Abstract: This paper presents a taxonomy of non-technical skills, communicative intentions, and behavior for an individual acting as a medical coordinator. In medical emergency situations, a leader among the group is imperative to both patient health and team emotional and mental health. Situational Leadership is used to make clear and easy-to-follow guidelines for behavior depending on circumstantial factors. Low-level leadership behaviors belonging to two different styles, directive and supporting, are identified from literature and are included in the proposed taxonomy. The high-level information in the taxonomy consists of the necessary non-technical skills belonging to a medical coordinator: situation awareness, decision making, task management, and teamwork. Finally, communicative intentions, dimensions, and functions are included. Thus this work brings high-level and low-level information - medical non-technical skills, communication capabilities, and leadership behavior - into a single versatile taxonomy of behavior.
Abstract: The objective of this study was to examine the
relationship between transformational leadership and innovative work
behavior and to evaluate the mediating role of leader-member
exchange relationships (LMX) on the assumed relationship. This
study has focused on the suggestion that LMX might emerge through
transformational leadership behaviors and thus could mediate the
relationship between transformational leadership and innovative
behavior. A cross-sectional survey research has been conducted on
the relationship these leadership approaches and their impact on
organizational HRM-outcomes have been conducted on two
organizations operating in the technical sector in Istanbul-Turkey.
The results of the research have supported the hypotheses.
Transformational leadership was positively related to the innovative
behaviors and LMX emerged to mediate that relationship.
Abstract: From an organizational perspective, leaders are a
variation of the same talent pool in that they all score a larger than
average value on the bell curve that maps leadership behaviors and
characteristics, namely competence, vision, communication,
confidence, cultural sensibility, stewardship, empowerment,
authenticity, reinforcement, and creativity. The question that remains
unanswered and essentially unresolved is how to explain the irony
that leaders are so much alike yet their organizations diverge so
noticeably in their ability to innovate. Leadership intersects with
innovation at the point where human interactions get exceedingly
complex and where certain paradoxical forces cohabit: conflict with
conciliation, sovereignty with interdependence, and imagination with
realism. Rather than accepting that leadership is without context, we
argue that leaders are specialists of their domain and that those
effective at leading for innovation are distinct within the broader pool
of leaders. Keeping in view the extensive literature on leadership and
innovation, we carried out a quantitative study with data collected
over a five-year period involving 240 participants from across five
dissimilar companies based in the United States. We found that while
innovation and leadership are, in general, strongly interrelated (r =
.89, p = 0.0), there are five qualities that set leaders apart on
innovation. These qualities include a large radius of trust, a restless
curiosity with a low need for acceptance, an honest sense of self and
other, a sense for knowledge and creativity as the yin and yang of
innovation, and an ability to use multiple senses in the engagement
with followers. When these particular behaviors and characteristics
are present in leaders, organizations out-innovate their rivals by a
margin of 29.3 per cent to gain an unassailable edge in a business
environment that is regularly disruptive. A strategic outcome of this
study is a psychometric scale named iLeadership, proposed with the
underlying evidence, limitations, and potential for leadership and
innovation in organizations.c
Abstract: Object: Review recent publications of patient safety
culture to investigate the relationship between leadership behavior,
safety culture, and safety performance in the healthcare industry.
Method: This study is a cross-sectional study, 350 questionnaires were
mailed to hospital workers with 195 valid responses obtained, and a
55.7% valid response rate. Confirmatory factor analysis (CFA) was
carried out to test the factor structure and determine if the composite
reliability was significant with a factor loading of >0.5, resulting in an
acceptable model fit. Results: Through the analysis of One-way
ANOVA, the results showed that physicians significantly have more
negative patient safety culture perceptions and safety performance
perceptions than non- physicians. Conclusions: The path analysis
results show that leadership behavior affects safety culture and safety
performance in the health care industry. Safety performance was
affected and improved with contingency leadership and a positive
patient safety organization culture. The study suggests improving
safety performance by providing a well-managed system that
includes: consideration of leadership, hospital worker training
courses, and a solid safety reporting system.