Functional Leadership in Interteam Contexts: Understanding ‘What’ in the Context of Why? Where? When? and Who?

This is the author accepted manuscript. The final version is available from Elsevier via the DOI in this recordResearch on team leadership has primarily focused on leadership processes targeted within teams, in support of team objectives. Yet, teams are open systems that interact with other teams to achieve proximal as well as distal goals. This review clarifies that defining ‘what’ constitutes functionally effective leadership in interteam contexts requires greater precision with regard to where (within teams, across teams) and why (team goals, system goals) leadership processes are enacted, as well as greater consideration of when and among whom leadership processes arise. We begin by synthesizing findings from empirical studies published over the past 30 years that shed light on questions of what, where, why, when, and who related to interteam leadership and end by providing three overarching recommendations for how research should proceed in order to provide a more comprehensive picture of leadership in interteam contexts

Identifying Psychological Contract Breaches to Guide Improvements in Faculty Recruitment, Retention, and Development

Objective. To identify pharmacy faculty members’ perceptions of psychological contract breaches that can be used to guide improvements in faculty recruitment, retention, and development. Methods. A list of psychological contract breaches was developed using a Delphi procedure involving a panel of experts assembled through purposive sampling. The Delphi consisted of 4 rounds, the first of which elicited examples of psychological contract breaches in an open-ended format. The ensuing 3 rounds consisting of a survey and anonymous feedback on aggregated group responses. Results. Usable responses were obtained from 11 of 12 faculty members who completed the Delphi procedure. The final list of psychological contract breaches included 27 items, after modifications based on participant feedback in subsequent rounds. Conclusion. The psychological contract breach items generated in this study provide guidance for colleges and schools of pharmacy regarding important aspects of faculty recruitment, retention, and development

When Leaders Are Not Who They Appear: The Effects of Leader Disclosure of a Concealable Stigma on Follower Reactions

Two studies examined follower reactions to disclosure of concealable stigma (i.e., transgender identity) by a leader. Using 109 employed participants, Study 1 showed followers rated leaders disclosing a stigma less likable and effective. This effect was both direct and indirect through relational identification with the leader. Using 206 employed participants, Study 2 found when a leader\u27s stigma was involuntarily found out and disclosed later they received lower ratings of likability and effectiveness compared to leaders who voluntarily came out and disclosed earlier. Method (found out vs. came out) and timing of disclosure (later vs. earlier) had direct relationships with ratings of likability and effectiveness and method of disclosure had an indirect relationship with the outcomes via relational identification