Health and Social Care in the Community, 23(4), 2015, pp.362-370.
Publisher:
Wiley
...the unusual team structure in Irish primary care teams – where there is no formally appointed team leader or manager – general issues around team working and its benefits and challenges were very similar to those found in other international studies. This suggests, in contrast to some studies, that some aspects of the leadership role may not be as important in successful primary care team functioning
(Edited publisher abstract)
Team working is an integral aspect of primary care, but barriers to effective team working can limit the effectiveness of a primary care team. The aim of this qualitative study was to explore the experiences of team members working in a primary care team in Ireland. Team members (n = 19) from two primary care teams were interviewed from May to June 2010 using a semi-structured interview guide. All interviews were audio-recorded and transcribed. Data were analysed using NVivo (version 8). Thematic analysis was used to explore the data. Five main themes were identified that described the experiences of the team members. The themes were support for primary care, managing change, communication, evolution of roles and benefits of team working. Team members were generally supportive of primary care and had experienced benefits to their practice and to the care of their patients from participation in the team. Regular team meetings enabled communication and discussion of complex cases. Despite the significant scope for role conflict due to the varied employment arrangements of the team members, neither role nor interpersonal conflict was evident in the teams studied. In addition, despite the unusual team structure in Irish primary care teams – where there is no formally appointed team leader or manager – general issues around team working and its benefits and challenges were very similar to those found in other international studies. This suggests, in contrast to some studies, that some aspects of the leadership role may not be as important in successful primary care team functioning as previously thought. Nonetheless, team leadership was identified as an important issue in the further development of the teams.
(Edited publisher abstract)
Journal of Interprofessional Care, 28(6), 2014, pp.513-518.
Publisher:
Taylor and Francis
This article describes an ethnographic study focused on exploring leaders of team learning in well-established nephrology teams in an academic healthcare organisation in Canada. Employing situational theory of leadership, the article provides details on how well established team members advance as 'learning leaders. Data were gathered by ethnographic methods over a 9-month period with the members...
(Edited publisher abstract)
This article describes an ethnographic study focused on exploring leaders of team learning in well-established nephrology teams in an academic healthcare organisation in Canada. Employing situational theory of leadership, the article provides details on how well established team members advance as 'learning leaders. Data were gathered by ethnographic methods over a 9-month period with the members of two nephrology teams. These learning to care for the sick teams involved over 30 regulated health professionals, such as physicians, nurses, social workers, pharmacists, dietitians and other healthcare practitioners, staff, students and trainees, all of whom were collectively managing obstacles and coordinating efforts. Analysis involved an inductive thematic analysis of observations, reflections, and interview transcripts. The study indicated how well established members progress as team-learning leaders, and how they adapt to an interprofessional culture through the activities they employ to enable day-to-day learning. The article uses situational theory of leadership to generate a detailed illumination of the nature of leaders’ interactions within an interprofessional context.
(Edited publisher abstract)
Administration in Social Work, 29(4), 2005, pp.35-49.
Publisher:
Taylor and Francis
Place of publication:
Philadelphia, USA
Outcomes measurement is becoming an integral part of social work management. However, challenges to successful development and implementation of an outcomes measurement plan exist and often revolve around staff issues. This paper presents some of the challenges and how they might be addressed, specifically through transformational leadership at the team level. The formation of a team...
Outcomes measurement is becoming an integral part of social work management. However, challenges to successful development and implementation of an outcomes measurement plan exist and often revolve around staff issues. This paper presents some of the challenges and how they might be addressed, specifically through transformational leadership at the team level. The formation of a team is an essential step in the development and implementation of an outcomes measurement framework. Through the use of transformational leadership skills, team leaders can work to ensure a more successful outcomes measurement experience. (Copies of this article are available from: Haworth Document Delivery Centre, Haworth Press Inc., 10 Alice Street, Binghamton, NY 13904-1580).
Step by step guide through the four developmental stages of getting from group creation to highly effective teams. Contains strategies for building and supporting well managed and high performing teams. Provides checklists and case examples to guide team members and leaders through their group's developmental states, and to help them through barriers.
Step by step guide through the four developmental stages of getting from group creation to highly effective teams. Contains strategies for building and supporting well managed and high performing teams. Provides checklists and case examples to guide team members and leaders through their group's developmental states, and to help them through barriers.
Identifies 8 key team roles which are essential to effectiveness, and each of which is associated with a particular type of personality. Examines teams of similar personalities and those composed of highly intelligent people. Assesses the roles of leadership and creativity in a team; and shows how team size and physical environment can influence effectiveness. Finally, a self-perception
Identifies 8 key team roles which are essential to effectiveness, and each of which is associated with a particular type of personality. Examines teams of similar personalities and those composed of highly intelligent people. Assesses the roles of leadership and creativity in a team; and shows how team size and physical environment can influence effectiveness. Finally, a self-perception inventory is included so that the reader can match their own personality to particular team roles. Aimed at practising managers, and those concerned with achieving results through key personnel.
Institute for Research and Innovation in Social Services
Publication year:
2014
Pagination:
166
Place of publication:
Glasgow
This Insight draws on an earlier report to summarise the key evidence to help health and social care partnerships in Scotland in their delivery of integrated care and support. It argues that structural change will not deliver improved outcomes unless attention is paid to a number of key factors. The six key factors are identified and discussed. These are: vision, leadership, culture, integrated
(Original abstract)
This Insight draws on an earlier report to summarise the key evidence to help health and social care partnerships in Scotland in their delivery of integrated care and support. It argues that structural change will not deliver improved outcomes unless attention is paid to a number of key factors. The six key factors are identified and discussed. These are: vision, leadership, culture, integrated teams and ways of working, local context, and timescales.
(Original abstract)