Leader evaluation and team cohesiveness in the process of team development: A matter of gender?
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SUBMITTER: Rovira-Asenjo N
PROVIDER: S-EPMC5653182 | biostudies-literature | 2017
REPOSITORIES: biostudies-literature
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Leader evaluation and team cohesiveness in the process of team development: A matter of gender?
Rovira-Asenjo Núria N Pietraszkiewicz Agnieszka A Sczesny Sabine S Gumí Tània T Guimerà Roger R Sales-Pardo Marta M
PloS one 20171023 10
Leadership positions are still stereotyped as masculine, especially in male-dominated fields (e.g., engineering). So how do gender stereotypes affect the evaluation of leaders and team cohesiveness in the process of team development? In our study participants worked in 45 small teams (4-5 members). Each team was headed by either a female or male leader, so that 45 leaders (33% women) supervised 258 team members (39% women). Over a period of nine months, the teams developed specific engineering p ...[more]
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Project description:Are leaders more promotable when they show servant or directive leadership - and does this hold for women and men alike? Servant leaders are likely seen as more effective, likable, and thus promotable but less prototypical than directive leaders. We argue that differing degrees of communion (i.e., warmth, morality) and agency (i.e., competence, dominance) underlie the relationship of servant and directive leadership with leaders' promotability. Based on expectancy-violation theory, we assume that men benefit more from servant leadership and women benefit more from directive leadership. Servant leadership aligns more with communion and stereotypes about women. In contrast, directive leadership aligns more with agency and stereotypes about men. These differences may result in gender-biased evaluations threatening fairness in leadership promotions. In a pre-study, servant leadership was more expected of women leaders than of men leaders. However, directive leadership was equally expected of women leaders and men leaders. An experimental vignette study (N = 454) revealed that servant leaders were seen as more effective, likable, and promotable than directive leaders, regardless of gender. Perceived leader warmth, morality, and competence were positively, and dominance was negatively, related to leader effectiveness and leader liking, which were positively related to leader promotability. We also investigated whether raters' gender role beliefs influenced the evaluations, which they did not (as reported in the Supplementary material). Concluding, women and men profit equally from exhibiting servant compared to directive leadership.
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Project description:BackgroundInterprofessional teamwork is considered to be a key component of patient-centred treatment in healthcare, and especially in the rehabilitation sector. To date, however, no interventions exist for improving teamwork in rehabilitation clinics in Germany. A team training programme was therefore designed that is individualised in content but standardised regarding methods and process. It is clinic specific, task related, solution focused and context oriented. The aim of the study was to implement and evaluate this training for interprofessional teams in rehabilitation clinics in Germany.MethodsThe measure consists of a training of a varying number of sessions with rehabilitation teams that consists of four distinct phases. Those are undergone chronologically, each with clinic-specific contents. It was implemented between 2013 and 2014 in five rehabilitation clinics in Germany and evaluated by the participants via questionnaire (n = 52).ResultsStaff in three clinics evaluated the programme as helpful, in particular rating moderation, discussions and communication during the training positively. Staff in the remaining two clinics rated it as not very or not helpful and mentioned long-term structural problems or a lack of need for team training as a reason for this.ConclusionsThe team training is applicable and accepted by staff. It should, however, be tested in a greater sample and compared with a control group. Processes should be studied in more detail in order to determine what differentiates successful from non-successful interventions and the different requirements each of these might have.
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Project description:ObjectiveThe prevalence of type 2 diabetes mellitus (T2DM) is increasing globally and there is critical need develop interventions to improve health outcomes among older people. The Group Appointments in Primary Care (GAP) study was a randomised controlled trial designed to test the efficacy of a group and team-based medical visit programme to lower haemoglobin A1c among patients with T2DM. We aimed to understand the barriers and facilitators to implement the GAP intervention within a primary care setting, with an emphasis on patient experience.Research design and methodsThis was a qualitative exploratory study. Data were gathered from semistructured interviews conducted with the first cohort of GAP study participants (n=15) at baseline and intervention completion. GAP participants were aged >65, diagnosed with T2DM and from one primary care clinic. The interview questions identified the patient perspectives and factors relating to their attendance at seven group medical visits that were part of the intervention programme. Data were analysed using framework analysis.ResultsWe identified four themes that captured participants' experiences: (1) Education: learning with professionals, learning with one another; (2) Social Support: common interests, common problems; (3) Setting: ease of location, ease of conversation and (4) Impact: expectations met, empowerment gained. The GAP intervention increased participants' self-reported diabetes literacy and self-management skills.ConclusionsWe learnt that: accessible community centres, not primary care offices, were the ideal location for GAP; the consistent leadership of the primary care physician was valued by participants; and, the content related to exercise and healthy diet were viewed as impactful. Also, learning was achieved through content delivered by clinical experts, and by T2DM experts with lived experience-the GAP peers. Our findings highlight the important role of group learning.Trial registration numberNCT02002143.
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