Shared Team Research Articles

The Partners of My Partners: Shared Collaborative Experience and Team Performance in Surgical Teams

When teams in organizations are assembled to perform contingent tasks, team members carry with them experiences of prior interaction with partners in different teams. Focal team members share collaborative experiences to the extent that they worked with common external prior partners. Extending current research on team effectiveness, we investigate how shared collaborative experience (SCE) affects team performance. Consistent with the established understanding of team processes as carrying both a teamwork and a taskwork component, we conceptualize SCE as having two distinct dimensions that we call SCE extent and SCE diversity. We posit that high SCE extent increases the ability of teams to refine their teamwork processes, increasing their performance through enhanced coordination and reflexivity. We argue that high SCE diversity hinders the ability of teams to form a shared understanding of task demands, thus undermining team performance. Furthermore, we investigate the contingent effect of task complexity on the relationship between SCE and performance. We argue that the benefits of implicit coordination and the drawbacks of experience diversity decrease as tasks become more complex and require more explicit coordination and wider repertoires of responses. These predictions find support in an analysis of 1343 robot-assisted surgery operations performed by 114 surgeons during a four-year period in a private university hospital. By explicitly recognizing how team members benefit from the network of their shared prior partners, our study contributes to developing a new approach to study the effectiveness of temporary teams in organizations.

The Relationship between Shared Leadership, Team Identification, Job Calling and Team Performance, Team Fighting Morale: Focused ROK Army of Noncommissioned Officer

The Relationship between Shared Leadership, Team Identification, Job Calling and Team Performance, Team Fighting Morale: Focused ROK Army of Noncommissioned Officer

Tackling adversity with open minds: Team personality composition facilitates shared leadership and team resilience

AbstractResilient teams can efficiently resolve disruption and overcome adversity. Despite growing interest in building and maintaining resilient teams, our understanding of the factors that promote team resilience necessitates further theorizing and empirical testing. Based on conservation of resources and shared leadership theories, we propose that team member personality (i.e., mean openness to experience) serves as a resource that facilitates team resilience via shared leadership. Further, we argue that the strength of influence of shared leadership on team resilience is contingent on the variance of openness to experience scores among team members. We draw our conclusions from three studies (i.e., two recall experiments and a multi‐source field study) involving working professionals in virtual teams. Our findings shed light on the interactive role of team member personality in explaining team resilience, thereby extending our knowledge of the personality predictors of shared leadership and team resilience.

The mediating effect of team trust on shared leadership and team performance

PurposeAs team members temporarily assume the role of leader, a system of shared leadership emerges. This study had three purposes: (a) to test the underlying three dimensions of shared leadership behaviors, (b) to examine the relationship between shared leadership behaviors and team performance, and (c) to examine the mediating effect of trust between team members’ perceptions of shared leadership and performance.Design/methodology/approachWe used the sub-dimensions of shared leadership: relation-oriented shared leadership (ROSL), task-oriented shared leadership (TOSL), and creativity-oriented shared leadership (COSL). We collected survey data from college student teams at two different time points.FindingsThis study’s factor analysis results supported a second-order factor model that explains shared leadership with TOSL, ROSL, and a new COSL construct. Additionally, we discovered that shared leadership behaviors predicted team performance both directly and indirectly through team trust.Originality/valueThis study confirms the role of the new sub-dimension of COSL originally discovered by video analysis of project teams (Leight et al., 2018), thereby adding value to shared leadership research. This quantitative study supports the COSL with TOSL and ROSL in a second-order model where each component contributes unique input into the team dynamics. Our findings underscore the significance of shared leadership in elevating team trust, ultimately resulting in improved team performance. This insight holds particular relevance for educational management and leadership, offering a framework for understanding how shared leadership practices can positively influence team dynamics within academic contexts.

Unlocking the Potential of Visionary Leadership: A Study on Shared Vision, Teamwork and Team Performance

Unlocking the Potential of Visionary Leadership: A Study on Shared Vision, Teamwork and Team Performance

Impact of Shared Leadership on Project Team Performance: Mediating Role of Knowledge Sharing and Moderating Role of Project Manager’s Ambidexterity

The present research investigates shared leadership and its antecedents in the project-based organizations operating in Pakistan’s twin cities of Rawalpindi and Islamabad. The present study combines the quadratic model of shared leadership with the literature of leadership styles such as Task Orientation shared leadership, Relation Orientation shared leadership, Change Orientation shared leadership, and Micro-Political Orientation shared leadership, which lead to enhanced project team performance via knowledge sharing. The project manager's ambidexterity is also considered in the hypothesized link as a moderator. The data was collected from 291 respondents from different project-based organizations. The results delineate that Task Orientation shared leadership, Change Orientation shared leadership, Relation Orientation shared leadership, and Micro-Political Orientation shared leadership, along with knowledge sharing, have a significant and positive influence on project team performance. Moreover, knowledge sharing mediates the relationship between shared leadership (Task Orientation shared leadership, Change Orientation shared leadership, Relation Orientation shared leadership, and Micro-Political Orientation shared leadership) and project team performance. In addition, the exploitative and explorative behavior of the project manager, playing the role of moderator, was also tested. The results have shown a significant impact of moderation on Task Orientation shared leadership and Change Orientation shared leadership but an insignificant impact on Relation Orientation shared leadership and Micro-Political Orientation shared leadership for exploitative behavior, and moderated the relationship with Task Orientation shared leadership only for explorative behavior respectively.

Characteristics and Practices of Highly Rated Senior Leadership Teams: A Comparative Case Study of CCCU Institutions

The purpose of this comparative case study research project was to identify the characteristics and practices utilized by the senior leadership teams (SLTs) at two CCCU institutions that had been highly rated in terms of confidence levels from the faculty/staff based on data gathered in ModernThink’s “Great Colleges to Work For” annual survey, as published in The Chronicle of Higher Education. Because the COVID-19 crisis was current and impacting all institutions of higher education, these SLTs were selected to address the research question What have been the characteristics and practices of highly rated senior leadership teams as they guided their institutions in navigating the COVID-19 crisis? During one campus visit to each of two locations, a research team of three gathered data through 36 face-to-face interviews, direct observations, and document review. Study findings add to the literature by addressing gaps related to SLTs in the field of higher education, as identified by Kezar et al. This research project is the first “test” of the model of Kezar and colleagues, applying it to a study of two teams to assess which of the eight key elements of SLTs were most prominently identified among the perceptions and experiences of team members. Four unique primary themes emerged from the process of data analysis: (a) designing teams to develop significant levels of trust, (b) prioritizing shared team mission and institutional vision, (c) affirming strong presidential leadership that authentically empowers others, and (d) emphasizing clarity throughout crisis. This study extends the research on higher education SLTs and presents several implications and opportunities for further research.

The impact of shared leadership on team performance in college student teams: The mediating role of team trust

With the improvement in the diversity of college students’ teams, the environment they face is becoming increasingly complex and dynamic. It is particularly important for team members to cooperate for mutual progress and growth. From the perspective of college student teams, this study explored the influence of shared leadership on team performance and analysed the mediating role of team trust. A questionnaire was administered to 185 college students. The results show that shared leadership positively impacts team performance; shared leadership has a positive impact on team trust; team trust mediates between shared leadership and team performance. Finally, based on the research results, this study proposes corresponding management suggestions and provides a feasible direction for improving the efficiency of teams of college students.

Temporal dynamics of shared leadership, team workload, and collective team member well-being: a daily diary study

ABSTRACT In this diary study, we consider shared leadership and team workload as antecedents of team mental health. We draw on conservation of resources theory to theorize how linear change trajectories of shared leadership are related to change trajectories in team members’ shared well-being and emotional exhaustion. Furthermore, we investigate the interaction between change trajectories of shared leadership and team workload, predicting that change in shared leadership will be more strongly related to change in team mental health when team workload increases. 265 team members nested in 77 teams completed a daily diary survey over five consecutive workdays. As hypothesized, an increase in shared leadership was associated with an increase in team well-being and a decrease in emotional exhaustion over time. Further, shared leadership interacted with team workload, such that an increase in shared leadership was more strongly associated with a decrease in shared emotional exhaustion when team workload increased. However, team member well-being was not affected by such an interaction. These findings address the missing link between shared leadership and team well-being and exhaustion, establish shared leadership as an important team resource, and contribute a temporal perspective on shared leadership as a dynamic team phenomenon.

Does Shared Leadership Inspire Team Citizenship Behaviour Through Team Psychological Capital?

Understanding organisational citizenship behaviour at the team level has gained importance in recent years, as organisations place greater emphasis on teams and teamwork. Although contemporary literature acknowledges shared leadership as a significant antecedent of organisational citizenship behaviour, existing studies rarely consider the underlying mechanisms through which shared leadership produces organisational citizenship behaviour. This study investigates the influence of team psychological capital on the relationship between shared leadership and team citizenship behaviour using data collected from team members and supervisors belonging to 48 teams from diverse industries in India. An analysis using the team as the unit of analysis and partial least squares structural equation modelling technique revealed that team psychological capital acts as a partial mediator in the relationship between shared leadership and team citizenship behaviour. Based on the insights from this study, the authors suggest that managers should nurture both shared leadership and team psychological capital to promote team citizenship behaviour.

The Curvilinear Relationship Between Shared Leadership and Team Creativity in Time-constrained Teams

The Curvilinear Relationship Between Shared Leadership and Team Creativity in Time-constrained Teams

A Moderated Mediation Model of Shared Team Identification, Newcomer Embeddedness, and Work Outcomes

A Moderated Mediation Model of Shared Team Identification, Newcomer Embeddedness, and Work Outcomes

The environmental and economic case for valuing water recovery and its relationship with tailings storage conservation

Alternative tailings disposal methods such as dry stack are often neglected as optimal mine waste disposal methods due to perceived high cost. However, the transition from traditional wet tailings disposal to dry stack and alternative tailings disposal is critical for decreasing freshwater consumption and de-risking projects. This research presents an open-source techno-economic model which allows for the comparison of water use and cost between different tailings disposal-related equipment, addressing a major gap in models available for operators and early technology decision-makers. A case study of a Chilean copper mine is evaluated through the model to optimize the dewatering equipment choice. The findings indicate a substantial technical, environmental and economic return on the thickener control system and hydro-cyclone compared to desalinated and pumped water. Early economic modeling can quickly develop a business case for new water and energy-saving technologies while creating shared de-risked technical, ESG, and business team drivers.

‘It’s tough. It is hard’: A qualitative interview study of staff and volunteers caring for hospice in-patients with delirium

Background: Delirium is a distressing condition often experienced by hospice in-patients. Increased understanding of current multidisciplinary care of delirium is needed to develop interventions in this setting. Aim(s): To explore hospice staff and volunteers’ practice, its influences and what may need to change to improve hospice delirium care. Design: Qualitative interview study using behaviour change theory from a critical realist stance. Setting/participants: Thirty-seven staff, including different professional groups and roles, and volunteers were purposively sampled from two in-patient hospices. Results: We found that participants’ practice focus was on managing hyperactive symptoms of delirium, through medication use and non-pharmacological strategies. Delirium prevention, early recognition and hypoactive delirium received less attention. Our theoretically-informed analysis identified this focus was influenced by staff and volunteers’ emotional responses to the distress associated with hyperactive symptoms of delirium as well as understanding of delirium prevention, recognition and care, which varied between staff groups. Non-pharmacological delirium management was supported by adequate staffing levels, supportive team working and a culture of person-centred and family-centred care, although behaviours that disrupted the calm hospice environment challenged this. Conclusions: Our findings can inform hospice-tailored behaviour change interventions that develop a shared team understanding and engage staff’s emotional responses to improve delirium care. Reflective learning opportunities are needed that increase understanding of the potential to reduce patient distress through prevention and early recognition of delirium, as well as person-centred management. Organisational support for adequate, flexible staffing levels and supportive team working is required to support person-centred delirium care.

Wearing the Same Jersey? The Impact of Players' Cultural Diversity and Shared Team Tenure on National Soccer Team Performance.

In the present paper, we empirically analyze a dataset from national soccer teams between 2004 and 2019 to investigate the impact of team members' cultural diversity on final team outcomes. Further, we examine the role of shared team tenure as a proxy of tacit knowledge and within team communications in relation to the cultural diversity-team performance relationship. After addressing a potential endogeneity issue, results from multiple instrumental variable estimation methods implied a higher level of cultural diversity enhanced on-field performance. Meanwhile, increased level of shared team tenure further strengthened the effect associated with cultural diversity on team performance.

Psychological Safety and Creativity in Teams: A Mediated Moderation Model of Shared Leadership and Team Diversity

The current study extends the literature on psychological safety and team creativity by exploring the questions of whether, how and when psychological safety influences team creativity positively. Specifically, the current study proposes that psychological safety has a positive impact on team creativity and this impact is mediated by shared leadership. Furthermore, the study introduces team diversity as a potential moderator in the relationships between psychological safety and team creativity through shared leadership. It is found that the direct effect of psychological safety on team creativity is more positive when team members perceive high diversity. Using a sample of 135 members working in teams in R&D departments in the electronics industry, the hypotheses were largely supported. Theoretical contributions, practical implications and future research directions are discussed.

Beyond the Surgical Safety Checklist: Using Intraoperative Handoff to Facilitate Team Situation Awareness in the OR.

The surgical safety checklist (SSC) has been credited with improving team situation awareness (SA) in the operating room. Although the SSC may support team SA at the outset of the operative case, intraoperative handoff provides an opportunity for either SA breakdown or, more preferably, SA reinforcement. High-functioning surgical teams demonstrate a high level of continued SA, whereas teams deficient in SA are more likely to be affected by surgical errors and adverse events. To date, no interprofessional intraoperative tools exist to support team SA beyond the SSC. This study was divided into 2 phases. The first used qualitative methods to (1) characterize intraoperative handoff processes across surgery, nursing, anesthesia, and perfusion, and (2) identify cultural factors that shaped handoff practices. Data for phase one were collected over 38 observation days and 41 brief interviews. Phase 2, informed by phase 1, used a modified Delphi process to create a tool for use during intraoperative handoff. Data were analyzed iteratively. Handoff practices were not standardized and rarely involved the entire team. In addition we uncovered cultural factors-specifically assumptions held by participants-that hindered team communication during handoff. Assumptions included: (1) team members are interchangeable, (2) trained individuals are able to determine when it is appropriate to handoff without consulting the OR team. Despite claims of improved teamwork resulting from the SSC, many participants held a fragmented view of the OR team, resulting in communication challenges during handoff. Findings from both phases of our study informed the development of multidisciplinary intraoperative handoff tools to facilitate shared team situation awareness and a shared mental model. Intraoperative handoff occurs frequently, and offers the opportunity for either renewed or fractured team SA beyond the SSC.

Shared leadership and team performance in health care: how intellectual capital and team learning intervene in this relationship

PurposeThis study aims to examine the role of shared leadership (SL) practices in improving team performance (TP) in health-care producer organizations by mediating the roles of intellectual capital (IC) and team learning (TL).Design/methodology/approachConceptual model was proposed using social learning theory and resource-based view theory. The structured questionnaire was administered to respondents of Pakistani health-care producer organizations using a cross-sectional approach. Data was collected from 23 team leaders and 203 team members from 23 different teams. PLS-structural equation modeling was applied to SmartPLS 3.2.9.FindingsThe findings revealed that SL and IC are positively associated with TP, while TL has no association with TP. Further, SL is positively associated with IC and TL. This study also found that IC significantly mediates between SL and TP. Still, no mediating role of TL between SL and TP was found.Practical implicationsThe findings suggest health-care producer organizations adopt shared leader practices where team members are given a say in decision-making to boost their morale, leading to effective TP.Originality/valueThe conceptual model was created using social learning and resource-based view theories. This is an early attempt to examine the role of SL in health-care producer organizations.

Abstract P6-05-15: Standard of Care for HR+/HER2- Breast Cancer: Integrating The “Yale Model Shared Decision-Making Multidisciplinary Team Solution” into the Practice Setting

Abstract Background: Breast cancer patients are faced with treatment choices that can involve complex preference-sensitive decisions. The National Quality Forum initiated a “Call to Action” to integrate shared decision-making (SDM) processes into practice where clinicians and patients work together to make healthcare decisions that align with what matters most to patients. Projects In Knowledge, @Point of Care, Dartmouth and Yale collaborated to develop a pilot educational initiative to address and improve patient-centered care and SDM processes in the institutional cancer care setting. Methods: Training materials co-developed for the Yale Breast Cancer multidisciplinary team (N=11: oncologists, nurses/NPs, pharmacist) address SDM, CDK4/6 Inhibitor treatment of metastatic HR+ HER2- breast cancer, and clinician-patient role play methods implementing SDM in treatment discussions/decisions with patients. Reinforcement training, based on interim interview and case role play assessments, was customized to meet specific needs of the team. Qualitative semi-structured interviews and simulation case role play observational methods, using a two-rater system, were used to assess improved SDM performance. Baseline pre-intervention interviews and case role play assessments were compared to interim post-intervention and end of pilot (EOP) post-reinforcement training intervention interviews and case role play assessments (using a Likert scale 0-4 rating score: 0=0%; 1=25%, 2=50%; 3=75%; 4=100%). Following the training and assessments, a focus group of team members provided insights into the performance of the group, assessed the acceptability, feasibility, and repeatability of the program, and informed future education. Results: Semi-structured interview findings revealed that clinicians learned about nuances of CDK 4/6 inhibitors, crystallized their understanding of SDM through reinforcement training (customized in real time), and felt they were better able to implement SDM as a result of their case role play assessments. Training empowered the Yale Breast Cancer team to show pre- to post-education improvement in SDM case role play scenarios, ranging from 16% to 39%. Areas of greatest improvement: 1) determining decision style preference (+36%); 2) determining patients’ risk/burden tolerance (+32%); 3) determining patients’ activation, engagement, and self-efficacy (+34%), 4) determining trade-off decisions with patients (+39%), and 5) determining patients’ readiness to make a decision (+32%). Future research should explore how best to integrate SDM into the real world time restricted clinical practice. Conclusions: Educational training improved SDM skills for the multidisciplinary Yale Breast Cancer team, which can lead to improved clinician-patient decision-making and patient-centric care. The training process also facilitated team building and encouraged ongoing participation in SDM. Overall Yale Breast Cancer SDM Pilot Case Study Role-Play Assessments (Data reflect findings for 11 participants who completed their case role play) Citation Format: Elaine Rudell, Tarjani Agrawal, Patty Peterson, Michele Fallon Ingram, Brant Oliver, Kerin Adelson. Standard of Care for HR+/HER2- Breast Cancer: Integrating The “Yale Model Shared Decision-Making Multidisciplinary Team Solution” into the Practice Setting [abstract]. In: Proceedings of the 2022 San Antonio Breast Cancer Symposium; 2022 Dec 6-10; San Antonio, TX. Philadelphia (PA): AACR; Cancer Res 2023;83(5 Suppl):Abstract nr P6-05-15.

The Impact of Shared Leadership on Team Creativity in Innovation Teams—A Chain Mediating Effect Model

As an important outcome of team innovation, team creativity has become an important issue in academia and industry. Meanwhile, the horizontal leadership model has been preliminarily proven to be effective in improving the output of innovation performance. Multiple chain mediating effects of team psychological safety climate, cognitive motivation and social motivation on shared leadership and team creativity in innovative teams were proposed on the basis of social network theory and group dynamics theory. In this study, 178 innovation teams and 2011 innovation team members were given questionnaires, and the obtained data were empirically analyzed. The results show that shared leadership has a significant positive effect on team creativity in innovative teams; team psychological safety climates, cognitive motivation and social motivation play a partial mediating role between shared leadership and team creativity, and play a chain mediating role together. At the team level, the study verifies the positive effect of shared leadership on team creativity and reveals the complex team process.