Personal reflections on the AAP practice parameter on management of hyperbilirubinemia in the healthy term newborn

TQM principles change the work environment so that point-of-service personnel can improve health care delivery to patients. The clinical pathway process starts with the principles of TQM. In the era of managed care, health care resources can be managed effectively using a clinical pathway. The multidisciplinary team has the opportunity to improve the health care services provided to patients.     

Cognition-based and affect-based trust as mediators of leader behavior influences on team performance.

We develop a model in which cognitive and affective trust in the leader mediate the relationship between leader behavior and team psychological states that, in turn, drive team performance. The model is tested on a sample of 191 financial services teams in Hong Kong and the U.S. Servant leadership influenced team performance through affect-based trust and team psychological safety. Transformational leadership influenced team performance indirectly through cognition-based trust. Cognition-based trust directly influenced team potency and indirectly (through affect-based trust) influenced team psychological safety. The effects of leader behavior on team performance were fully mediated through the trust in leader variables and the team psychological states. Servant leadership explained an additional 10% of the variance in team performance beyond the effect of transformational leadership. We discuss implications of these results for research on the relationship between leader behavior and team performance, and for efforts to enhance leader development by combining knowledge from different leadership theories. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Performance implications of leader briefings and team-interaction training for team adaptation to novel environments.

The authors examined how leader briefings and team-interaction training influence team members' knowledge structures concerning processes related to effective performance in both routine and novel environments. Two-hundred thirty-seven undergraduates from a large mid-Atlantic university formed 79 three-member tank platoon teams and participated in a low-fidelity tank simulation. Team-interaction training, leader briefings, and novelty of performance environment were manipulated. Findings indicated that both leader briefings and team-interaction training affected the development of mental models, which in turn positively influenced team communication processes and team performance. Mental models and communication processes predicted performance more strongly in novel than in routine environments. Implications for the role of team-interaction training, leader briefings, and mental models as mechanisms for team adaptation are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The role of justice in team member satisfaction with the leader and attachment to the team.

This study examined the effects of team decision accuracy, team member decision influence, leader consideration behaviors, and justice perceptions on staff members' satisfaction with the leader and attachment to the team in hierarchical decision-making teams. The authors proposed that staff members' justice perceptions would mediate the relationship between (a) team decision accuracy, (b) the amount of influence a staff member has in the team leader's decision, and (c) the leader's consideration behaviors and staff attachment to the team and satisfaction with the leader. The results of an experiment involving 128 participants in a total of 64 teams, who made recommendations to a confederate acting as the team leader, generally support the proposed model. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Centrality and charisma: Comparing how leader networks and attributions affect team performance.

When leaders interact in teams with their subordinates, they build social capital that can have positive effects on team performance. Does this social capital affect team performance because subordinates come to see the leader as charismatic? We answered this question by examining 2 models. First, we tested the charisma-to-centrality model according to which the leader's charisma facilitates the occupation of a central position in the informal advice network. From this central position, the leader positively influences team performance. Second, we examined the centrality-to-charisma model according to which charisma is attributed to those leaders who are socially active in terms of giving and receiving advice. Attributed charisma facilitates increased team performance. We tested these 2 models in 2 different studies. In the first study, based on time-separated, multisource data emanating from members of 56 work teams, we found support for the centrality-to-charisma model. Formal leaders who were central within team advice networks were seen as charismatic by subordinates, and this charisma was associated with high team performance. To clarify how leader network centrality affected the emergence of charismatic leadership, we designed Study 2 in which, for 79 student teams, we measured leader networking activity and leader charisma at 2 different points in time and related these variables to team performance measured at a third point in time. On the basis of this temporally separated data set, we again found support for the centrality-to-charisma model. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Do you see what we see? The complex effects of perceptual distance between leaders and teams.

Previous distance-related theories and concepts (e.g., social distance) have failed to address the sometimes wide disparity in perceptions between leaders and the teams they lead. Drawing from the extensive literature on teams, leadership, and cognitive models of social information processing, the authors develop the concept of leader-team perceptual distance, defined as differences between a leader and a team in perceptions of the same social stimulus. The authors investigate the effects of perceptual distance on team performance, operationalizing the construct with 3 distinct foci: goal accomplishment, constructive conflict, and decision-making autonomy. Analyzing leader, member, and customer survey responses for a large sample of teams, the authors demonstrate that perceptual distance between a leader and a team regarding goal accomplishment and constructive conflict have a nonlinear relationship with team performance. Greater perceptual differences are associated with decreases in team performance. Moreover, this effect is strongest when a team's perceptions are more positive than the leader's are (as opposed to the reverse). This pattern illustrates the pervasive effects that perceptions can have on team performance, highlighting the importance of developing awareness of perceptions in order to increase effectiveness. Implications for theory and practice are delineated. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

对自主创新科技团队能力培育的探讨

科技工作要实现可持续地自主创新,需要杰出的领军人才,还需要由带头人率领的优秀创新团队。以领军人物为核心,由结构合理的人才梯队组成的自主创新科技团队,是攻克前沿科技难题的生力军,能满足现代科技发展趋向综合化和整体化的需要。阐述了自主创新科技团队的内涵,分析了科技创新团队的特征,指出了目前少数团队存在的问题,论证了培育和提高自主创新科技团队创新能力的意义和途径,提出了相应建议。     

The External Leadership of Self-Managing Teams: Intervening in the Context of Novel and Disruptive Events.

Relatively little empirical research has been conducted on external leaders of self-managing teams. The integration of functional leadership theory with research on team routines suggests that leaders can intervene in teams in several different ways, and the effectiveness of this intervention depends on the nature of the events the team encounters. External team leaders from 3 organizations first described a series of events (N=117), and leaders and team members then completed surveys to quantitatively describe the events. Results indicated that leader preparation and supportive coaching were positively related to team perceptions of leader effectiveness, with preparation becoming more strongly related to effectiveness as event novelty increased. More active leader intervention activities (active coaching and sense making) were negatively related to satisfaction with leadership yet were positively related to effectiveness as events became more disruptive. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The therapeutic community and new roles for clinical psychologists.

"The psychologist in the therapeutic community, as in many other settings, does formal class teaching with psychology interns, nurses, psychiatric technicians and other student and staff personnel in such subject areas as psychopathology and group psychotherapy and other group techniques. He also provides community education through talks to lay groups." The psychologist may have an administrative role; as a team member he may have the role of assistant team leader, or of acting team leader in the psychiatrist's absence. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Leader group prototypicality and job satisfaction: The moderating role of job stress and team identification.

The authors examined the relationship between leader group prototypicality (the extent to which a leader is representative of the collective identity) and job satisfaction as an indicator of leadership effectiveness. Leader group prototypicality was expected to interact with job stress and team identification, such that leader group protototypicality is more strongly related to job satisfaction for followers with higher job stress and team identification. Two cross-sectional surveys (N = 329 and N = 89) conducted with the employees of 4 Italian organizations provided support for this hypothesis. The authors discuss how these findings extend our understanding of leadership effectiveness within the social identity model of leadership. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Establishing the next generation at work: Leader generativity as a moderator of the relationships between leader age, leader-member exchange, and leadership success.

In this study, the authors investigated leader generativity as a moderator of the relationships between leader age, leader-member exchange, and three criteria of leadership success (follower perceptions of leader effectiveness, follower satisfaction with leader, and follower extra effort). Data came from 128 university professors paired with one research assistant each. Results showed positive relationships between leader age and leader generativity, and negative relationships between leader age and follower perceptions of leader effectiveness and follower extra effort. Consistent with expectations based on leadership categorization theory, leader generativity moderated the relationships between leader age and all three criteria of leadership success, such that leaders high in generativity were better able to maintain high levels of leadership success at higher ages than leaders low in generativity. Finally, results of mediated moderation analyses showed that leader-member exchange quality mediated these moderating effects. The findings suggest that, in combination, leader age and the age-related construct of generativity importantly influence leadership processes and outcomes. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Leaders Are Made, Not Born The Critical Role of a Developmental Framework to Facilitate an Organizational Culture of Development.

For many organizations, leader development takes a back seat to mission requirements, even when the organization declares leader development is an important value. The 2001 Global Leadership Conference explored the misalignment between the value that organizations say they place on leader development and the leader development activities that they actually engage in and reinforce. There were several conclusions. First, leader development activities are critical to organizational success. Second, leader development programs must be grounded in a framework of developmental theories and principles. Third, an organizational culture that reinforces leader development is crucial for such initiatives to succeed. This theoretical article discusses the conditions necessary for successful leader development, the impediments that many organizations must address, and ways in which consulting psychologists can facilitate the process of creating and implementing a leader development program. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Effects of individual differences on the performance of hierarchical decision-making teams: Much more than g.

The authors propose (a) that team members' general cognitive ability ( g) and conscientiousness are key resources for hierarchical decision-making teams with distributed expertise; (b) that a conjunctive model is most appropriate for capturing staff members' standing on these attributes; and (c) that in addition to main effects, staff attributes interact with those of the leader to determine team performance. Results from a study of 51 four-person teams performing a computerized decision-making task show that decision accuracy was highest when both the leader and staff (defined conjunctively) were high on g and conscientiousness. Post hoc analyses suggest reactions to the weakest member differed depending on whether the member was low in g or conscientiousness. Low- g members were helped, whereas low-conscientiousness members were ignored. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Contingent Leadership and Effectiveness of Trauma Resuscitation Teams.

This research investigated leadership and effectiveness of teams operating in a high-velocity environment, specifically trauma resuscitation teams. On the basis of the literature and their own ethnographic work, the authors proposed and tested a contingency model in which the influence of leadership on team effectiveness during trauma resuscitation differs according to the situation. Results indicated that empowering leadership was more effective when trauma severity was low and when team experience was high. Directive leadership was more effective when trauma severity was high or when the team was inexperienced. Findings also suggested that an empowering leader provided more learning opportunities than did a directive leader. The major contribution of this article is the linkage of leadership to team effectiveness, as moderated by relatively specific situational contingencies. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Leadership Behaviors in Project Design Offices

Leadership may be defined as the ability to collect a group of people around definite objectives and the achievement of said objectives. An architectural design team needs a leader, and in this paper, the owner of the office is the formal leader. Leadership behaviors of employer architects are directly related to the performance of the design team; therefore, effective leadership is key to a successful design process. Data were collected through a questionnaire on leadership behaviors that was distributed to 40 architects from different design offices in Turkey. Leadership behaviors were gathered into two main groups—delegation of authority and managerial orientation. The significant positive correlations are between authoritarian and task-oriented leadership, and between participative, achievement-oriented and employee-oriented leadership. The position of leader-architects and the age and size of offices are directly related to leadership behaviors. The results show that although leaders of project design teams indicated that participation was important, they actually preferred task-oriented leadership.     

Transformational Leadership: Relations to the Five-Factor Model and Team Performance in Typical and Maximum Contexts.

This study examined the 5-factor model of personality, transformational leadership, and team performance under conditions similar to typical and maximum performance contexts. Data were collected from 39 combat teams from an Asian military sample (N = 276). Results found that neuroticism and agreeableness were negatively related to transformational leadership ratings. Team performance ratings correlated at only .18 across the typical and maximum contexts. Furthermore, transformational leadership related more strongly to team performance in the maximum rather than the typical context. Finally, transformational leadership fully mediated the relationship between leader personality and team performance in the maximum context but only partially mediated the relationship between leader personality and team performance in the typical context. The Discussion section focuses on how these findings, although interesting, need to be replicated with different designs, contexts, and measures. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

How executive coaching can change leader behavior and improve meeting effectiveness: An exploratory study.

Business meetings are the focus of extensive executive time and effort. Research has shown that poor leadership during meetings results in negative outcomes; however, few studies have explored effective leader behaviors during team meetings. From “expert leader” observations, the author hypothesized that more effective meeting leaders ask questions, summarize, and test for consensus more frequently, and they disagree, attack, and give information less frequently. Executive behaviors were observed and tallied into these categories during team meetings before and after executive coaching. Three cases illustrate how coaching was done using these measures of meeting leadership behaviors. After coaching, study participants (20 men, 1 woman) exhibited significant behavioral changes. Implications for practice include the utility of new methodological tools and the efficacy of coaching on meeting leadership effectiveness. Research seems warranted on the measures themselves and on team and organizational outcomes. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The White standard: Racial bias in leader categorization.

In 4 experiments, the authors investigated whether race is perceived to be part of the business leader prototype and, if so, whether it could explain differences in evaluations of White and non-White leaders. The first 2 studies revealed that "being White" is perceived to be an attribute of the business leader prototype, where participants assumed that business leaders more than nonleaders were White, and this inference occurred regardless of base rates about the organization's racial composition (Study 1), the racial composition of organizational roles, the business industry, and the types of racial minority groups in the organization (Study 2). The final 2 studies revealed that a leader categorization explanation could best account for differences in White and non-White leader evaluations, where White targets were evaluated as more effective leaders (Study 3) and as having more leadership potential (Study 4), but only when the leader had recently been given credit for organizational success, consistent with the prediction that leader prototypes are more likely to be used when they confirm and reinforce individualized information about a leader's performance. The results demonstrate a connection between leader race and leadership categorization. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Trust in leadership and team performance: Evidence from NCAA basketball.

This study empirically examined the relationship between trust, leadership, and team performance with 2 objectives. The 1st objective was to empirically examine an assumption found in several literatures—that a team's trust in its leader has a significant effect on the team's performance. The 2nd objective was to explore a more complex and dynamic relationship between trust and team performance whereby trust in leadership mediates the relationship between past team performance and future team performance. This relationship is derived by combining theories of trust with an attributional theory of leadership. Survey and archival data from a sample of men's college basketball teams provides support for both hypotheses, indicating that trust in leadership is both a product and a determinant of team performance. (PsycINFO Database Record (c) 2010 APA, all rights reserved)