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Leadership clarity and team innovation in health care

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Leadership clarity and team innovation in health care. / West, Michael; Borrill, Carol S; Dawson, Jeremy F; Brodbeck, Felix; Shapiro, David A; Haward, Bob.

In: The Leadership Quarterly, Vol. 14, No. 4-5, 08.2003, p. 393-410.

Research output: Contribution to journalJournal articlepeer-review

Harvard

West, M, Borrill, CS, Dawson, JF, Brodbeck, F, Shapiro, DA & Haward, B 2003, 'Leadership clarity and team innovation in health care', The Leadership Quarterly, vol. 14, no. 4-5, pp. 393-410. https://doi.org/10.1016/S1048-9843(03)00044-4

APA

West, M., Borrill, C. S., Dawson, J. F., Brodbeck, F., Shapiro, D. A., & Haward, B. (2003). Leadership clarity and team innovation in health care. The Leadership Quarterly, 14(4-5), 393-410. https://doi.org/10.1016/S1048-9843(03)00044-4

Vancouver

West M, Borrill CS, Dawson JF, Brodbeck F, Shapiro DA, Haward B. Leadership clarity and team innovation in health care. The Leadership Quarterly. 2003 Aug;14(4-5):393-410. https://doi.org/10.1016/S1048-9843(03)00044-4

Author

West, Michael ; Borrill, Carol S ; Dawson, Jeremy F ; Brodbeck, Felix ; Shapiro, David A ; Haward, Bob. / Leadership clarity and team innovation in health care. In: The Leadership Quarterly. 2003 ; Vol. 14, No. 4-5. pp. 393-410.

Bibtex

@article{33f841827ac74b1699a2043fbc82ad3f,
title = "Leadership clarity and team innovation in health care",
abstract = "The relationships among leadershipclarity (i.e., team members' consensual perceptions of clarity of and no conflict over leadership of their teams), team processes, and innovation were examined in healthcare contexts. The sample comprised 3447 respondents from 98 primary healthcareteams (PHCTs), 113 community mental healthteams (CMHTs), and 72 breast cancer careteams (BCTs). The results revealed that leadershipclarity is associated with clear team objectives, high levels of participation, commitment to excellence, and support for innovation. Team processes consistently predicted teaminnovation across all three samples. Teamleadership predicted innovation in the latter two samples, and there was some evidence that team processes partly mediated this relationship. The results imply the need for theory that incorporates clarity and not just style of leadership. For healthcareteams in particular, and teams in general, the results suggest a need to ensure leadership is clear in teams when innovation is a desirable team performance outcome.",
author = "Michael West and Borrill, {Carol S} and Dawson, {Jeremy F} and Felix Brodbeck and Shapiro, {David A} and Bob Haward",
year = "2003",
month = aug,
doi = "10.1016/S1048-9843(03)00044-4",
language = "English",
volume = "14",
pages = "393--410",
journal = "The Leadership Quarterly",
issn = "1048-9843",
publisher = "Elsevier Inc.",
number = "4-5",

}

RIS

TY - JOUR

T1 - Leadership clarity and team innovation in health care

AU - West, Michael

AU - Borrill, Carol S

AU - Dawson, Jeremy F

AU - Brodbeck, Felix

AU - Shapiro, David A

AU - Haward, Bob

PY - 2003/8

Y1 - 2003/8

N2 - The relationships among leadershipclarity (i.e., team members' consensual perceptions of clarity of and no conflict over leadership of their teams), team processes, and innovation were examined in healthcare contexts. The sample comprised 3447 respondents from 98 primary healthcareteams (PHCTs), 113 community mental healthteams (CMHTs), and 72 breast cancer careteams (BCTs). The results revealed that leadershipclarity is associated with clear team objectives, high levels of participation, commitment to excellence, and support for innovation. Team processes consistently predicted teaminnovation across all three samples. Teamleadership predicted innovation in the latter two samples, and there was some evidence that team processes partly mediated this relationship. The results imply the need for theory that incorporates clarity and not just style of leadership. For healthcareteams in particular, and teams in general, the results suggest a need to ensure leadership is clear in teams when innovation is a desirable team performance outcome.

AB - The relationships among leadershipclarity (i.e., team members' consensual perceptions of clarity of and no conflict over leadership of their teams), team processes, and innovation were examined in healthcare contexts. The sample comprised 3447 respondents from 98 primary healthcareteams (PHCTs), 113 community mental healthteams (CMHTs), and 72 breast cancer careteams (BCTs). The results revealed that leadershipclarity is associated with clear team objectives, high levels of participation, commitment to excellence, and support for innovation. Team processes consistently predicted teaminnovation across all three samples. Teamleadership predicted innovation in the latter two samples, and there was some evidence that team processes partly mediated this relationship. The results imply the need for theory that incorporates clarity and not just style of leadership. For healthcareteams in particular, and teams in general, the results suggest a need to ensure leadership is clear in teams when innovation is a desirable team performance outcome.

U2 - 10.1016/S1048-9843(03)00044-4

DO - 10.1016/S1048-9843(03)00044-4

M3 - Journal article

VL - 14

SP - 393

EP - 410

JO - The Leadership Quarterly

JF - The Leadership Quarterly

SN - 1048-9843

IS - 4-5

ER -