Team Achievement Goals and Sports Team Performance

This study focuses on team achievement goals and performance outcomes in interdependent sports teams. Team achievement goals reflect shared motivational states that exist exclusively at the team level. In a survey among 310 members of 29 premier-league field-hockey teams, team-level performance-approach, performance-avoidance, mastery-approach, and mastery-avoidance achievement goals explained 69% of the overall variance in team performance and 16% after controlling for previous performance. Teams performed better to the extent they were more approach- and less avoidance oriented in terms of both mastery and performance, although mastery-approach goals related to early-season team performance rather than predicting later changes in team performance

Daily strengths use and work performance:A self-determination perspective

Drawing on self-determination theory, this study examines how using personal strengths at work in the morning is associated with different types of performance throughout the workday. Momentary satisfaction of the needs for autonomy, relatedness and competence are proposed as mechanisms that differentially link strengths use to four different performance outcomes: task accomplishment, goal attainment, organizational citizenship behaviour and counterproductive work behaviour. We collected data from 216 Dutch employees in a large variety of sectors twice a day for one workweek (N = 1470 observations) using a smartphone application. Results of multilevel structural equation modelling showed that momentary satisfaction of the needs for autonomy and competence at noon mediated the positive relationship between morning strengths use and afternoon task accomplishment and goal attainment. Furthermore, satisfaction of the need for relatedness mediated the positive relationship between morning strengths use and afternoon organizational citizenship behaviour, but not the negative relationship between morning strengths use and counterproductive work behaviour. These findings deepen our understanding of strengths use theory and uncover novel insight on the temporal aspects of strengths use within a working day.</p

Team boosting behaviours:Development and validation of a new concept and scale

In teams, some people are truly noticed when present, and sorely missed when absent. Often they are described as the “life of the party”, but in a formal team context, we refer to their behaviors as “team boosting behavior”. These behaviors have the potential to affect the team’s processes. In three consecutive studies, we conceptualized these behaviors and developed and validated a questionnaire to measure them. In Study 1, we defined team boosting behaviors as the extent to which team members exhibit mood-enhancing, energizing, and uniting behaviors, directed towards team members. In Study 2, we developed and validated an instrument to measure team boosting behaviors using a sample of team members in work and sports teams (N = 385). Results supported a three-factor structure and indicated positive relationships with conceptually similar constructs. In Study 3, we cross-validated the three-factor structure among the members of 120 work teams and offer evidence for convergent and criterion validity of the Team Boosting behavior scale. The behaviors related positively to a positive team climate, team work engagement, and leader-rated team performance. The scale provides a useful tool for future empirical research to study the role of individual team boosting behaviors in shaping team processes and outcomes

Assisting walking balance using a bio-inspired exoskeleton controller

Background: Balance control is important for mobility, yet exoskeleton research has mainly focused on improving metabolic energy efficiency. Here we present a biomimetic exoskeleton controller that supports walking balance and reduces muscle activity. Methods: Humans restore balance after a perturbation by adjusting activity of the muscles actuating the ankle in proportion to deviations from steady-state center of mass kinematics. We designed a controller that mimics the neural control of steady-state walking and the balance recovery responses to perturbations. This controller uses both feedback from ankle kinematics in accordance with an existing model and feedback from the center of mass velocity. Control parameters were estimated by fitting the experimental relation between kinematics and ankle moments observed in humans that were walking while being perturbed by push and pull perturbations. This identified model was implemented on a bilateral ankle exoskeleton. Results: Across twelve subjects, exoskeleton support reduced calf muscle activity in steady-state walking by 19% with respect to a minimal impedance controller (p &lt; 0.001). Proportional feedback of the center of mass velocity improved balance support after perturbation. Muscle activity is reduced in response to push and pull perturbations by 10% (p = 0.006) and 16% (p &lt; 0.001) and center of mass deviations by 9% (p = 0.026) and 18% (p = 0.002) with respect to the same controller without center of mass feedback. Conclusion: Our control approach implemented on bilateral ankle exoskeletons can thus effectively support steady-state walking and balance control and therefore has the potential to improve mobility in balance-impaired individuals.Support Biomechanical Engineerin

Organisational design for an integrated oncological department

OBJECTIVE: The outcomes of a Strength, Weakness, Opportunities and Threat (SWOT) analysis of three Integrated Oncological Departments were compared with their present situation three years later to define factors that can influence a successful implementation and development of an Integrated Oncological Department in- and outside (i.e. home care) the hospital. RESEARCH DESIGN: Comparative Qualitative Case Study. METHODS: Auditing based on care-as-usual norms by an external, experienced auditing committee. RESEARCH SETTING: Integrated Oncological Departments of three hospitals. RESULTS: Successful multidisciplinary care in an integrated, oncological department needs broad support inside the hospital and a well-defined organisational plan