leeds University Business School, 2015. 5 Fire and Emergency New Zealand. What We Do and Why We Do It. Wellington: Fire and Emergency New Zealand, 2023. [Cited Apr 2023.] Available from URL: https://fireandemergency.nz/about-us/what-we-do/ 6 Fire and Emergency New Zealand. Annual Report 2022. Wellington: Fire and Emergency New Zealand, 2023. [Cited Jun 2023.] Available from URL: https://www.fireandemergency.nz/assets/Documents/FENZ_Annual_Report_2022.pdf 7Hylander J, Saveman B, Bjornstig U, Gyllencreutz L. Prehospital management provided by medical on-scene commanders in tunnel incidents in Oslo, Norway – an interview study. Scand. J. Trauma Resusc. Emerg. Med. 2019; 27: 78. 8Calland V, Williams P. Scene safety and assessment. In: T Nutbeam, M Boylan, eds. ABC of Prehospital Emergency Medicine. Chichester: Wiley, 2013; 13. 9Low A, Hulme J. ABC of Transfer and Retrieval Medicine, 1st edn. Chichester: Wiley, 2015. 10Salas E, Granados DD, Klein C et al. Does team training improve team performance? A meta-analysis. Hum. Factors 2008; 50: 903– 33. 11Carson JB, Tesluk PE, Marrone JA. Shared leadership in teams: an investigation of antecedent conditions and performance. Acad. Manag. J. 2007; 50: 1217– 34. 12Diviney R. Why Dynamic Subordination Is Required for High-Functioning Teams. [Updated 2 Aug 2022; cited 28 May 2023.] Available from URL: https://theattributes.com/blog/why-dynamic-subordination-is-required-for-high-performing-teams Early ViewOnline Version of Record before inclusion in an issue ReferencesRelatedInformation

<p>Complementarity between the traits of the team's leader and members aids in encouraging shared leadership in teams and improving creativity. By employing social learning theory, this research explores the role of shared leadership in promoting creativity in teams. To test our model, we collected data from 300 members of 30 teams. Results revealed that shared leadership is positively associated with team creativity and team autonomy mediates the relationship between shared leadership and team creativity. Moreover, team engagement moderates these relationships. This paper also discusses the theoretical contributions, practical implications and potential future directions of our findings.</p>

More companies have started to adopt a model of self-managed team as their primary work design. As work environments get more complex, an appointed leader alone cannot fulfill all the necessary leadership responsibilities of a team. In this manner, the shared leadership within a team is of great importance for today's work environments. The primary purpose of the present study was to examine an antecedent of shared leadership. Focusing on leadership motivation, this study investigated how team members’ motivation to lead affects shared leadership of the team. This study also examined the effects of shared leadership on team performance using an objective team performance measure, which little previous studies have investigated. Data were obtained from 57 teams consisting of 3 to 5 members. They performed a computer-based business strategy game. Findings showed that the teams consisting of members with a high level of motivation to lead scores were positively related to shared leadership and shared leadership significantly predicted team performance. Theoretical and practical implications of this study are also discussed.

The current research developed a model to explain team effectiveness in Korean firms and theorized how a leader's vertical transformational leadership and members' shared transformational leadership affect team performance and creativity differentially through the mediating process of dynamic capability (i.e., exploitation and exploration). The hypotheses were: (a) the two forms of leadership affect dynamic capability, but the effect of members' shared transformational leadership is greater than that of the leader's vertical transformational leadership; (b) dynamic capability in the team enhances both team performance and creativity; and (c) dynamic capability mediates the effects of the two forms of leadership on team performance and creativity. Testing the hypotheses with 71 teams and 324 members sampled from Korean firms, the current study provided overall support for the hypotheses. Partially supporting the hypothesis, leaders' transformational leadership positively affected the exploitation, but not the exploration. In contrast, members' shared transformational leadership positively affected both dimensions of dynamic capability. Supporting the second hypothesis, the two dimensions of team dynamic capability positively affected both team performance and creativity. Finally, the results supported all mediating effects of leadership on team performance and creativity, except the mediation effect of leaders' transformational leadership on exploration.

The purpose of this study is to investigate the organizational, supervisor, team, and individual factors associated with employee and leader perceptions of shared Total Worker Health (TWH) transformational leadership in teams. Methods: We conducted a cross-sectional study with 14 teams across three construction companies. Results: Shared TWH transformational leadership in teams was associated with employees and leaders' perceptions of support from coworkers. Other factors were also associated it, but it differed by position. Conclusions: We found that leaders may be focused on the mechanics of sharing TWH transformational leadership responsibilities and workers may be more focused on their internal cognitive abilities and motivations. Our results suggest the potential ways of promoting shared TWH transformational leadership among construction teams.

Coaches of professional sports teams frequently adopt athlete leadership groups in their quest to gain a competitive advantage. Although the benefits of shared leadership approaches are well established, the sharing of leadership with athletes is never straightforward with little in the way of guidelines to assist coaches with this process. The current study provides insight into the strategies perceived to leverage the strengths of this shared leadership approach in professional football teams. Semistructured interviews were conducted with 16 coaches and 14 athlete-leaders from 17 professional teams, across four football leagues. An inductive thematic analysis generated five high-order themes: (a) player-owned team values and behaviors linked to accountability, (b) player-driven values-based athlete leadership group selection, (c) authentic and appropriate empowerment, (d) strong intrateam relationships, and (e) expert facilitation and dedicated leadership development support. Results illustrate teams are more likely to realize the potential of athlete leadership groups when coaches pay careful attention to the preparedness, social identity-based group influence processes, expert facilitation, and ongoing leadership development support required for shared leadership. Findings suggest that establishing high levels of trust and progressively and authentically empowering athlete-leaders within clearly defined parameters based on a mutually agreed behavioral framework may mitigate risks commonly associated with player empowerment-based leadership models.

Shared leadership is an emergent team property resulting from the distribution of leadership roles and influence across multiple team members, where different team members may share different leadership functions simultaneously or across different time points. Despite theories suggest that shared leadership is a dynamic process and an emergent team property, little is known about how shared leadership develops and evolves over time. Since shared leadership is gaining increased popularity in practice as a promising way to actively adapt to a team-based approach to work, studying shared leadership with a time-sensitive approach is urgently needed for more accurate understandings and better practical implications. In this symposium, we put forth a set of studies that examines the development trajectory, antecedents, and consequences of the dynamics of shared leadership from different approaches (e.g., latent growth cure, latent change score, and cross-lagged approaches) and different perspectives. In sum, these studies advance some new directions in shared leadership research and provide some examples for scholars and practitioners to better understand and investigate the dynamics of shared leadership. We hope this symposium can attract more attention to studying the dynamics of shared leadership and spawn a new genre of shared leadership research. The Development of Shared Leadership in Entrepreneurial Teams: A Latent Growth Curve Approach Presenter: Chu-Ding Ling; Renmin U. of China Presenter: Nan Wang; Lingnan U. Reciprocal Relationships between Shared Leadership and Team Coordination: A Cross-lagged Analysis Presenter: Li Zhu; National School of Development at Peking U. Presenter: Chunhua Chen; National School of Development at Peking U. Presenter: Jinlong Zhu; Renmin U. of China Shared Leadership and New Venture Performance: A Latent Change Score Approach Presenter: Nan Wang; Lingnan U. The Effects of Shared Leadership on Team Resilience and Creativity after Disruption Events Presenter: Jinlong Zhu; Renmin U. of China

When teams share leadership they can draw on their members’ expertise and skills more effectively to improve team performance. But global virtual team (GVT) members work across time zones in highly challenging multilingual and multicultural settings. In this study we examine whether shared leadership will lead to better team outcomes in GVTs. We differentiate between shared leadership tasks and shared leadership processes and examine the relationships between these and GVT satisfaction, performance and output. Using a sample of 55 global virtual teams with members from 28 countries, we find that the task component of shared leadership tasks is related to team satisfaction, and the process component of shared leadership is significantly related to team satisfaction and perceived team performance. Additionally, the extent to which a team shares leadership processes is significantly related to externally evaluated team outcomes, suggesting a need to take a closer look shared leadership from a process perspective. Implications for theory and practice are addressed.

Working in virtual teams has become more prevalent in some industries, especially following the coronavirus (COVID-19) pandemic. To address rapidly developing markets, businesses are implementing changes in leadership structures, work systems, and technology adoption. Human resource development (HRD) and virtual HRD (VHRD) practitioners and researchers must draw on best practices from previous research regarding virtual teams to help meet organizational needs and changes. Shared leadership is one of the emerging approaches showing promise in tackling complex challenges as it responds to problems by drawing on all members’ expertise rather than on the authority of a few. To understand shared leadership in virtual teams, we conducted a systematic literature review to identify how shared leadership is conceptualized and measured in virtual team research. We also synthesized the antecedents and outcomes of shared leadership in virtual teams. We presented practical remote work strategies and future research suggestions for HRD and VHRD.