6,778
Views
21
CrossRef citations to date
0
Altmetric
Original Articles

Shared leadership and group identification in healthcare: The leadership beliefs of clinicians working in interprofessional teams

&
Pages 291-299 | Received 26 Oct 2015, Accepted 05 Jan 2017, Published online: 28 Feb 2017

References

  • Ajzen, I., & Fishbein, M. (2005). The influence of attitudes on behavior. In D. Albarracín, B. T. Johnson, & M. P. Zanna (Eds.), The Handbook of Attitudes (pp. 173–221). Mahwah, NJ: Erlbaum.
  • Atwal, A., & Caldwell, K. (2005). Do all health and social care professionals interact equally: A study of interactions in multidisciplinary teams in the United Kingdom. Scandinavian Journal of Caring Sciences, 19(3), 268–273. doi:10.1111/scs.2005.19.issue-3
  • Barden, A. M., Griffin, M. T., Donahue, M., & Fitzpatrick, J. J. (2011). Shared governance and empowerment in registered nurses working in a hospital setting. Nursing Administration Quarterly, 35(3), 212–218. doi:10.1097/NAQ.0b013e3181ff3845
  • Bateman, H., Bailey, P., & McLellan, H. (2003). Of rocks and safe channels: Learning to navigate as an interprofessional team. Journal of Interprofessional Care, 17, 141–150. doi:10.1080/1356182031000081740
  • Baxter, S. K., & Brumfitt, S. M. (2008). Professional differences in interprofessional working. Journal of Interprofessional Care, 22, 239–251. doi:10.1080/13561820802054655
  • Bergman, J. Z., Rentsch, J. R., Small, E. E., Davenport, S. W., & Bergman, S. M. (2012). The shared leadership process in decision-making teams. The Journal of Social Psychology, 152(1), 17–42. doi:10.1080/00224545.2010.538763
  • Bhugra, D., Ruiz, P., & Gupta, S. (Eds.). (2013). Leadership in psychiatry. Chichester, UK: John Wiley & Sons.
  • Braithwaite, J., Westbrook, M., Nugus, P., Greenfield, D., Travaglia, J., Runciman, W., … Westbrook, J. (2013). Continuing differences between health professions’ attitudes: The saga of accomplishing systems-wide interprofessionalism. International Journal for Quality in Health Care, 25(1), 8–15. doi:10.1093/intqhc/mzs071
  • Brown, R., Condor, S., Mathews, A., Wade, G., & Williams, J. (1986). Explaining intergroup differentiation in an industrial organization. Journal of Occupational Psychology, 59(4), 273–286. doi:10.1111/joop.1986.59.issue-4
  • Carson, J. B., Tesluk, P. E., & Marrone, J. A. (2007). Shared leadership in teams: An investigation of antecedent conditions and performance. Academy of Management Journal, 50(5), 1217–1234. doi:10.2307/20159921
  • Clark, P. G. (1997). Values in health care professional socialization: Implications for geriatric education in interdisciplinary teamwork. The Gerontologist, 37(4), 441–451. doi:10.1093/geront/37.4.441
  • Cleary, M., Horsfall, J., Deacon, M., & Jackson, D. (2011). Leadership and mental health nursing. Issues in Mental Health Nursing, 32(10), 632–639.
  • Cohen, Z. A. (2003). The single assessment process: An opportunity for collaboration or a threat to the profession of occupational therapy? The British Journal of Occupational Therapy, 66(5), 201–208. doi:10.1177/030802260306600504
  • Currie, G., & Lockett, A. (2011). Distributing leadership in health and social care: Concertive, conjoint or collective? International Journal of Management Reviews, 13(3), 286–300. doi:10.1111/j.1468-2370.2011.00308.x
  • Davies, K., Harrison, K., Clouder, D. L., Gilchrist, M., McFarland, L., & Earland, J. (2011). Making the transition from physiotherapy student to interprofessional team member. Physiotherapy, 97(2), 139–144. doi:10.1016/j.physio.2010.08.001
  • Dow, A. W., DiazGranados, D., Mazmanian, P. E., & Retchin, S. M. (2013). Applying organizational science to health care: A framework for collaborative practice. Academic Medicine: Journal of the Association of American Medical Colleges, 88(7), 952. doi:10.1097/ACM.0b013e31829523d1
  • Duck, J. M., & Fielding, K. S. (1999). Leaders and sub-groups: One of us or one of them? Group Processes and Intergroup Relations, 2, 203–230. doi:10.1177/1368430299023001
  • Ensley, M. D., Hmieleski, K. M., & Pearce, C. L. (2006). The importance of vertical and shared leadership within new venture top management teams: Implications for the performance of startups. The Leadership Quarterly, 17(3), 217–231. doi:10.1016/j.leaqua.2006.02.002
  • Ethier, K., & Deaux, K. (1990). Hispanics in ivy: Assessing identity and perceived threat. Sex Roles, 22(7–8), 427–440. doi:10.1007/BF00288162
  • Fitzgerald, L., Ferlie, E., McGivern, G., & Buchanan, D. (2013). Distributed leadership patterns and service improvement: Evidence and argument from English healthcare. The Leadership Quarterly, 24(1), 227–239. doi:10.1016/j.leaqua.2012.10.012
  • Fox, A., & Reeves, S. (2015). Interprofessional collaborative patient-centred care: A critical exploration of two related discourses. Journal of Interprofessional Care, 29, 113–118. doi:10.3109/13561820.2014.954284
  • Gair, G., & Hartery, T. (2001). Medical dominance in multidisciplinary teamwork: A case study of discharge decision‐making in a geriatric assessment unit. Journal of Nursing Management, 9(1), 3–11. doi:10.1046/j.1365-2834.2001.00200.x
  • George, A. E., Frush, K., & Michener, J. L. (2013). Developing physicians as catalysts for change. Academic Medicine, 88(11), 1603–1605. doi:10.1097/ACM.0b013e3182a7f785
  • Haslam, S. A. (2004). Psychology in organizations. London, UK: Sage Publications.
  • Haslam, S. A., Reicher, S. D., & Platow, M. J. (2010). The new psychology of leadership: Identity, influence and power. Hove, UK: Psychology Press.
  • Hobman, E. V., & Bordia, P. (2006). The role of team identification in the dissimilarity-conflict relationship. Group Processes & Intergroup Relations, 9(4), 483–507. doi:10.1177/1368430206067559
  • Hogg, M. A. (2001). A social identity theory of leadership. Personality and Social Psychology Review, 5(3), 184–200. doi:10.1207/S15327957PSPR0503_1
  • Huettermann, H., Doering, S., & Boerner, S. (2014). Leadership and team identification: Exploring the followers’ perspective. The Leadership Quarterly, 25(3), 413–432. doi:10.1016/j.leaqua.2013.10.010
  • Hurley, J., & Linsley, P. (2007). Leadership challenges to move nurses toward collaborative individualism within a neo‐corporate bureaucratic environment. Journal of Nursing Management, 15(7), 749–755. doi:10.1111/jnm.2007.15.issue-7
  • Jones, A., & Jones, D. (2011). Improving teamwork, trust and safety: An ethnographic study of an interprofessional initiative. Journal of Interprofessional Care, 25, 175–181. doi:10.3109/13561820.2010.520248
  • Kreindler, S. A., Dowd, D. A., Star, N. D., & Gottschalk, T. (2012). Silos and social identity: The social identity approach as a framework for understanding and overcoming divisions in health care. Milbank Quarterly, 90(2), 347–374. doi:10.1111/j.1468-0009.2012.00666.x
  • Liberman, R. P., Hilty, D. M., Drake, R. E., & Tsang, H. W. (2001). Requirements for multidisciplinary teamwork in psychiatric rehabilitation. Psychiatric Services, 52, 1331–1342. doi:10.1176/appi.ps.52.10.1331
  • Lidskog, M., Löfmark, A., & Ahlström, G. (2008). Learning about each other: Students’ conceptions before and after interprofessional education on a training ward. Journal of Interprofessional Care, 22, 521–533. doi:10.1080/13561820802168471
  • Martin, G. P., & Learmonth, M. (2012). A critical account of the rise and spread of ‘leadership’: The case of UK healthcare. Social Science & Medicine, 74(3), 281–288. doi:10.1016/j.socscimed.2010.12.002
  • McComb, J. (2013). Is current NHS leadership sufficient or defficient? British Journal of Healthcare Management, 19, 342–347. doi:10.12968/bjhc.2013.19.7.342
  • McNeil, K. A., Mitchell, R. J., & Parker, V. (2013). Interprofessional practice and professional identity threat. Health Sociology Review, 22(3), 291–307. doi:10.5172/hesr.2013.22.3.291
  • Millward, L. J., & Bryan, K. (2005). Clinical leadership in health care: A position statement. Leadership in Health Services, 18(2), 13–25. doi:10.1108/13660750510594855
  • Mitchell, R., Boyle, B., Parker, V., Giles, M., Chiang, V., & Joyce, P. (2015). Managing inclusiveness and diversity in teams: How leader inclusiveness affects performance through status and team identity. Human Resource Management, 54(2), 217–239. doi:10.1002/hrm.2015.54.issue-2
  • Mitchell, R. J., Parker, V., & Giles, M. (2011). When do interprofessional teams succeed? Investigating the moderating roles of team and professional identity in interprofessional effectiveness. Human Relations, 64(10), 1321–1343. doi:10.1177/0018726711416872
  • Nembhard, I. M., & Edmondson, A. C. (2006). Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. Journal of Organizational Behavior, 27(7), 941–966. doi:10.1002/(ISSN)1099-1379
  • NHS Leadership Academy. (2013). Healthcare leadership model. Leeds, UK: National Health Service.
  • O’Carroll, V., McSwiggan, L., & Campbell, M. (2016). Health and social care professionals’ attitudes to interprofessional working and interprofessional education: A literature review. Journal of Interprofessional Care, 30, 42–49. doi:10.3109/13561820.2015.1051614
  • O’Leary, K. J., Sehgal, N. L., Terrell, G., & Williams, M. V. (2012). Interdisciplinary teamwork in hospitals: A review and practical recommendations for improvement. Journal of Hospital Medicine, 7(1), 48–54. doi:10.1002/jhm.v7.1
  • Pearce, C. L., & Sims, J. H. P. (2002). Vertical versus shared leadership as predictors of the effectiveness of change management teams: An examination of aversive, directive, transactional, transformational, and empowering leader behaviors. Group Dynamics: Theory, Research, and Practice, 6(2), 172–197. doi:10.1037/1089-2699.6.2.172
  • Sherman, R., & Pross, E. (2010). Growing future nurse leaders to build and sustain healthy work environments at the unit level. The Online Journal of Issues in Nursing, 15(1): 1.
  • Sims, S., Hewitt, G., & Harris, R. (2015). Evidence of a shared purpose, critical reflection, innovation and leadership in interprofessional healthcare teams: A realist synthesis. Journal of Interprofessional Care, 29, 209–215. doi:10.3109/13561820.2014.941459
  • Smith, C. S., Gerrish, W. G., Nash, M., Fisher, A., Brotman, A., Smith, D., & Dreffin, M. (2015). Professional equipoise: Getting beyond dominant discourses in an interprofessional team. Journal of Interprofessional Care, 29, 603–609. doi:10.3109/13561820.2015.1051216
  • Spillane, J., & Diamond, J. B. (2007). Distributed leadership in practice. New York, NY: Teachers College Press.
  • Steinert, T., Goebel, R., & Rieger, W. (2006). A nurse? physician co-leadership model in psychiatric hospitals: Results of a survey among leading staff members in three sites. International Journal of Mental Health Nursing, 15(4), 251–257. doi:10.1111/inm.2006.15.issue-4
  • Stull, C. L., & Blue, C. M. (2016). Examining the influence of professional identity formation on the attitudes of students towards interprofessional collaboration. Journal of Interprofessional Care, 30, 90–96. doi:10.3109/13561820.2015.1066318
  • Tajfel, H., & Turner, J. C. (1979). An integrative theory of intergroup conflict. The social psychology of intergroup relations. Pacific Grove, CA: Brooks-Cole.
  • Tajfel, H., & Turner, J. C. (1986). The social identity theory of intergroup behavior. In S. Worchel & W. Austin (Eds.), Psychology of Intergroup Relations (2nd ed., pp. 7–24). Chicago, IL: Nelson Hall.
  • Turner, J. C. (1985). Social categorization and the self-concept: A social cognitive theory of group behavior. Advances in Group Processes, 2, 77–122.
  • Van Knippenberg, D. (2011). Embodying who we are: Leader group prototypicality and leadership effectiveness. The Leadership Quarterly, 22(6), 1078–1091. doi:10.1016/j.leaqua.2011.09.004
  • Van Knippenberg, D., & Hogg, M. A. (2003). A social identity model of leadership effectiveness in organizations. Research in Organizational Behavior, 25, 243–295. doi:10.1016/S0191-3085(03)25006-1
  • Wang, D., Waldman, D. A., & Zhang, Z. (2014). A meta-analysis of shared leadership and team effectiveness. Journal of Applied Psychology, 99(2), 181–198. doi:10.1037/a0034531
  • Weller, J., Boyd, M., & Cumin, D. (2014). Teams, tribes and patient safety: Overcoming barriers to effective teamwork in healthcare. Postgraduate Medical Journal, 90(1061), 149–154. doi:10.1136/postgradmedj-2012-131168
  • Wielkiewicz, R. M. (2000). The leadership attitudes and beliefs scale: An instrument for evaluating college students’ thinking about leadership and organizations. Journal of College Student Development, 41(3), 335–347.

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.