Team Cohesion Research Articles

Team Cohesion and Student Athlete Well-Being in A Normal University in Jiangxi Province

This study aims to gain a deeper understanding of the relationship between team cohesion and WELL-BEING among college athletes. This study adopts a quantitative research design, with a sample of 627 college athletes from a regular university in Jiangxi Province, China. A survey was conducted on the basic information of student respondents in terms of gender, age, grade, and years of experience, as well as their self-evaluation of athlete well-being, including physical health, mental health, emotions, balance, socialization, achievement, recovery and rest, and support systems. The relationship between team cohesion and self-evaluation of well-being was studied by analyzing the differences in personal characteristics and self-evaluation of well-being. This study also evaluated the positive effects of team cohesion, coach behavior, and athlete well-being on physical, psychological, emotional, and social health, and recommended promoting open and transparent communication within the team, strengthening leadership, establishing conflict resolution mechanisms, cultivating common values and goals, focusing on mental health, balancing lifestyles, and promoting internal respect and team spirit through team building and support networks to increase athlete well-being and team cohesion.

Influence of Servant Leadership on Team Cohesion and Innovation in South Korea

Purpose: The aim of the study was to analyze the influence of servant leadership on team cohesion and innovation in South Korea. Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries. Findings: Servant leadership in South Korea fosters trust, collaboration, and open communication among team members, enhancing both team cohesion and innovation. This leadership style promotes a culture where teams work cohesively, share diverse perspectives, and engage in collective problem-solving, fostering creativity and continuous innovation. Servant leaders' emphasis on empathy and stewardship contributes significantly to creating supportive team dynamics that nurture experimentation and adaptive approaches within organizations. Unique Contribution to Theory, Practice and Policy: Social exchange theory, transformational leadership theory & social identity theory may be used to anchor future studies on influence of servant leadership on team cohesion and innovation in South Korea. Organizations can benefit by integrating servant leadership principles into leadership development programs and organizational culture. Governmental and organizational policies should incentivize and support the adoption of servant leadership practices.

Pengelolaan Keragaman Sumber Daya Manusia dalam Organisasi

Management of human resource (HR) diversity in organizations. HR diversity includes differences in race, ethnicity, gender, age, religion, disability, sexual orientation and cultural background. There are several challenges faced by organizations in managing HR diversity, including potential conflicts between employees, bias and discrimination, as well as difficulties in building cohesive teams. However, diversity also brings various opportunities, such as increased creativity and innovation, market expansion, and the ability to attract the best talent from various backgrounds. To maximize the benefits of HR diversity, organizations need to implement inclusive management strategies, such as diversity awareness training, anti-discrimination policies, and mentoring programs. In conclusion, effective HR diversity management not only helps organizations create a harmonious and productive work environment, but also provides a competitive advantage in an increasingly global and dynamic market.

The Impact of Coaching Style on Basketball Players’ Performance Satisfaction in Hunan, China

This study examines the impact of coaching style on basketball players' performance satisfaction at Hunan Normal University, Hunan University of Technology, Hunan University of Science and Technology, and Hunan First Normal University. Employing a descriptive comparative correlational research design, the study involved 483 basketball athletes from these universities. Utilizing a purposive sampling technique, the research targeted athletes based on their participation and experience in basketball. Data was collected through a questionnaire adapted from the Multifactor Leadership Questionnaire and scales derived from Self-Determination Theory. The questionnaire assessed demographic profiles, coaching styles, and athletes' performance satisfaction. Findings reveal that the majority of respondents are male and predominantly 17 years old with 3-4 years of basketball experience. Coaches were generally effective in inspirational motivation and intellectual stimulation but showed gaps in individualized consideration, role modeling, and effective communication. Gender differences significantly influenced perceptions of coaching styles, highlighting the need for gender-sensitive coaching approaches. Performance satisfaction showed general dissatisfaction with skill development and mixed feelings about autonomy and team cohesion. Psychological well-being was moderately positive, but stress management and mental readiness required more focus. The study found a strong positive correlation between various coaching styles and performance satisfaction dimensions. Effective coaching in inspirational motivation, intellectual stimulation, individualized consideration, role modeling, and communication positively impacted athletes' satisfaction in skill development, autonomy, team cohesion, psychological well-being, and overall satisfaction. The study concludes that tailored coaching strategies, enhanced communication skills, gender-sensitive approaches, and a focus on mental readiness are crucial for improving basketball players' performance satisfaction in Hunan, China.

Rehabilitation of COVID-19 patients in hospital settings during the pandemic: a phenomenological study of Finnish physiotherapists’ perspective

Introduction The subjective experiences of healthcare professionals during the COVID-19 pandemic have been extensively studied; however, little research has focused on the experiences and perspectives of physiotherapists’, especially in the Nordic countries. The aim of this study was to explore the lived experiences and perceptions of physiotherapists regarding the rehabilitation of COVID-19 patients in hospital settings during the COVID-19-pandemic in Finland. Methods Hermeneutic phenomenology was employed as a methodology. Ten physiotherapists were recruited using purposive and snowball sampling. The data were collected through semi-structured interviews and analysed using thematic analysis. Results Four themes were identified: (1) pragmatic development of sensitive rehabilitation practices in a new and confusing working environment; (2) becoming a member of a cohesive team; (3) mixed feelings and reactions when facing the brutality of an unknown disease; and (4) being supported by colleagues but lacking support from the healthcare organisation. Conclusion The results may benefit healthcare organisations in improving organisational processes for ensuring the wellbeing of physiotherapists during future crises. Concrete actions to support employees could be developed by arranging resources for professional counselling and reflection during and after such crises, and by developing appropriate systems for recognising professional conduct in spite of difficult circumstances.

Requirement engineering and project performance: mediating effect of communication effectiveness, change readiness, stakeholder engagement and moderating effect of team cohesion

Requirement engineering and project performance: mediating effect of communication effectiveness, change readiness, stakeholder engagement and moderating effect of team cohesion

Study on Leveraging Digital Tools for Enhancing Employee Engagement in Remote Work Settings

The global workforce has witnessed a transformative shift towards remote work arrangements, accelerated by advancements in digital technology and the unprecedented challenges posed by the COVID-19 pandemic. This paradigm shift has necessitated a reevaluation of traditional workplace dynamics and a greater emphasis on leveraging digital tools to facilitate remote work. With the traditional office setting no longer the norm, organizations are increasingly turning to virtual collaboration platforms, communication tools, and digital solutions to enable remote work. The rise of remote work presents both opportunities and challenges for organizations. On one hand, it offers employees greater flexibility, reduces overhead costs associated with maintaining physical office spaces, and enables access to a wider talent pool. On the other hand, remote work can lead to feelings of isolation, communication barriers, and challenges in maintaining employee engagement and productivity. Employee engagement is not just about satisfaction with the job; it's about fostering a deep connection at the emotional between employees and their work and the organization they belong to. It encompasses enthusiasm, dedication, and commitment towards organizational goals, reflecting a sense of purpose and belonging within the company. As the modern workplace undergoes a seismic shift towards remote work arrangements, maintaining and nurturing this emotional connection poses a significant challenge. Remote work offers undeniable benefits, including flexibility and cost advantages, yet it also introduces unique hurdles to sustaining employee engagement. One such challenge is the preservation of a strong team spirit across geographically dispersed members. Without the physical proximity of a traditional office, communication can become fragmented, hindering team cohesion and leaving individuals feeling isolated and uninformed. Moreover, the absence of face-to-face interactions can obscure recognition of accomplishments, leading to diminished morale and motivation among remote workers. However, the digital landscape provides an array of tools to address these challenges and cultivate a thriving remote team environment. Communication platforms, such as chat features, video conferencing, and instant messaging, bridge the geographical divide, facilitating seamless interaction and information sharing among team members. Collaboration tools, including project management software and shared documents, foster transparency and teamwork, enabling remote employees to collaborate effectively despite physical separation.

ლიდერობის სტილი ორგანიზაციის მართვაში

The leader has an important role in managing the organization. Since a strong leader forms the cornerstone of a cohesive and effective team, it is critical to analyze the leader's role in the organization's performance. It is a good leader’s job to determine the right strategy and to take successful steps together with the team. The progress of the organization is very often related to the role of the leader, his management style, however, it is clear that behind the one there is always a team that flashes out the visions of the leader and reflects all this in the achieved results. It is fascinating to examine leadership styles based on a survey of commercial and public sector organizations because leaders with their individual management styles are mostly responsible for creating organizational culture and a desirable work environment. The research helped to identify leadership styles the participants belong to. The topic is relevant because it is interesting to research what kind of leadership styles exist in Georgian organizations. Organizations often have several departments and several team leaders. This requires leaders to consider different management styles. Therefore, knowing more about organizational leadership can improve the performance of the organization. Leadership management styles can be very different, but they always have a significant impact on the culture of the organization. Understanding the different leadership styles and understanding when to use which style is a prerequisite for improving the company's culture.

Factors Affecting Team Performance

This study aims to determine the influence of Core Self Evaluation, Team Cohesion, Organizational Culture, and Agile Teamwork on Team Performance. This is a descriptive quantitative study with a sample size of 300. Data collection techniques include questionnaires and literature studies, with data analysis using multiple regression analysis. Results, The study shows that Core Self Evaluation, Team Cohesion, Organizational Culture, and Agile Teamwork significantly and positively influence Team Performance. This means the better the Core Self Evaluation, Team Cohesion, Organizational Culture, Agile Teamwork, the higher the Team Performance. Implications, This study can be a reference for organizations in forming policies and reward systems that support aspects of Core Self Evaluation, Team Cohesion, Organizational Culture, Agile Teamwork. Rewards can be given to create a positive culture, increase team cohesion, and support adaptive performance. Originality, The novelty of this study lies in the examination of Core Self Evaluation, Organizational Culture, Agile Teamwork together on team performance, conducted in the Jabodetabek area.

Perception of coach leadership style as a predictor of team cohesion in elite women’s touch rugby

Coach leadership style can hold a bearing on the development of a cohesive and integrated team, which can influence performance goals. Cohesion, as explored in Chelladurai’s Multidimensional Model of Leadership (MML), is defined as the ability for a team to remain united in the pursuit of shared goals (Burke et al., 2014, In Beauchamp & Eyes (Eds.) Group Dynamics in Exercise and Sport Psychology (pp. 213). Taylor & Francis). To date, numerous studies have explored the impact of coach leadership styles on team cohesion, typically inferring detrimental effects of autocratic leadership styles. However, there is limited research conducted with an elite female sample, particularly in amateur international competition settings. Therefore, the purpose of the study was to assess the relationship between perceived leadership behaviour and team cohesion within the Scotland women’s team at the European Touch Rugby Championships in 2022. Accordingly, it was hypothesised that: H1 Leadership behaviours of training and instruction, social support, positive feedback and democratic leadership would be positive predictors of task cohesion, and H2 Autocratic leadership behaviour would be negative predictors of both social and task cohesion. After securing institutional ethical approval (Ref: 33249-A-Nov/2023-47988-1) and permission from the board of Scottish Touch Association, members of the Scotland Women’s team competing at the European Championships in 2022 were contacted to take part in the study (N= 15). Participants completed the Leadership Scale for Sports (LSS) that assessed coach leadership behaviours and the Group Environment Questionnaire (GEQ) that assessed cohesion. Data were checked for univariate outliers and the Mahalanobis test revealed no multivariate outliers. Skewness and kurtosis established normality and multiple regression analyses was used to predict cohesion from the five LSS subscales. Overall, no significant results were found for ATGT (F5, 9 = 0.56, P > 0.05), ATGS (F5, 9 = 1.27, P > 0.05), GIT (F5, 9 = 0.66, P > 0.05), and GIS (F5, 9 = 0.70, P > 0.05). In conclusion, athlete perceived leadership did not predict team cohesion, but the direction of relationships between factors partially aligns with previous research and indicates that research with a larger sample of female elite athletes is warranted under non-retrospective conditions. Further research with female samples has the potential to provide insights into the intricate relationship between leadership and cohesion, which could improve performance for elite female teams.

The effects of music on group motivation and team cohesion among novice to intermediate collegiate rowers

Within university level sport, the opportunity to form friendships, connect and create a sense of enjoyment is fundamental to the student experience. The use of music has been shown to have a positive motivational influence within individual and group physical activity settings when engaging in anaerobic activities. Furthermore, team cohesion can be positively influenced by group music self-selection. Within rowing, music with a high number of beats per minute (bpm) has shown to positively affect performance on an indoor rowing machine. Research within this area has primarily provided its focus towards exercisers or teams within an elite performance setting. Therefore, the aims of this study were to explore whether the introduction of music, through group self-selection and playback can have a positive effect upon the group motivation and team cohesion on novice to intermediate level university rowers when encountering a team anaerobic activity. Twenty novice and intermediate university-level rowers from the same participating university rowing club completed the Group Environment Questionnaire (GEQ) and subsequently a team relay of 2000 m, rowing 500 m each in groups of four, with no music stimulus. Eleven music tracks were selected based upon favoured bands or genres of those rowers, and that they contained at least 152 bpm. Tracks were subsequently presented to the participants who were asked to rate the effectiveness of the audio in terms of motivation and cohesion using the Brunel Group Music Rating Inventory (BGMRI). These scores determined the order of the tracks played for the repeat of the team relay. Once completed, the GEQ was readministered. All measures were used in conjunction with institutional ethics approval (33249-A-Feb/2024- 50074-1). A repeated measures MANOVA analysis found a positive difference in one of the four subscales of the GEQ, Group Integration – Social (GI-S; P = 0.03) F1,19 = 5.54, P < 0.05, Hp2 = 0.27). Surprisingly, a supplementary t-test demonstrated a negative difference in the average number of strokes per minute (spm) during the relay t19 = 2.85, P = 0.01. Whilst the data does not replicate previously reported findings when introducing music to anaerobic indoor rowing training, the significant improvement in GI-S scores highlight some real-world implications. With an understanding of the importance of social cohesion in a university environment and the crucial impact sport can create, there is potential to develop a more robust intervention as a social tool first, before becoming a performance enhancement mechanism.

The integration of first-year women XV rugby scholars and the socialisation tactics used

Cohesion is an important element of team environments, as it provides the bedrock for trust and communication among team members to be established. This allows for a platform to be created where conflicts can be addressed, strategies are shared and collaboration is enhanced, ultimately leading to improved team performance. Research indicates that when a team allows time for the socialisation of newcomers, performance is directly facilitated (Schuth et al, 2023, J App Psych, 108, 1046–1059). Furthermore, transitioning into a university environment is a crucial phase in an individual’s life, which poses many challenges. Therefore, having support from teammates and a sense of community may ease this period of adjustment. There is a dearth of research that investigates the integration of new teams and the consequences or enhancements of the different tactics. The main purpose of this study was to assess the integration of first-year university rugby scholars into an existing team environment using the Sports Team Socialization Tactics Questionnaire (STSTQ; Benson & Eys, 2017, J Sport Ex Psych, 39, 13–28.) It was hypothesised that there would not be a significant difference (P < 0.05) in the perceived level of socialisation between the first-year rugby scholars and the other rugby scholars. Twenty female participants were recruited from the Brunel University London women’s rugby union 1XV team, using a convenience sampling method. With institutional ethics approval, the participants completed the STSTQ and demographics form. They were split into two groups; first-year rugby scholars and other rugby scholars. The participants completed the STSTQ. This measure evaluates three dimensions on a 9-point Likert scale: the serial tactics subscale (α = .85), the social inclusionary tactics subscale (α = .74), the coach-initiated role communication tactics subscale (α = .87). The multivariate tests revealed no effect of scholar status on the combined socialization tactics (F = 0.75, P = 0.539). The Univariate tests showed no differences for coach tactics (F = 1.67, p = 0.212, serial tactics (F = 0.03, P = 0.873), or social inclusionary tactics (F = 0.25, P = 0.625). In conclusion, there were no differences between the new and existing players' ratings of the effectiveness of the socialization tactics used. For practitioners and coaches, the results provide insights into players' perceptions of integration tactics that could inform adjustments for future seasons, especially as this top team aims for promotion where cohesion is critical. A limitation was collecting data mid-season after a break from games, rather than across multiple time points. Furthermore, additional testing is still needed to understand the specific processes that enabled this cohesive team environment despite integrating many new players.

Curriculum Innovation: Design, Implementation, and Evaluation of an Interdisciplinary Teamwork-Focused Neurocritical Care In Situ Simulation Training Program.

Neurocritical care (NCC) is a niche clinical subspecialty dependent on interdisciplinary cohesion to operate in critical situations. Team cohesion in an intensive care unit (ICU) depends not only on technical skills or medical knowledge but also on nontechnical skills such as teamwork, communication, and leadership. Developing and practicing these skills as an interdisciplinary team is not standard in most professional training programs. This project aimed to (1) design and implement a NCC in situ simulation program aimed at practicing teamwork, (2) demonstrate feasibility and acceptability of recurring in situ simulations, and (3) assess baseline teamwork scores and clinician preparedness to respond to a clinical emergency. The NLN Jeffries Simulation Theory was used to guide the simulation program design. A 1-year pilot project consisted of monthly NCC in situ simulations. Debriefing with Good Judgment was used to guide postsimulation reflection. Feasibility was evaluated by participation metrics and simulation schedule adherence. Acceptability was assessed through postsimulation evaluations. Teamwork and preparedness were measured using the Mayo High Performance Teamwork Scale (MHPTS) and 10-point Likert scale, respectively. Statistical comparison of MHPTS scores between disciplines and preparedness before vs after simulation was conducted. In 1 year, we conducted 12 in situ simulations, with 167 simulation learner encounters, representing 95 unique learners and 72% of our core NCC team (i.e., nurses, advanced practice providers [APPs], fellows, faculty). Analysis of program evaluations (84% survey completion rate) showed that 91% of all learners strongly agreed that the simulation provided an experiential, collaborative, trusting, and learner-centered environment. Overall, MHPTS scores were similar between disciplines, although in pairwise comparison, pharmacists rated teamwork significantly lower than both nurses (p = 0.01) and APPs (p = 0.004). Learners rated their preparedness to respond to a clinical emergency significantly higher after the simulation (p < 0.001). In situ simulation training is a feasible and acceptable method to introduce teamwork training into ICU culture. Team-based simulation improves self-reported preparation to respond to clinical emergencies. Simulation training that takes place in the clinical setting provides a powerful tool for enhancing teaching and addressing patient care gaps.

EXPLORING TEAM COHESION IN PROJECT MANAGEMENT

Project management represents an essential area of research with a significant impact on society and the economy. This paper aims to critically analyze the scientific literature on team cohesion and its influence on project outcomes. We employ a qualitative approach based on secondary sources to identify and evaluate critical factors such as knowledge exchange, trust, and team cohesion and to examine how these contribute to project success. The novelty of our work lies in its interdisciplinary approach, integrating perspectives from organizational psychology and project management to investigate the dynamics of team cohesion and its impact on project performance. Within this article, we critically analyzed team cohesion through the lens of individual team member competencies first, leadership styles second, and the relationship between them third. Our results indicate that integrating team cohesion into project dynamics maximizes operational efficiency and enhances resilience and adaptability against unexpected challenges. Managers who adopt specific leadership approaches (e.g., transformational and transactional) are identified as crucial factors in creating and maintaining project team cohesion. Furthermore, the article emphasizes that integrating team cohesion into management practices contributes not only to project success but also to its sustainability. Managers can develop effective strategies and interventions to enhance collaboration and outcomes within project teams by profoundly understanding the relationship between team cohesion and project performance.

Exploring presence practices: a study of unit managers in a selected Provincial Hospital in Free State Province

BackgroundNursing presence depends on an individual’s belief system, truths, sensory experience, professional skills, and active listening. Thus, one may assume that presence occurs when nurses care for patients in a kind and compassionate way. This study aimed to explore and describe presence practices amongst unit managers in a selected provincial hospital in Free State Province.MethodsA qualitative research approach with an exploratory descriptive contextual research design was employed in this study. A purposive nonprobability sampling technique was utilised to select participants. Data were collected through semi-structured interviews and analysed using the six steps of thematic qualitative data analysis. The study’s trustworthiness was ensured through ascertaining credibility, dependability, confirmability, transferability, and authenticity. Approval to conduct the study was obtained from the North-West University Health Research Ethics Committee (NWU-HREC), DoH in the Free State Province, and the CEO (the gatekeeper) of the selected hospital.ResultsFour themes were generated, namely, presence practices amongst unit managers in a selected provincial hospital in Free State, the impact of presence practices on hospital dynamics in a selected provincial hospital in Free State, unit managers’ practices of relational care and human connectedness in the unit, and the perceptions of unit managers on barriers to presence practices in a selected provincial hospital in Free State. Each of these themes presents categories and sub-categories. Unit managers actively foster supportive work cultures, effective management, human connectedness and relational care, and effective communication to yield team cohesion and positive impacts on patient care. Unit managers also display resilience and highlight the need for ongoing support from colleagues and top management.ConclusionUnit managers exhibit diverse presence practices which emphasise their commitment through visibility and accessibility despite staff shortages and resource constraints.

The perceptions of task cohesion in collaborative learning teams

Team cohesion is critical in driving successful outcomes for teams in collaborative learning settings. It shapes team behaviour, fostering shared perceptions, group synchrony and a common goal-oriented approach. This affinity becomes evident in dynamic interactions, offering insights into team behaviour through interaction data analysis. Interpreting interaction data proves complex, hampering our understanding and insights into shared team perceptions and task cohesion development. This paper used temporal motif analysis to examine the changes in team members’ cohesive perceptions and behaviours, including task cohesion, performance outcomes, engagement and group synchrony. Trace data from an online work-integrated learning environment captured learning behaviours, while responses to a questionnaire at different stages of a study program captured task cohesion and cohesive perceptions. The findings reveal teams with strong task cohesion and high performance tend to share similar cohesive perceptions driven by interdependent interactions. Conversely, teams with different cohesion perceptions have lower interaction interdependence and poorer performance. Through analysing team interaction data, this study uncovered key insights to promote positive adjustments aligning team perceptions, enhancing collaborative learning and offering support for improved performance, engagement and synchrony among teams, ultimately benefiting learning outcomes and the cultivation of skills and competencies.

The role of team cohesion and ambidexterity in enhancing employee adaptive performance: an examination of a multilevel model

PurposeDrawing on social learning theory, the purpose of this study is to examine the relationship between team cohesion and employee adaptive performance directly and through employee ambidexterity. The study also investigates the moderating role of team empowerment climate in the relationship between team cohesion and employee adaptive performance.Design/methodology/approachTime-lagged data were collected in two waves from a sample of 212 employees from 43 teams working in software houses in Pakistan. R (lavaan package) was used to analyze the multilevel framework.FindingsThe findings reveal that both team cohesion and employee ambidexterity positively relate to employee adaptive performance. Moreover, employee ambidexterity mediates the cross-level relationship between team cohesion and employee adaptive performance. The results also support that team empowerment climate (a contextual boundary condition) moderates the direct relationship between team cohesion and employee adaptive performance.Originality/valueThe primary novelty of this study lies in developing and examining a holistic conceptual framework for a multilevel model in the software industry that incorporates team cohesion (level 2) as an antecedent, employee ambidexterity (level 1) as an underlying mechanism, employee adaptive performance (level 1) as an outcome and team empowerment climate as a boundary condition (level 2).

P.031 SMILES: Sunnybrook-St. Michael’s Integrated Leadership/QI in Endovascular Stroke care – enhancing hyperacute stroke protocols for optimized door-to-intervention times

Background: Hyperacute stroke care demands rapid, coordinated care. Traditional metrics like Door-to-Needle time are pivotal but insufficient for capturing the complexity of endovascular stroke interventions. The SMILES collaboration aims to standardize and optimize protocols for door-to-intervention times, incorporating Crew Resource Management (CRM). Methods: The multidisciplinary initiative integrates both hospitals, ED, neurology, and QI teams. We employed a comprehensive approach: stakeholder engagement, simulation-based learning, process mapping, and literature review. Emphasis was placed on enhancing situational awareness, triage and prioritization, cognitive load management, role clarity, effective communication, and debriefing. Results: The collaboration led to PDSA cycles and development of refined stroke protocols. Interventions included: 1) A ’zero point survey’ for team pre-arrival briefings, enhancing situational awareness and role clarity; 2) Streamlined patient registration to reduce cognitive load and improve triage efficiency; 3) Direct transfer of patients to imaging. Additionally, digital tools were implemented to facilitate communication. Simulation sessions reinforced CRM principles, leading to improved team cohesion and operational performance. Conclusions: The SMILES initiative is grounded in CRM principles by standardizing protocols and emphasizing non-technical skills crucial for high-stakes environments. This improves outcomes but also fosters a culture of safety and efficiency. Future directions include an evaluation of these protocols’ impact on patient factors.

Human resources lessons learned

Human resources may not be the most enjoyable topic for bovine veterinarians. However, human resource knowledge is important for building a cohesive team of veterinarians, veterinary techni­cians and office staff members who can work together effectively. The goal of this presentation is to share some lessons learned as a new practice owner in our clinic that can hopefully be beneficial to other practice owners, as well as to future practice owners. People management is difficult, and it is even more difficult if there is no structure, mentorship or effective communication.

Unveiling the Shadow: Theorizing the Impact of Narcissistic Leadership on Sales Teams

This study investigates the dual nature of narcissistic leadership within sales teams, revealing its potential to both inspire ambitious goals and undermine team cohesion and performance. By integrating a comprehensive literature review, the research outlines the characteristic behaviors of narcissistic leaders, such as arrogance and a lack of empathy, and their impact on team dynamics, including reduced cohesion, increased conflict, and impaired team performance. The paper proposes strategies to mitigate these negative effects, such as leadership development programs, team-based performance evaluations, and fostering a culture of empathy. It highlights the importance of understanding and addressing the complexities of narcissistic leadership to cultivate healthier, more productive team environments. The findings call for further research into the long-term effects of narcissistic leadership and the development of effective management strategies.