An official website of the United States government
Background Certain leadership behaviours are particularly helpful for healthcare teams remain effective through crisis situations, such as the Covid-19 pandemic. This paper summarizes evidence-based insights based on their importance and prevalence in the crisis leadership literature to provide recommendations that apply to medical team leaders broadly construed. We recommend that leaders adopt these behaviours in conditions of intense difficulty, uncertainty, as well as physical and psychological peril. Results We draw from research on workplace resilience, as well as leadership literature (ie, team leadership, transformational leadership, shared leadership, and crisis leadership) to provide six key insights along with evidence and practical guidance for healthcare leaders to help their teams in the midst of a crisis: (1) remain optimistic when communicating a vision, (2) adapt to the changing situation by deferring to team members’ expertise, (3) support organizational resilience by providing relational resources, (4) be present to signal commitment, (5) be empathetic to help prevent burnout, and (6) be transparent in order to remain trustworthy.
more »
« less
The impact of heterogeneous shared leadership in scientific teams
Leadership is evolving dynamically from an individual endeavor to shared efforts. This paper aims to advance our understanding of shared leadership in scientific teams. We define three kinds of leaders, junior (10–15), mid (15–20), and senior (20+) based on career age. By considering the combinations of any two leaders, we distinguish shared leadership as “heterogeneous” when leaders are in different age cohorts and “homogeneous” when leaders are in the same age cohort. Drawing on 1,845,351 CS, 254,039 Sociology, and 193,338 Business teams with two leaders in the OpenAlex dataset, we identify that heterogeneous shared leadership brings higher citation impact for teams than homogeneous shared leadership. Specifically, when junior leaders are paired with senior leaders, it significantly increases team citation ranking by 1–2 %, in comparison with two leaders of similar age. We explore the patterns between homogeneous leaders and heterogeneous leaders from team scale, expertise composition, and knowledge recency perspectives. Compared with homogeneous leaders, heterogeneous leaders are more impactful in large teams, have more diverse expertise, and trace both the newest and oldest references.
more »
« less
- PAR ID:
- 10490455
- Publisher / Repository:
- Elsevier
- Date Published:
- Journal Name:
- Information Processing & Management
- Volume:
- 61
- Issue:
- 1
- ISSN:
- 0306-4573
- Page Range / eLocation ID:
- 103542
- Format(s):
- Medium: X
- Sponsoring Org:
- National Science Foundation
More Like this
-
-
While the role of teams in leading transformations within academia is increasingly recognized, few studies have analyzed how teams form. Understanding the processes of interdisciplinary team formation within higher education will allow leaders to intentionally bring together individuals and form teams with higher likelihoods of success. In this study, we examine the early stages of change team formation within higher education, specifically looking at the two interconnected processes of search and selection, and we explore how a community of practice influences these processes through situated learning. Our longitudinal qualitative analysis demonstrates how teams form and transform over time, from the initial search process for team members to the factors that informed the initial and ongoing selection of team members. We find that a community of practice influenced these processes by shaping how teams understood their instrumental needs and how members understood their role within interdisciplinary teams. Finally, we examine a correlation between leadership structure and team member turnover, finding that a centralized leadership structure that lacks a vision for change shared among team members may drive turnover. The results provide insights into the dynamic nature of change team formation within academia.more » « less
-
ABSTRACT The citation of scientific papers is considered a simple and direct indicator of papers' impact. This paper predicts papers' citations through team‐related variables, team composition, and team structure. Team composition includes team size, male/female dominance, academia/industry collaboration, unique race number, and unique country number. Team structures are made up of team power level and team power hierarchy. Team members' previous citation number, H‐index, previous collaborators, career age, and previous paper numbers are a proxy of team power. We calculated the mean value and Gini coefficient to represent team power level (the collective team capability) and team power hierarchy (the vertical difference of power distribution within a team). Taking 1,675,035 CS teams in the DBLP dataset, we trained the XGBoost model to predict high/low citation. Our model has reached 0.71 in AUC and 70.45% in accuracy rate. Utilizing Explainable AI method SHAP to evaluate features' relative importance in predicting team citation categories, we found that team structure plays a more critical role than team composition in predicting team citation. High team power level, flat team power structure, diverse race background, large team, collaboration with industry, and male‐dominated teams can bring higher team citations. Our project can provide insights into how to form the best scientific teams and maximize team impact from team composition and team structure.more » « less
-
This article introduces and applies a methodology to analyze the effect of team diversity on team design cognition. We explore team diversity in relation to team members’ gender. We studied two types of teams: heterogeneous teams composed of one female and one male mechanical engineering student and homogeneous teams of two male mechanical engineering students. We analyzed 28 design protocols using the Function-Behavior-Structure ontology to code protocols and measure team cognitive design behavior. We found that male design students in the mixed teams tend to dominate the design activity. Also, we found that mixed teams showed significantly more co-design activity compared to male only teams.more » « less
-
This article introduces and applies a methodology to analyze the effect of team diversity on team design cognition. We explore team diversity in relation to team members’ gender. We studied two types of teams: heterogeneous teams composed of one female and one male mechanical engineering student and homogeneous teams of two male mechanical engineering students. We analyzed 28 design protocols using the Function-Behavior-Structure ontology to code protocols and measure team cognitive design behavior. We found that male design students in the mixed teams tend to dominate the design activity. Also, we found that mixed teams showed significantly more co-design activity compared to male only teams.more » « less
- Free Publicly Accessible Full Text
-
Accepted Manuscript1.0
- Journal Article:
- https://doi.org/10.1016/j.ipm.2023.103542
