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Background: Organizational citizenship behavior (OCB) may increase service quality. In contrast, counterproductive work behavior (CWB) may undermine patient safety. Efforts to increase OCB and reduce CWB rely on a good understanding of their antecedents, yet there is a lack of research in health care to inform such endeavors. Purpose: The aim of this study was to investigate the role of leadership, specifically leader–member exchange (LMX), in reducing CWB and increasing OCB in health care teams. Methodology/Approach: Team survey data were collected from 75 teams in U.S. health services organizations. Polynomial regression and response surface analysis was used to investigate our hypotheses. Results: For OCB, the response surface along the line of incongruence (a 3) was positive and significant, and for CWB, a 3 was negative and significant. Conclusion: The results of polynomial regression and response surface analysis indicate that OCB increases when LMX quality is high and that LMX differentiation is comparatively lower. In contrast, CWB increases when LMX differentiation is high, whereas LMX quality is lower. Practice Implications: These findings provide useful suggestions to promote valuable extra-role behaviors in health care teams. Health care team leaders should aim to develop strong exchange relationships with all members if they wish to increase citizenship behavior and decrease counterproductive behavior. Building positive exchange relationships with only a few team members is likely to undermine citizenship behavior and increase counterproductive behavior. [ABSTRACT FROM AUTHOR]

Objectives: We describe a conceptual framework for an approach towards an effective and collaborative communication strategy among interprofessional health care team members. Methods: Interprofessional health care team members apply different communication techniques to share healthcare data. They are often not taught how to recognize and respond to the challenges carried by emotions and pressure to conform among team members. Those two factors have the potential to affect the quality and outcome of communication with a resulting suboptimal clinical decision-making. Here, we developed a Communication Schema that addresses the three critical concepts that are embedded in any conversation, namely: 1 – understanding the contribution of social interaction in teamwork, 2 – recognizing and managing triggered emotions, and 3 – effective inquiries and exploration of points of view. Implications: We call on extending the traditional view of teamwork as a collection of skills to include the reality of interprofessional practice where people working together are influenced by social experience and expectations. The learning conversation schema offers a tool that is sensitive to innate threats to effective communication in working environments and allows its users to circumvent obstacles to optimum shared decision-making. [ABSTRACT FROM AUTHOR]

Aims: The purpose of this study is to evaluate changes in self-concept for the knowledge, skills and attitudes toward inter-professional teamwork of facilitators who participated in training and an inter-professional team training event. Background: Inter-professional education requires dedicated and educated faculty. Methods: A pretest posttest quasi-experimental design was used for the evaluation. Fifty-three facilitators were asked to complete pre–post questionnaires to measure inter-professional team self-concept (IPTSC), assessing self-concept for the knowledge, skills, and attitudes required for performing in an inter-professional team. Results: Post-session scores on inter-professional team knowledge, skills and attitudes were significantly higher (F(1, 31) = 5.59, p = .02). Conclusion: A facilitator development course and participation in the teaching event had a positive impact on perceived knowledge, skills and attitudes toward inter-professional teamwork. [ABSTRACT FROM AUTHOR]

The article reports on the interdisciplinary healthcare teams as the new model for patient care delivery in the complex healthcare environment of increased specialization and disciplinarity of healthcare providers in the U.S. It says that the development of team members is proposed as a means to enhance collaboration among team members and reduce the risk of team failure. However, to support its efficacy has been problematic because of poor conceptualized interdisciplinary teams

• Disruptive Behaviors occur in Emergency Department Healthcare Teams. • Trigger factors of disruptive behaviors contribute to disruptive behaviors among health care teams. • These behaviors may occur as observable or hidden disruptive behaviors in healthcare teams. In an emergency setting, the occurrence of disruptive behaviors hinders team participation and cooperation. Exploring nurses' perception of disruptive behaviors can lead to a better identification of these behaviors in emergency departments and the provision of better recommendations. This study aimed to explore nurses' perception of disruptive behaviors among emergency healthcare teams in hospitals affiliated to the Hamadan University of Medical Sciences, Hamadan, Iran. The study was carried out using qualitative content analysis in 2018–2019. Twenty participants from emergency departments of five hospitals in Hamadan, Iran, were enrolled using purposive sampling. Data were collected using semi-structured interviews that continued until data saturation. Data analysis was performed using Erlingsson and Brysiewicz's qualitative content analysis approach. Three main themes emerged including observable disruptive behaviors, hidden disruptive behaviors, and trigger factors. Observable disruptive behaviors consisted of two main categories: violence and incivility. Hidden disruptive behaviors included troubling behaviors, poor communication, and irresponsibility. Finally, the trigger factors of disruptive behaviors involved two categories: professional incompetency and workplace discrimination. Exploring nurses' perception showed that trigger factors such as professional incompetency and workplace discrimination could cause the occurrence of observable and hidden disruptive behaviors in emergency healthcare teams. [ABSTRACT FROM AUTHOR]