The challenges we face in society are becoming increasingly complex. Addressing complex problems (such as climate change, food security, and water conservation, among others) requires working with others in an interdependent and collaborative environment. However, employers have noted that college graduates are insufficiently prepared to work effectively in teams. The central problem this study seeks to solve pertains to the inability of college graduates to engage effectively in teamwork. I have identified transformational leadership and effective followership behaviors as predictors of teamwork quality and team effectiveness in the study. This study applies an explanatory sequential mixed methods design to examine: (a) whether transformational team leadership is positively related to team effectiveness, as mediated by teamwork quality, (b) whether effective team followership is positively related to team effectiveness, as mediated by teamwork quality; (c) team members' perceptions of overall teamwork quality, (d) team members' perceptions of how transformational team leadership influences overall teamwork quality and team effectiveness, (e) team members' perceptions of how effective team followership influences overall teamwork quality and team effectiveness, and (f) the differences and similarities that exist between teams in the perceptions of teamwork quality, transformational team leadership and effective team followership. Quantitative data were collected through surveys that were completed by 98 students (n=98) subdivided into 20 project teams (j=20) in the Virginia Governor School for Agriculture, as well as 84 students (n=84) subdivided into 10 project teams (j=10) in a leadership class at the University of Georgia. Follow-up focus groups were conducted with five teams (j = 5, n = 27). Statistical analyses included: descriptive statistics, correlational tests, exploratory factor analysis (EFA), Cronbach's alpha tests, and a mediation analysis based on ordinary least square regression-based path analysis. Coding and thematic analysis of focus group transcripts were carried out in the qualitative phase. Findings indicate that transformational team leadership was positively related to team effectiveness ( = 0.54, p < .05), such that the relationship was mediated by teamwork quality. However, teamwork quality did not mediate the relationship between effective team followership and team effectiveness. Findings show a distinction in the perception of teamwork quality between teams. Those with low-quality teamwork started out with limited social cohesion, exhibited social loafing, and were polarized along in-group versus out-group lines. In contrast, groups with high-quality teamwork started out with team bonding, resolved minor conflicts quickly, and established team synergy. Similarly, findings show a distinction in the perception of team leadership between teams, where those with low-quality teamwork exhibited centralized leadership, while teams with high-quality teamwork exhibited shared leadership. Lastly, findings show a distinction in the perception of team followership between teams, where those with low-quality teamwork exhibited passive team followership, and those with high-quality teamwork exhibited proactive team followership. The study has important implications for college students, leadership educators, organizations, and researchers. / Doctor of Philosophy / In today's world, employers are interested in the ability of college graduates to work effectively in a team. This is because the problems organizations face today are increasingly complex and require teamwork. Unfortunately, employers have rated many college graduates as inadequately prepared to work effectively in teams. Seeing this problem, I wanted to know what factors influence college graduates' ability to engage effectively in teamwork. While leadership researchers have identified team members' leadership and followership behaviors as factors that influence their ability to work effectively in a team, there is a need to know what that relationship looks like. Therefore, in this study, I have explored how transformational leadership and effective followership behaviors of team members influence teamwork quality and team effectiveness. I surveyed 20 student project teams comprised of 98 students in the Virginia Governor School for Agriculture, as well as 10 student project teams comprised of 84 students in a leadership class at the University of Georgia. As a follow-up, I conducted small-group discussions with five teams to understand what was going on in their teams regarding teamwork quality, leadership, and followership. I found that transformational team leadership influenced team effectiveness by improving the quality of teamwork in a team. However, effective team followership did not improve the quality of teamwork in a team. I also found a distinction in the perception of teamwork quality between teams. Those with low-quality teamwork started out with limited social cohesion, exhibited social loafing, and were polarized along in-group versus out-group lines. On the other hand, teams with high-quality teamwork started out with team bonding, resolved minor conflicts quickly, and established team synergy. Similarly, I found a distinction in the perception of team leadership between teams, where those with low-quality teamwork exhibiting centralized leadership, and those with high-quality teamwork exhibited shared leadership. Lastly, I found a distinction in the perception of team followership between teams, where those with low-quality teamwork exhibited passive team followership, and teams with high-quality teamwork exhibited proactive team followership. The study has important implications for college students, leadership educators, organizations, and researchers.

No / As a domain of knowledge for healthcare professionals, palliative care is complex and demanding; not least for educators. Effective teaching in palliative care relies on educators both being able to develop and encourage interpersonal skills, and also to capture an authentic sense of the real world in teaching clinical aspects of care. The recommendations of the Francis Report present a challenge to educators: how do we "educate" (literally, "to develop the faculties and powers of") the palliative care providers of the future? How do we ensure they are competent, compassionate communicators? Team-based learning is currently being piloted in at the University of Bradford as a means of achieving these goals. This technique, developed by Larry Michaelson and colleagues in the United States, uses sound pedagogical principles to encourage debate and dissent between small teams related to complex and ambiguous areas of knowledge. The role of the educator is to guide and facilitate discussion, and challenge preconceptions and assumptions. There is minimal use of lectures other than to consolidate conclusions. It was decided to pilot the technique within the palliative care content of the curriculum, because of the opportunities to develop students skills of critical thinking, awareness and compassion. Initial analysis of questionnaire and focus group data within Bradford is overwhelmingly in support; students are demonstrating evidence of increased critical thinking, more effective teamwork, evolving listening skills, and satisfaction at learning in a way which they perceive to be much more akin to clinical practice than didactic lectures and seminars. This presentation will look at the structure of team-based learning, review the evidence, and examine how it was applied specifically to palliative care using scenarios based on Patient Journeys in the last year of life. The opportunities for its use in clinical, interprofessional and post-registration palliative care education will be explored.

Yes / The implementation of robot-assisted surgery (RAS) can be challenging, with reports of surgical robots being underused. This raises questions about differences compared with open and laparoscopic surgery and how best to integrate RAS into practice. Objectives: To (1) contribute to reporting of the ROLARR (RObotic versus LAparoscopic Resection for Rectal cancer) trial, by investigating how variations in the implementation of RAS and the context impact outcomes; (2) produce guidance on factors likely to facilitate successful implementation; (3) produce guidance on how to ensure effective teamwork; and (4) provide data to inform the development of tools for RAS. Design: Realist process evaluation alongside ROLARR. Phase 1 – a literature review identified theories concerning how RAS becomes embedded into practice and impacts on teamwork and decision-making. These were refined through interviews across nine NHS trusts with theatre teams. Phase 2 – a multisite case study was conducted across four trusts to test the theories. Data were collected using observation, video recording, interviews and questionnaires. Phase 3 – interviews were conducted in other surgical disciplines to assess the generalisability of the findings. Findings: The introduction of RAS is surgeon led but dependent on support at multiple levels. There is significant variation in the training provided to theatre teams. Contextual factors supporting the integration of RAS include the provision of whole-team training, the presence of handpicked dedicated teams and the availability of suitably sized operating theatres. RAS introduces challenges for teamwork that can impact operation duration, but, over time, teams develop strategies to overcome these challenges. Working with an experienced assistant supports teamwork, but experience of the procedure is insufficient for competence in RAS and experienced scrub practitioners are important in supporting inexperienced assistants. RAS can result in reduced distraction and increased concentration for the surgeon when he or she is supported by an experienced assistant or scrub practitioner. Conclusions: Our research suggests a need to pay greater attention to the training and skill mix of the team. To support effective teamwork, our research suggests that it is beneficial for surgeons to (1) encourage the team to communicate actions and concerns; (2) alert the attention of the assistant before issuing a request; and (3) acknowledge the scrub practitioner’s role in supporting inexperienced assistants. It is beneficial for the team to provide oral responses to the surgeon’s requests. Limitations: This study started after the trial, limiting impact on analysis of the trial. The small number of operations observed may mean that less frequent impacts of RAS were missed. Future work: Future research should include (1) exploring the transferability of guidance for effective teamwork to other surgical domains in which technology leads to the physical or perceptual separation of surgeon and team; (2) exploring the benefits and challenges of including realist methods in feasibility and pilot studies; (3) assessing the feasibility of using routine data to understand the impact of RAS on rare end points associated with patient safety; (4) developing and evaluating methods for whole-team training; and (5) evaluating the impact of different physical configurations of the robotic console and team members on teamwork. / National Inst for Health Research (NIHR)

Objective: To examine the factorial validity of the Team Skills Scale (TSS). The TSS is a 17-item scale developed by Hepburn, Tsukuda, and Fasser (1996). The Scale is purported to assess self-perceived team skills.Data Source: Data for this study were provided by The New York University Geriatric Interdisciplinary Team Training (GITT) Resource Center and were collected as part of the evaluation of the GITT program. The data were collected between January 1997 and June 2000.Study Design: This quasi-experiential study was focused on the trainee (N=1,715) as the unit of analysis. The Model of Individual-Level Team Competencies (Model of I-LTC) served as the conceptual framework and guided a priori specification of the TSS confirmatory factor analysis measurement model. The Model of I-LTC was developed by this author based on review and interpretation of the team literature.Principal Findings: The TSS is a one-factor structure comprised of eight of the original 17 indicators. Also, the revised measurement model was found to be invariant when the data were randomly divided into two equal samples. Finally, the covariance structure model indicated that attitude about the physician as team leader and sole patient care decision-maker had a significant and negative association with variation in responses to the TSS. Attitude about the quality of team delivered patient care had a significant and positive association with variation in responses to the TSS.Conclusion: This study found that the TSS in a single factor structure comprised of eightof the original 17 TSS items. It is believed that the eight items measure self-perceivedteam collaboration skills. Although the factor structure was confirmed by the data, thisdoes not mean that the proposed structure is absolute. It just means that the structure hasnot been falsified. However, it is possible that this constellation of indicators was datadriven. Therefore, further psychometric testing, to include the use of other data sources,is recommended.

Magistro baigiamajame darbe išanalizuoti ir įvertinti komandinio darbo organizavimo Lietuvos viešajame sektoriuje ypatumai (prielaidos ir sąlygos). Teorinėje darbo dalyje apžvelgtos komandinio darbo vystymosi istorinės prielaidos, atskleista komandinio darbo reikšmė organizacijos vystymuisi, analizuojami komandų formavimo etapai, organizavimo sąlygos, tokio darbo efektyvumą įtakojantys veiksniai bei organizavimo svarba Lietuvos viešajam sektoriui. Metodologinėje dalyje sukurtas tyrimo modelis, vaizduojantis analizuojamos teorinės tyrimo koncepsijos sąsajas su empiriniu tyrimu, iškeltos tyrimo hipotezės, pagrįsti tyrimo metodai. Analitinėje dalyje atliktas Klaipėdos miesto savivaldybės komandinio darbo organizavimo ypatumų empirinis tyrimas, siekiant nustatyti ir įvertinti darbuotojų požiūrį į komandinio darbo organizavimą jų organizacijoje, atskleidžiamos organizavimo sąlygos, trūkumai bei pateikiamos šios darbo formos tobulinimo rekomendacijos. / Master‘s thesis is to analyze features of the teamwork organization in Lithuanian public sector (its assumptions and conditions). Theoretical part of the paper outlines historical assumptions of the teamwork development, there are team building stages analyzed as well as organizational conditions and factors influencing the efficiency of the organization, and the overall importance of the organization to the public sector in Lithuania. Methodological part of the study creates the model of analysis which examines the theoretical and empirical links between research concepts, there are initiated hypotheses of the study and research methods are based. Analytical part shows the empirical analysis of the details and features of teamwork organization in the Klaipeda City Municipality. This analysis assesses attitude of the employees towards teamwork organization in their organization. There are revealed conditions of the organization and its weaknesses. There are also recommendations for the improvement of this work formed.

Multikulturelle Teamarbeit ist ein praxisrelevantes Thema. Der Einsatz von Teamarbeit hat über die letzten Jahre in Unternehmen stark zugenommen. Neben diesem Trend führen Globalisierungsprozesse zu einer zunehmenden kulturellen Diversität der Belegschaft. Für Unternehmen sind die Arbeitsfähigkeit und die Effizienz multikultureller Teams erfolgskritisch, weshalb auch die wissenschaftliche Beschäftigung mit dem Thema stark zugenommen hat. Eine Vielzahl an Leistungsdeterminanten multikultureller Teams wurde bereits untersucht, einen dabei wenig beachteten Aspekt menschlicher Zusammenarbeit stellt das Phänomen Macht dar. Macht spielt in Unternehmen arbeitenden multikulturellen Teams eine Rolle, weil diese Tätigkeit in einem besonderen Kontext von Regeln und Strukturen stattfindet. Das Auftreten von Macht und der Umgang damit können einen entscheidenden Einfluss auf die Zusammenarbeit und den Erfolg eines Teams haben. Der Umgang mit Macht und der Umgang mit kultureller Differenz stellen Anforderungen dar, die von in multikulturellen Teams arbeitenden Individuen bewältigt werden müssen um eine Zusammenarbeit erfolgreich zu gestalten. Mit einer handlungstheoretischen, subjektbezogenen Perspektive, werden das alltägliche Erleben sowie die Erfahrungen und Handlungen von Individuen im Unternehmenskontext untersucht. Datengrundlage bilden leitfadengestützte, problemzentrierte Interviews im Rahmen eines qualitativen Forschungsdesigns. Bei der Datenanalyse ergaben sich drei relevante Beziehungsebenen auf denen Macht eine Rolle spielt: Individuum – Unternehmen, Individuum – Vorgesetzter und Individuum – Teammitglieder. Auf jeder Ebene wurden Machtfaktoren, die einen wahrgenommenen Einfluss auf die Beziehung haben, sowie Umgangsstrategien mit den jeweiligen Machtfaktoren analysiert. Die Umgangsstrategien stellen die Handlungsmöglichkeiten von Individuen dar sich in Machtverhältnissen zu positionieren. Dabei werden eine Reihe zu Grunde liegender Motive sichtbar, wie Autonomie, Struktur, Anerkennung, Stärkung der eigenen Position, Individualität erleben und Handlungsmöglichkeiten nutzen. Die datenbegründete Theorie zum Umgang mit Macht und kultureller Differenz im Rahmen von Teamarbeit versteht sich als Beitrag zur Erforschung des Phänomens Macht und der damit unmittelbar verbundenen Aspekte. Die Arbeit gibt einen ersten Überblick über einen wenig erforschten Bereich und möchte die Relevanz des Themas betonen.

abstract: Individual and group accountability is an important part of productive group work. However, classroom evaluation of teamwork often relies on top-down assessment of group product by the teacher. Other methods include averaging group grades, group discussions, evaluative essays and random selection and application of one member's grade to the entire team. In contrast, the Teamwork Skills Inventory (TSI) developed by Strom and Strom provides assessment of individual conduct and contributions as observed by peers. The instrument also affords students with the opportunity to judge their own performance. Team members are responsible for their own behavior and skill development but are not held accountable for the actions taken by others. The TSI provides criteria for productive teamwork skills and behaviors. Students know in advance the criteria by which they and their teammates will judge each other's behavior skills. In turn, students have the opportunity to practice self-evaluation as they apply the same criteria to assess their own conduct. Self-evaluation compared with peer-evaluation provides support for confidence in behavioral strengths and can guide goal setting in areas where skills are weak and need adjustment. The TSI gives teachers an insider's view of group dynamics: the obstacles and benefits groups may encounter. Since team members have the vantage point of close interaction with peers they are more likely to know how individuals affect the thinking of others in a group. This frees teachers from the difficult task of judging group dynamics. TSI results can guide teachers in developing lessons that address the needs of individuals and groups. Data derived from the TSI can help schools provide for the needs of subgroups, such as special education and gifted classes. It can also help schools detect in-service needs for faculty and provide schools with a method of community accountability for use with cooperative learning methods and social skill achievement. / Dissertation/Thesis / M.A. Educational Psychology 2010

Democracy in South Africa, among others, has brought a significant number of changes in the education system, including the concept of school management team in schools (SMT). In line with this, the objective of this study was to find out how SMTs experience teamwork in schools; and was conducted in the purposefully sampled six secondary schools in the Tshwane North District. This study was framed within the interpretive approach, and sought to unpack the experience of SMT members with regard to teamwork. An interpretive paradigm made it possible for me to gain an in-depth understanding of SMT member‟s experience of teamwork within their school contexts. I used interviews and questionnaires as research tools to gather data. This study has found that, although the concept of teamwork is well-received, there are significant obstacles to the implementation of teamwork as an alternative form of management. / Educational Studies / M. Ed. (Education Management)

Democracy in South Africa, among others, has brought a significant number of changes in the education system, including the concept of school management team in schools (SMT). In line with this, the objective of this study was to find out how SMTs experience teamwork in schools; and was conducted in the purposefully sampled six secondary schools in the Tshwane North District. This study was framed within the interpretive approach, and sought to unpack the experience of SMT members with regard to teamwork. An interpretive paradigm made it possible for me to gain an in-depth understanding of SMT member‟s experience of teamwork within their school contexts. I used interviews and questionnaires as research tools to gather data. This study has found that, although the concept of teamwork is well-received, there are significant obstacles to the implementation of teamwork as an alternative form of management. / Educational Studies / M. Ed. (Education Management)

There are described and analysed conditions and the process of teamwork of students of the University of Economics, Prague in the thesis. A questionnaire forms the significant part of this thesis. There were found out the positions and the opinions of teamwork of students.