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Leadership - not followership - determines performance in ant teams.

ABSTRACT: Economic theory predicts that organisations achieve higher levels of productivity when tasks are divided among different subsets of workers. This prediction is based upon the expectation that individuals should perform best when they specialise upon a few tasks. However, in colonies of social insects evidence for a causal link between division of labour and performance is equivocal. To address this issue, we performed a targeted worker removal experiment to disrupt the normal allocation of workers to a cooperative team task - tandem running. During a tandem run a knowledgeable leader communicates the location of a new nest to a follower by physically guiding her there. The targeted removal of prominent leaders significantly reduced tandem performance, whereas removal of prominent followers had no effect. Furthermore, analyses of the experience of both participants in each tandem run revealed that tandem performance was influenced primarily by how consistently the leader acted as a leader when the need arose, but not by the consistency of the follower. Our study shows that performance in ant teams depends largely on whether or not a key role is filled by an experienced individual, and suggests that in animal teams, not all roles are equally important.

SUBMITTER: Richardson TO

PROVIDER: S-EPMC8102589 | biostudies-literature | 2021 May

REPOSITORIES: biostudies-literature

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Leadership - not followership - determines performance in ant teams.

Richardson Thomas O TO Coti Andrea A Stroeymeyt Nathalie N Keller Laurent L

Communications biology 20210506 1

Economic theory predicts that organisations achieve higher levels of productivity when tasks are divided among different subsets of workers. This prediction is based upon the expectation that individuals should perform best when they specialise upon a few tasks. However, in colonies of social insects evidence for a causal link between division of labour and performance is equivocal. To address this issue, we performed a targeted worker removal experiment to disrupt the normal allocation of worke ...[more]

PMID: 33958713

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Project description:BackgroundNursing leadership teams at the point of care (POC), consisting of both formal and informal leaders, are regularly called upon to support the implementation of evidence-based practices (EBPs) in hospital units. However, current conceptualizations of effective leadership for successful implementation typically focus on the behaviors of individual leaders in managerial roles. Little is known about how multiple nursing leaders in formal and informal roles share implementation leadership (IL), representing an important knowledge gap.ObjectiveThis study aims to explore shared IL among formal and informal nursing leaders in inpatient hospital units. The central research question is as follows: How is IL shared among members of POC nursing leadership teams on inpatient hospital units? The subquestions are as follows: (1) What IL behaviors are enacted and shared by formal and informal leaders? (2) What social processes enable shared IL by formal and informal leaders? and (3) What factors influence shared IL in nursing leadership teams?MethodsWe will use a collective case study approach to describe and generate an in-depth understanding of shared IL in nursing. We will select nursing leadership teams on 2 inpatient hospital units that have successfully implemented an EBP as instrumental cases. We will construct data through focus groups and individual interviews with key informants (leaders, unit staff, and senior nurse leaders), review of organizational documents, and researcher-generated field notes. We have developed a conceptual framework of shared IL to guide data analysis, which describes effective IL behaviors, formal and informal nursing leaders' roles at the POC, and social processes generating shared leadership and influencing contextual factors. We will use the Framework Method to systematically generate data matrices from deductive and inductive thematic analysis of each case. We will then generate assertions about shared IL following a cross-case analysis.ResultsThe study protocol received research ethics approval (2022-8408) on February 24, 2022. Data collection began in June 2022, and we have recruited 2 inpatient hospital units and 25 participants. Data collection was completed in December 2023, and data analysis is ongoing. We anticipate findings to be published in a peer-reviewed journal by late 2024.ConclusionsThe anticipated results will shed light on how multiple and diverse members of the POC nursing leadership team enact and share IL. This study addresses calls to advance knowledge in promoting effective implementation of EBPs to ensure high-quality health care delivery by further developing the concept of shared IL in a nursing context. We will identify strategies to strengthen shared IL in nursing leadership teams at the POC, informing future intervention studies.International registered report identifier (irrid)DERR1-10.2196/54681.

Project description:AimThe aim of the study was to describe practices that support collaboration in interprofessional primary health care teams, and identify performance indicators perceived to measure the impact of this collaboration from the perspective of interprofessional health providers.BackgroundDespite the surge of interprofessional primary health care models implemented across Canada, there is little evidence as to whether or not the intended outcomes of primary health care teams have been achieved. Part of the challenge is determining the most appropriate measures that can demonstrate the value of collaborative care. To date, little remains known about performance measurement from the providers contributing to the collaborative care process in interprofessional primary care teams. Having providers from a range of disciplinary backgrounds assist in the development of performance measures can help identify measures most relevant to demonstrate the value of collaborative care on the intended outcomes of interprofessional primary care models.MethodsA qualitative study; part of a larger mixed methods developmental evaluation to examine performance measurement in interprofessional primary health care teams. A stakeholder workshop was conducted at an annual association meeting of interprofessional primary health care teams in the province of Ontario, Canada. Six questions guided the workshop groups and participant responses were documented on worksheets and flip charts. All responses were collected and entered verbatim into a word document. Qualitative analytic strategies were applied to each question.FindingsA total of 283 primary health care providers from 14 health professions working in interprofessional primary health care teams participated. Top three elements of interprofessional collaboration (total n = 628) were communication (n = 146), co-treatment (n = 112) and patient-based conferences (n = 81). Top three performance indicators currently used to demonstrate the value of interprofessional collaboration (total n = 241) were patient experience (n = 71), patient health status (n = 35) and within team referrals (n = 30).

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Leadership - not followership - determines performance in ant teams.

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Leadership - not followership - determines performance in ant teams.

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