When Do Team Members Share the Lead? A Social Network Analysis.
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ABSTRACT:
SUBMITTER: Tillmann S
PROVIDER: S-EPMC9083072 | biostudies-literature | 2022
REPOSITORIES: biostudies-literature
Publications
When Do Team Members Share the Lead? A Social Network Analysis.
Tillmann Sebastian S Huettermann Hendrik H Sparr Jennifer L JL Boerner Sabine S
Frontiers in psychology 20220425
Shared leadership is not only about individual team members engaging in leadership, but also about team members adopting the complementary follower role. However, the question of what enables team members to fill in each of these roles and the corresponding influence of formal leaders have remained largely unexplored. Using a social network perspective allows us to predict both leadership and followership ties between team members based on considerations of implicit leadership and followership t ...[more]
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Project description:Framingham SHARe Social Network
| PRJNA75945 | ENA
Project description:ObjectivesTo identify patterns of interactions that may influence guideline panels' decision-making.Study design and settingSocial network analysis (SNA) to describe the conversation network in a guideline development meeting in United States.ResultsWe analyzed one two-day guideline panel meeting that included 20 members who developed a guideline using the GRADE (Grading of Recommendations Assessment, Development and Evaluation) approach. The conversation pattern of the guideline panel indicated a well-connected network (density=0.59, clustering coefficient=0.82). GRADE topics on quality of evidence and benefits versus harms accounted for 46%; non-GRADE factors accounted for 30% of discussion. The chair, co-chair and methodologist initiated 53% and received 60% of all communications in the meeting; 42% of their communications occurred among themselves. SNA metrics (eigenvector, betweenness and closeness) indicated that these individuals also exerted highest influence on discussion, controlled information flow and were at the center of all communications. Members were more likely to continue previous discussion with the same individuals after both morning breaks (r=0.54, P<0.005; r=0.17, P=0.04), and after the last break on day 2 (r=0.44, P=0.015).ConclusionNon-GRADE factors such as breaks, and the members' roles, affect guideline development more than previously recognized. Collectively, the chair, co-chair and methodologist dominated the discussion.
| S-EPMC8934303 | biostudies-literature
Project description:Despite the well-documented benefits of working in teams, teamwork also results in communication, coordination and management costs, and may lead to personal conflict between team members. In a context where teams play an increasingly important role, it is of major importance to understand conflict and to develop diagnostic tools to avert it. Here, we investigate empirically whether it is possible to quantitatively predict future conflict in small teams using parameter-free models of social network structure. We analyze data of conflict appearance and resolution between 86 team members in 16 small teams, all working in a real project for nine consecutive months. We find that group-based models of complex networks successfully anticipate conflict in small teams whereas micro-based models of structural balance, which have been traditionally used to model conflict, do not.
| S-EPMC3683702 | biostudies-literature
Project description:Background/objectiveTo assess the impact of team structure composition and degree of collaboration among various providers on process and outcomes of primary care.DesignCross-sectional study.SettingData from 20% randomly selected primary care service areas in the 2015 Medicare claims were used to identify primary care practices.Participants449,460 patients with diabetes, heart failure, or chronic obstructive pulmonary disease cared for by the identified primary care practices.MeasurementsSocial network analysis measures, including edge density, degree centralization, and betweenness centralization for each practice.ResultsWhen compared with practices with MDs and nurse practitioners (NPs) or/and physicians assistants (PAs), the practices with MDs had only lower degree of centralization and higher MD-to-MD connectedness. Within the primary care practices comprising MDs, NPs, or/and PAs, the nonphysician providers were more connected (measured as edge density) to all providers in the practice but with higher degree of centralization compared with the MDs in the practice. After adjusting for patient characteristics and type of practice, higher edge density was associated with lower odds of hospitalization (odds ratio (OR) = 0.89, 95% confidence interval (CI) = 0.79-0.99), emergency department (ER) admission (OR = 0.80, 95% CI = 0.70-0.92), and total spending (cost ratio (CR) = 0.86, standard error of the mean (SE) = 0.038). Conversely, higher degree centralization was associated with higher rates of hospitalization (OR = 1.15, 95% CI = 1.03-1.28), ER admission (OR = 1.23, 95% CI = 1.08-1.40), and total spending (CR = 1.14, SE = 0.037). However, higher degree centralization was associated with lower rates of potentially inappropriate medications (OR = 0.90, 95% CI = 0.81-0.99). Team leadership by an NP versus an MD was similar in the rate of ER admissions, hospitalizations, or total spending.ConclusionOur findings showed that highly connected primary care practices with high collaborative care and less top-down MD-centered authority have lower odds of hospitalization, fewer ER admissions, and less total spending; findings likely reflecting better communication and more coordinated care of older patients.
| S-EPMC8166955 | biostudies-literature
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| phs000153 | dbGaP
Project description:Teamwork is one of the most demanded generic competencies by international organizations, and higher education institutions train and assess that competence to prepare students for working life. Leadership is a crucial part of teamwork development, and previous research has shown that shared leadership tasks between team members present more advantages than the traditional concept of a formal leader. Shared leadership seems to be the best option in the academic context due to the university students' characteristics. This paper aims to prove that students can identify, distinguish and exercise shared leadership actions based on the needs that arise during the development of teamwork and that derive from the teamwork method applied rather than by the training modality that is followed (face-to-face - online). The achievement of the aim has been possible through a qualitative study of the teamwork development of 40 teams of new university entrance (237 students) with the Comprehensive Teamwork Competency Formation Model. The research has been carried out during three consecutive academic courses, with different training modalities for each course, forced by the COVID-19 pandemic (face-to-face for the pre-COVID-19 course, online for the COVID-19 course and face-to-face during the post-COVID-19 course). The shared leadership tasks and responsibilities, defined by students, were categorized in the same way independently of the training modality, which validates the proposed ontology. Also, the three academic courses studied the evolution of the primary shared leadership responsibilities by category. Besides, it is concluded that the primary responsibilities for each category remained unchanged during the three academic years but that some other categories were affected to some extent by the exceptionality caused by COVID-19. The ontology validated here constitutes a recommendation for future teams working with an evidence-based methodology.
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Project description:Public bike share programs have been critiqued for serving those who already bicycle, or more well-off individuals who already have a multitude of transportation options. While substantial research focuses on characteristics of public bike share members, it often overlooks their intensity of use which may relate more directly to transport and health gains. In this study we link system data with member survey data to characterize "super-users" of Vancouver's public bike share system. We used system data from September 1, 2016-August 31, 2017 to calculate member-specific trip rates (trips/month). We linked system data to demographic and travel data for members who completed an online survey in 2017 (1232 members who had made 89,945 trips). We defined super-users as those who made 20 or more trips/month. We used a logistic regression to model demographic and travel characteristics associated with super-users as compared to regular users. Of the 1232 members, 204 were super-users. Super-users made 47% of the trips and had a median trip rate of 29.3 trips/month. In adjusted models, super-users were more likely to be young, male, have household incomes below $75,000, and live and work near bike share docking stations. Super-users had fewer transportation options than regular users, with lower odds of having a personal bike or car share membership. Amongst members, we found a distinct demographic profile for super-users relative to regular users, suggesting that usage is an important consideration when quantifying transport and health gains, and the resulting equity implications of public bike share programs.
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Project description:ObjectivesAs Watson's Human Caring Theory continues to evolve and guide the discipline of nursing, the challenge is to find ways to integrate it into practice. The purpose of this study is to describe interprofessional team members' perspectives on human caring based on the Ten Caritas Processes®/Caritas-Veritas Literacy of Watson's Human Caring Theory within the Unitary Caring Science.MethodsThis is a qualitative directed content analysis study, taking place in a Children's Hospital in the United States between November 2017 and April 2018. Information redundancy was utilized to guide the recruitment. Data were collected via a one-time face-to-face individual interview. A qualitative directed content analysis was conducted using Watson's Ten Caritas Processes®/Caritas-Veritas Literacy as a coding framework.ResultsTwenty-seven healthcare professionals participated in the study. Interprofessional human caring, based on the Ten Caritas Processes®/Caritas-Veritas Literacy, was referred to as performing loving-kindness to patients, each other, and self; maintaining faith-hope in teamwork; valuing inter-subjective interactions and building trust among team members; cultivating heart-centered-caring relations; acknowledging and processing positive and negative feelings non-judgmentally; applying all ways of knowing in caring; encouraging reciprocal teaching-learning; developing caring-healing environments collaboratively; respecting human dignity of patients and each other; and being open-minded to the unknowns and believing in miracles.ConclusionsWatson's Human Caring Theory can be an underlying guide to enrich human-to-human relations and create a caring-healing environment. When human caring is applied in interprofessional teams, healthcare professionals find a caring consciousness to care for oneself and each other and promote patient care.
| S-EPMC6608670 | biostudies-literature