Consider the following: Team members are hijacking team meetings and convincing others to deviate from the original goals. The team leader lacks the skills to recognize these dynamics. Furthermore, the leader struggles with determining a turnaround approach and leadership model to effectively regain control of this intense team and refocus the members to achieve the original goals and objective...

We theorized and tested the conditions under which cognitive team diversity is positively related to individual team member creativity. Hierarchical linear modeling results using 316 employees on 68 teams from Chinese companies indicated that a team member’s creative self-efficacy moderated the relationship between cognitive team diversity and individual creativity: this relationship was positi...

Background: The project took place in a cancer service for teenagers and young adults (13-24 years) in the UK, as part of a large service change project. Chemotherapy that had traditionally been given in an inpatient setting was to be transformed into an ambulatory care model. Aim: The authors aimed to lead a change in practice whereby patients receiving chemotherapy would be taught to monitor ...

Successfully transitioning to person-centered care in nursing homes requires a new approach to solving care issues. The adaptive leadership framework suggests that expert providers must support frontline caregivers in their efforts to develop high-quality, person-centered solutions.

Objective The aim of this paper was to reveal the individual nurse in the leadership process for transpersonal care of the nursing team. Method This is a descriptive-exploratory and qualitative study grounded in Transpersonal Care provided at the General Hospital in Vitória da Conquista, Bahia, with 10 nurses who coordinated services at the unit in 2013. Data were collected using a mirror and...

In this paper we study the mechanics of “leading by example” in teams. Leadership is beneficial for the entire team when agents are conformists, i.e., dislike effort differentials. We also show how leadership can arise endogenously and discuss what type of leader benefits a team most. JEL codes: C72; D23; D63; J31; L23.

13 FROM ABERYSTWYTH to Adelaide, Birmingham to Brussels, the RCN’s highly successful clinical leadership programme continues to benefit health care organisation and delivery. Bolstered by a new team structure and a shared vision of ‘advancing excellence in clinical leadership’, this internationally acclaimed programme has several initiatives for healthcare staff working in both the public and i...