Quantifying the qualities of team players using the Lencioni framework of humble, hungry, and smart: considerations for team science and interprofessional collaborative practice in health organizations and academic programs

The purpose of this study was to explore and quantify 3 qualities of team players using Patrick Lencioni’s framework for the Ideal Team Player by examining drive or motivation to achieve (hungry), emotional intelligence and interpersonal relationship skills (smart), and humility (humble). The relationship between the 3 qualities and team ratings of participant leadership effectiveness and competence, as well as likelihood for career derailment and career-stalling problems, were also examined. This was an exploratory, correlational design that involved secondary data analyses of a large dataset using a 5-step hierarchical regression analysis. Deidentified participant data were collected through random selection by means of a data request from the Center for Creative Leadership’s participant database. The results showed that while Hungry was a statistically significant predictor of Boss Ratings of a team member/manager’s effectiveness and the Team’s ratings of Competence, Smart and Humble were not. While there was statistical significance for Hungry, there were not for Humble and Smart, indicating some limitations to the study design. In practice, the results of the study provide a valuable framework for improving teamwork through team development interventions applied at the individual and the group level and can be applied to Interprofessional Education and Collaborative Practice at the pre- and in-service level. This is the first study to explore humility, emotional intelligence, drive, and motivation together in relation to performance ratings and to translate the findings into practical application for the healthcare industry. Keywords: IPE/IPP, Teamwork, Team Interventions, Team Science, Big Five Personality, Humility, Motivation, Emotional Intelligence, job performance, contextual performanc

Qigong at Work: Where East Meets West

State of the Art Qigong is part of Traditional Chinese Medicine (TMC) and aims to balance body and mind. The roots of Qigong lie in China, where Confucian and Daoist scholars (500-400 B.C.) noted that one must learn to balance and relax one’s thoughts and emotions to avoid illness (Yang, 1997). In the Western world, Qigong is best known for its slow and coordinated movements. According to TCM, these movements will help regulate one’s ‘qi’, or life energy, through the body to improve the health and harmony of mind and body. During the practice of Qigong, one’s breathing, attention and movement are aligned. As such, Qigong is sometimes considered Mindfulness in movement (although there are many important differences). New perspectives / contributionsQigong has many positive outcomes on health and wellness. In both patient groups and healthy individuals, Qigong has been shown to improve psychological well-being, quality of life, immune function, balance and related risk-factors, and bone density (Jahnke et al., 2010). As such, Qigong offers a validated way to reduce the physical and mental activation that results from a person's work. While recent research has demonstrated how important it is to take short breaks at work, there is still little attention for Qigong exercises as a means to recover at work.Practical Implications In this presentation, we will explain and practice several Qigong exercises. These movements can be used at work (and at home) to recover from (hormonal) activation, ‘empty’ one’s head, and restore the body-mind balance. <br/

IFPOC Symposium:Discovering antecedents and consequences of complex change recipients' reactions to organizational change.

IFPOC symposium: Discovering antecedents and consequences of complex change recipients' reactions to organizational change Chairs: Maria Vakola (Athens University of Economics and Business) &amp; Karen Van Dam (Open University) Discussant: Mel Fugate (American University, Washington, D.C) State of the art Organisations are required to continuously change and develop but there is a high failure rate associated with change implementation success. In the past two decades, change researchers have started to investigate change recipients' reactions to change recognizing the crucial role of these reactions for successful change. This symposium aims at identifying and discussing the complex processes that underlie the relationships among antecedents, reactions and outcomes associated with organizational change. New perspective / contributions This symposium consists of five studies that extend our knowledge in the field by (i) providing an analysis of change recipients' reactions going beyond the dichotomous approaches (acceptance or resistance) (ii) revealing understudied antecedents-reactions and reactions-consequences patterns and relationships (iii) shedding light on the role of contextual factors i.e team climate and individual factors i.e emotion regulation on the adaptation to change. This symposium is based on a combination of both quantitative (i.e diary, survey) and qualitative (i.e interviews) research methodology. Research / practical implications This symposium aims to increase our understanding of the complex processes associated with change recipients' reactions to change. Discovering how these reactions are created and what are their results may reveal important contingencies that can explain how positive organizational outcomes during times of change can be stimulated which is beneficial for both researchers and practitioners

Preventing overweight and improving parenting skills from birth to age 3 years: preliminary results

Background. Parenting has been associated with child weight status. This study aims to evaluate the effects on parenting skills and BMI-SDS of the BBOFT+ overweight prevention program, compared to care-as-usual (CAU). Method. In a cluster-randomized trial, 2500 parents participated. Parent-reported weight and length were used. Parenting was measured with subscales control and reinforcement of the parenting strategies for eating and activity scale (PEAS) and the warmth subscale from the Child Rearing Questionnaire. Results. The first univariate analyses show that at age 15 months, no statistically significant differences in BMI- SDS, parental control, reinforcement or warmth were found between the BBOFT+ and the CAU group. Further cluster analyses need to be conducted. Results from age 36 months will be presented during the conference, which will include all subscales of the PEAS and an assessment of parenting styles. Conclusion. The intervention does not seem to have an effect on BMI-SDS or parenting

Understanding Workplace Incivility Experiences and the Moderating Role of Mindfulness

Rude treatment at work can lead to many negative consequences, as evidenced by the wealth of research available. This dissertation, addressed two important questions that have yet to receive adequate attention. First, how does an employee experience incivility, and second, what is a practical and cost-effective way of mitigating the negative outcomes associated with incivility and promoting positive ones? Incivility research has mainly employed quantitative methods to understand incivility experiences. Using qualitative methods however, would complement the knowledge and potentially move the field of inquiry in new directions. As such, the goal of Study One was to obtain a narrative description of workplace incivility experiences. I took a descriptive phenomenological approach as this allowed me to best capture the events through the employees’ eyes. The interviews involved discussions about an uncivil event and their thoughts, feelings, and behaviour during and after the event. Interview findings revealed several novel elements of the incivility incident such as the importance of communication and the almost certain deterioration of the relationship between perpetrator and victim. The interview findings also identified vulnerability factors that intensified the negative experience. For example, newcomers to the organization were more likely to experience feelings of anger, hate, and anxiety than more tenured employees. In Study Two, I explored the role of three mindfulness facets (non-reactivity, non-judging, and acting with awareness) as regulatory factors by examining whether they mitigated the negative relationship between incivility and well-being and promoted forgiveness via decreased rumination and negative affect. Overall, results showed that when using the Perceived Victimization Measure, non-judging and acting with awareness buffered against stress and promoted forgiveness via deceased negative affect, but not rumination. These results were not replicated when using the Workplace Incivility Scale. Theoretical and practical implications are discussed, along with directions for future research