Consistently engaging with client distress can negatively impact mental health workers (MHWs). This has been described by the concept of empathy-based stress (EBS) (which encompasses burnout; secondary traumatic stress; compassion fatigue and vicarious trauma). Previous reviews of interventions to reduce EBS have not addressed MHWs as a distinct group, despite evidence suggesting they are particularly vulnerable to it. In the context of rising demand for mental health services, it is especially important to understand how to mitigate the impact of EBS on MHWS. This scoping review therefore aimed to identify and describe available interventions to reduce or prevent EBS in MHWs. A systematic scoping review of the literature between 1970 and 2022 was undertaken using five electronic databases. A total of 51 studies were included, which varied significantly with regards to: interventions used; study methodology and theoretical underpinnings. Studies were grouped according to the level at which they aimed to intervene, namely: individual; team or organisational. The review concluded that most studies intervened at the level of the individual, despite the proposed causes of EBS being predominantly organisational. Furthermore, theoretical links to the origins of EBS were largely unclear. This suggests a lack of empirical evidence from which organisations employing MHWs can draw, to meaningfully prevent or reduce EBS in their staff. A dedicated research agenda is outlined to address this, and, other pertinent issues in the field and signifies a call for more theoretically grounded research.

This study aimed to examine the psychometric properties of the Sussex-Oxford Compassion for Others Scale (SOCS–O) in a large sample of Spanish undergraduate nursing students. After a forward–backward translation process, we conducted a cross-sectional study among nursing students in their first year of training at two Spanish universities. The mean age of the participants (n = 683) was 22.74 years old, and 83.46

Team members are dependent on each other to achieve the objectives and therefore have to work closely, interdependently and sup-portively to achieve the team’s goals. Members have distinct and clear roles. Teamwork is a core part of the delivery of health services, whether in well-defined senior management teams, loosely knit community teams who come together only for team meetings, or relatively long-term theatre teams where some staff, like trainee doctors or bank nurses, come and go but the core team continues. Team-based working refers to the extent to which organisations are structured around teams and the extent to which employees work in real teams. Nurses in England reported that working together in primary healthcare teams reduced duplication, streamlined patient care and enabled specialist skills to be used more cost-effectively. Teams that are diverse in task-related attributes are often diverse in individual attributes.

Past merger and acquisition research has reported mixed findings on the impact of mergers on workforces. To address these ambiguities and advance merger research at the organizational level of analysis, we present a natural quasi-experiment focusing on mergers in the English National Health Service. Building on organizational support theory and conservation of resources theory, we propose that merger events represent environmental stressors, with negative implications for employees' subjective (job satisfaction) and objective (absenteeism) outcomes. However, extending previous theorizing, we argue that by increasing their supportive leadership, midlevel management can compensate for the resource losses incurred during mergers, and in doing so, minimize the adverse impact on their workforces. We test our predictions in the context of multiple primary care trust mergers, which took place in 2006. We analyzed the annual staff surveys, combined with objective information on employee absenteeism, and compared merging organizations with nonmerging organizations before (2005) and after (2007) the mergers. As expected, employees of merging (vs. not merging) organizations showed stronger decreases in job satisfaction, and these decreases in subjective outcomes were associated with increases in absenteeism over the course of the merger process. However, consistent with our propositions, we found that increases in supportive leadership during the merger period served to mitigate these negative outcomes. Our results highlight the organizational-level implications of mergers and the role that midlevel management can play in compensating for the losses experienced during (stressful) merger events. We discuss the implications for dynamic models of merger integration and leadership during change. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

AbstractBackgroundA culture of shared leadership is widespread among palliative care teams based on a commitment to valuing and including all people equally. As compassion is a core value for end‐of‐life care work, compassionate leadership may be the best way to lead in palliative care.AimsThe aims of this study were twofold: (1) to adapt and validate the Compassionate Leadership Self‐reported Scale in a sample of palliative care professionals; and (2) to study the relation between compassionate leadership and associated concepts of self‐compassion, awareness and self‐care.MethodsA cross‐sectional survey of 296 Spanish end‐of‐life care professionals was conducted. Analyses included descriptive statistics, a confirmatory factor analysis (CFA) with four‐correlated factors, reliability estimates and a structural model.ResultsResults suggested there were medium to high levels of compassionate leadership in the sample. The CFA showed an adequate overall fit: χ2(98) = 277.595 (p < 0.001); CFI = 0.986; SRMR = 0.047; RMSEA = 0.088 [0.076, 0.100]. Reliability estimates for four subscales of compassionate leadership (attending, understanding, empathising and helping) were also adequate, ranging from 0.72 to 0.96. Finally, the structural model predicting compassionate leadership suggested that the dimensions of attending and understanding were most highly related to positive self‐compassion and awareness; empathising, to self‐care and awareness; and helping, to positive self‐compassion and self‐care.ConclusionThe Compassionate Leadership Scale has adequate psychometric properties when used to assess compassionate leadership in the context of end‐of‐life care. Our results indicate that self‐compassion, awareness and self‐care are important correlates of such compassionate leadership.

ObjectiveTo explore the relationships between leader support, staff influence over decisions, work pressure and patient satisfaction.DesignA cross-sectional study of large National Health Service (NHS) datasets in England in 2010.Setting and participants158 NHS acute hospital trusts in England (n=63 156) from all staff groups.Primary and secondary outcome measuresSurvey data measuring leader support, staff influence over decision making, staff work pressure and objective outcome data measuring patient satisfaction.ResultsMultilevel serial mediation analysis showed a significantly positive association between leader support and staff influence over decisions (B=0.74, SE=0.07, p<0.01). Furthermore, staff influence over decisions showed a negative association with staff work pressure (B=−0.84, SE=0.41, p<0.05) which in turn was negatively linked to patient satisfaction (B=−17.50, SE=4.34, p<0.01). Serial mediation showed a positive indirect effect of leader support on patient satisfaction via staff influence over decisions and work pressure (B=10.96, SE=5.55, p<0.05).Conclusions and implicationsOur results provide evidence that leader support influences patient satisfaction through shaping staff experience, particularly staff influence over decisions and work pressure. Patients’ care is dependent on the health, well-being, and effectiveness of the NHS workforce. That, in turn, is determined by the extent to which leaders are supportive in ensuring that work environments are managed in a way which protects the well-being of staff.

EDITORIAL article Front. Psychol., 09 December 2022Sec. Organizational Psychology Volume 13 - 2022 | https://doi.org/10.3389/fpsyg.2022.1074068

Despite the relative scarcity of studies on the impact of leadership styles on satisfaction and commitment of volunteers within non-profit organizations, this relationship plays a crucial role in fostering sustained volunteerism and volunteers' well-being. A questionnaire was administered to more than 200 volunteers involved in delivering social services in non-profit organizations from Central and Northern Italy. The questionnaire contained the Volunteer Satisfaction Index, the sub-scale on Affective Commitment of the Organizational Commitment Scale, and two sub-scales of the Key Leadership Behaviors, namely: Helping people to grow and lead, and Enabling learning and innovation. Socio-demographic data were collected as well. Findings revealed that leaders' actions oriented toward the enablement of learning and innovation have an effect on volunteers' affective commitment, through the full mediation of volunteer satisfaction. Leaders' actions oriented toward the growth and empowerment of volunteers, instead, did not show significant relationships with volunteer satisfaction and affective commitment.

After more than 80 years in predicting organizational performance, empirical evidence reveals a science of teams that seems unable to consistently implement solutions for teams performing in real work settings -outside and away from the isolated teams breeding in research laboratories in the academic context. To bridge this growing practitioners-researchers divide, we first identify five main challenges involved in working with teams today (purposeful team staffing; proper task design and allocation; task and interaction process functionality; appropriate affective tone; and suitable team assessment). And second, we offer a toolbox of interventions (empowering and restorative) to help practitioners to transform the potential threats inherent in these challenges into opportunities for team effectiveness. Our five-challenge diagnosis and proposed intervention toolbox contribute to better address research questions and theoretical falsifiability using teams performing in real work settings, and to assess and intervene in teams by adjusting their internal functioning to contextual conditions and constraints.

ABSTRACT OBJECTIVE To analyze the association between team climate, team characteristics and satisfaction at work in teams of the Estratégia Saúde da Família com Saúde Bucal (Family Health Strategy with Oral Health) (ESF with SB). METHODS Cross-sectional correlational study with ESF teams with SB in the municipality of São Paulo. Universe of 1,328 teams and random sample of 124 teams with 1,231 professionals. Applied questionnaire with data teams’ characterization, team climate scale, and satisfaction at work. Analysis of validity, of climate and satisfaction scores through mean among professionals in each team, cluster analysis, association between variables by Pearson’s correlation and Chi-square, and tested linear regression model for the two factors of satisfaction at work. RESULTS There was a directly proportional association between team climate and satisfaction at work. The better the climate with regard to team goals, the greater the intrinsic satisfaction at work and with the physical environment. The better the climate with regard to team goals and task orientation, the greater the satisfaction with hierarchical relations. The group with best team climate reported higher percentage of teams ranked with better satisfaction at work, and in the group with the worst team climate there was higher percentage of teams with the lowest satisfaction at work. CONCLUSIONS The study provides consistent although moderate evidence of association between favorable teamwork climate and job satisfaction in ESF with SB. It emphasizes the dimensions of climate, common goals and task orientation, and may serve as subsidy for management and permanent education of teams, aiming at the quality of care to the health needs of users, family and community in APS.

[This corrects the article DOI: 10.3389/fpsyg.2020.602466.].

Drawing on the input-process-output model of teamwork, this study examines team innovation using a social capital lens. We propose that team social capital, operationalized as bridging and bonding social capital, negatively influences team innovation vi a team proportional task conflict, which is the level of task conflict teams experience proportional to relationship and process conflict. In addition, we expected group and individual-focused transformational leadership (TFL) to buffer the negative indirect effect of team social capital on team innovation. Results from time-lagged data collected from 324 employees in 45 research and development (R&D) teams supported most of our predictions. We found that teams with both bonding and bridging social capital are less innovative because they experience less proportional task conflict. Furthermore, group-focused TFL buffered the indirect relationship for teams with bridging social capital in that the negative effect on team innovation was only present for teams with leaders displaying low as opposed to high levels of group-focused TFL. However, a buffering effect of individual-focused TFL for teams with bonding ties was not detected. We discuss theoretical and practical implications of these findings.

Human societies function by having shared values that guide decision-making, resource allocation and relationships. A central value in all societies, countries and cultures is compassion—a value that shapes our reaction to those who are suffering and in need of help. Compassion is elicited when we perceive another's suffering with the intention to act to help. Recent research has demonstrated that compassion is a powerful element of health care, affecting both patient outcomes and clinician well-being. In this chapter, we explore how understanding compassion is key to responding effectively to the triple challenge of ensuring high-quality care for our populations, the well-being of those who provide care, and the effective functioning of health care organisations that provide the context for that care. The chapter describes the global workforce crisis we face and the current challenges for healthcare before drawing on large scale studies and data sets from research in the UK National Health Service (NHS). This research shows how organisational culture is at the heart of the triple challenge and the key elements that must be present for cultures of high-quality care, staff well-being and organisational effectiveness. Ensuring these cultural elements are in place is in turn dependent on the leadership of health care organisations—leadership at every level. The research evidence suggests that compassionate leadership is both highly effective and key to creating cultures of high-quality and compassionate care. Given the nature of the health care workforce, both highly motivated and highly skilled, hierarchical leadership is not only inappropriate but counter-productive. It is vital to ensure there is collective leadership. The chapter describes the rationale and research evidence for both compassionate and collective leadership. A programme for achieving this at practice and at scale at national level is described along with data on the success of this programme across the UK and internationally.

Abstract Researchers and practitioners have recognized the importance of team innovation for organizational effectiveness. This chapter provides an overview of the factors that influence team innovation using an input–process–output structure. It identifies factors relating to the team and organizational context as inputs for various team processes that translate into innovative outputs. It further suggests that leadership acts as a contingency factor that facilitates the transition of input factors into team processes. Highlighting the often-overlooked difference between idea generation and idea implementation as part of team innovation, it discusses which input factors and processes are more likely to exert more influence over idea generation and/or idea implementation. It concludes by emphasizing the importance of implementing creative ideas for achieving innovation success.

We extend previous research on team innovation by looking at team‐level motivations and how a prosocial team environment, indicated by the level of helping behaviour and information‐sharing, may foster innovation. Hypotheses were tested in two independent samples of health care teams (N 1 = 72 teams, N 2 = 113 teams), using self‐report measures. The examples of team innovation given by the individual team members were then rated for innovativeness by independent health care experts to avoid common method bias for the outcome variable. Subsequently, the data was aggregated and analysed at team level. The study was part of a larger data‐gathering effort on health care teams in the UK. Results supported the hypotheses of main effects of both information‐sharing and helping behaviour on team innovation and interaction effects with team size and occupational diversity. Differences in findings between types of health care teams can be attributed to differences in team tasks and functions. The results suggest ways in which helping and information‐sharing may act as buffers against constraints in team work, such as large team size or high occupational diversity in cross‐functional health care teams, and potentially turn these into resources supporting team innovation rather than acting as barriers.