Effective Agile Project Leadership Through Competency-Based Self-Reflection

The agile revolution and increasing cross-functionality nature of project teams imply an increasing need for effective and results-orientated project leadership. Irrespective of one's role in a project, there is a need for self-examination and self-reflection regarding how members relate during the various phases of project implementation. This chapter focuses on a theoretical review of the various elements necessary for effective agile project leadership. Through a synthesis of both old and more recent literature, the chapter identifies and conceptualizes ten determinant factors of effective agile project leadership and proposes a self-reflection framework for each of the ten project leadership competency areas. The chapter concludes by proposing a personal agile project leadership development plan (PAPLDP) template with an agility component that can be adopted for improvement and growth. This chapter challenges project managers and/or project team leaders to define their own value-based leadership competence and continuously reflect, evaluate, and improve themselves.

Implementasi Sistem Penunjang Keputusan Dalam Pemilihan Calon Team Leader Menggunakan Metode Simple Additive Weighting (SAW)

So far, the selection of prospective Team Leaders in companies is still manual so it is not in accordance with the standard operating procedures for selection. The system designed in this study aims to ensure the accuracy of HRD in selecting candidates Team Leader to match the expectations of the company itself. From the comparison of the methods that have been carried out by researchers, themethod is the Simple Additive Weighting (SAW)right choice and the researcher will implement it with the provisions of the criteria that have been set including, Communication, Problem Solving Skills, Time Management, English, Achievement. To build this system, researchers used the programming languages PHP and MySQL. From the calculation of the level of accuracy, manual calculations get a percentage of 86.6% while the calculation with the proposed system achieves the maximum result with a percentage of 100%. It can be concluded that the calculation with the system is able to determine a suitable candidate as a Team Leader very accurately and on target.

Translanguaging as a resource for meaning-making at multilingual construction sites

In this article we investigate spoken professional interaction at construction sites in Sweden, where workers from Poland, Ukraine and Estonia are temporarily employed as carpenters, ground workers and kitchen installers. We study how the workers use resources associated with different languages and how these resources are mobilized along with embodied resources for meaning-making. The analysis aims at investigating what social space the workers construct by going between or beyond different linguistic structures, as defined in the theory of translanguaging. The study is based on Linguistic Ethnography and Conversation Analysis is used for close analysis. We focus on instances of translanguaging, such as Swedish-sounding institutionalized keywords, practices of receptive multilingualism and the search for communicative overlaps in repertoires. The findings from busy construction sites show that the stratifying aspect gives some workers a voice in the organization, while others remain silent. Hence, it is primarily professionals functioning as team leaders, who talk to different occupational categories and use resources associated with different languages. The data provide an opportunity to investigate the theory of translanguaging and its transformative power in relation to professional settings that are linguistically diverse, but also strictly hierarchical.

Leading Intergenerational Learning in Organizations: An Example from Turkey

Within the fact that there are members of different generations in organizations nowadays, intergenerational learning in organizations has become more and more important. Some managers are observed to confuse about how to lead intergenerational learning environments in their organizations which makes important to conduct a research on this problem. Thus, this study was conducted and it aimed to understand the intergenerational learning process and how to lead it in a production facility in Turkey. The study group includes 61 people who are employees, team leaders, department directors, field directors and instructors. The study was carried out in the phenomenological research design. The data were gathered through interviews and analysed with content analysis. The results brought out six main themes, which are which are creating zone, acting according to generational differences, increasing motivation, supporting personal development, recording and managing “know-how”, and creating intergenerational respect and understanding.

Development and testing of the Stakeholder Quality Improvement Perspectives Survey (SQuIPS)

BackgroundTo create a theory-informed survey that quality improvement (QI) teams can use to understand stakeholder perceptions of an intervention.MethodWe created the survey then performed a cross-sectional survey of QI stakeholders of three QI projects. The projects sought to: (1) reduce unplanned extubations in a neonatal intensive care unit; (2) maintain normothermia during colorectal surgery and (3) reduce specimen processing errors for ambulatory gastroenterology procedures. We report frequencies of responses to survey items, results of exploratory factor analysis, and how QI team leaders used the results.ResultsOverall we received surveys from 319 out of 386 eligible stakeholders (83% response rate, range for the three QI projects 57%–86%). The QI teams found that the survey results confirmed existing concerns (eg, the intervention would not make work easier) and revealed unforeseen concerns such as lack of consensus about the overall purpose of the intervention and its importance. The results of our factor analysis indicate that one 7-item scale (Cronbach’s alpha 0.9) can efficiently measure important aspects of stakeholder perceptions, and that two additional Likert-type items could add valuable information for leaders. Two QI team leaders made changes to their project based on survey responses that indicated the intervention made stakeholders’ jobs harder, and that there was no consensus about the purpose of the intervention.ConclusionsThe Stakeholder Quality Improvement Perspectives Survey was feasible for QI teams to use, and identified stakeholder perspectives about QI interventions that leaders used to alter their QI interventions to potentially increase the likelihood of stakeholder acceptance of the intervention.

How does leader conscientiousness influence frontline staff under conditions of serious anxiety? An empirical study from integrated resorts (IRs)

PurposeThe objective of this study was to improve understanding of frontline staff's subjective happiness and anxiety during the COVID-19 pandemic by investigating the roles of employees' busy mindset and leader conscientiousness.Design/methodology/approachThe link between employee anxiety and subjective happiness was also explored, and the cross-level mediating effect of employee anxiety was tested using a multilevel design. A survey of 373 frontline staffers and 74 team leaders in the integrated resorts (IRs) was conducted in three waves: April (Time 1), May (Time 2) and June (Time 3) in 2020. The data were analysed with SPSS and Mplus using a hierarchical linear modelling (HLM) method.FindingsThe results indicated that during the COVID-19 pandemic, a busy mindset increased frontline staff's anxiety and thus decreased their subjective happiness, and leader conscientiousness remedied the effect of anxiety on subjective happiness.Practical implicationsThe findings are relevant to frontline staffers, team leaders in the hospitality industry and corporate service departments. Against the background of COVID-19, conscientious leaders can significantly help employees to overcome their anxiety and insecurity and improve their subjective happiness, answering the urgent call to deal with the challenges of the new work–life environment.Originality/valueThe study differs from previous other studies in two dimensions: First, the authors explored the interactions of the affective events from the cross-level perspectives, i.e. both team level and individual level. Second, the authors conducted this research on the mental issues of the hospitality frontline staffers in the context of the COVID-19 pandemic, which remains a black box to be explored.

Levels of Academic Leaders’ Emotional Intelligence, Team Emotional Climate & Team Member Job Satisfaction

The study intended to examine leaders’ emotional intelligence, emotional work climate and job satisfaction among several teams of higher educational institutes. A few studies have examined the effects of these variables but seldom studies existed which examined the level of these variables. The aim of this study was to find out the difference between the true mean and the comparison value. Questionnaire survey of 30 team leaders and 120 team members was conducted. The paper applied one sample t-test using the SPSS 20 software to test the hypothesis. The study found out that there is a slight difference between the true mean and the comparison value. Although the difference is statistically significant but not large enough to be practically significant. Therefore, the subjects recruited were treated as normal.

Mengkategorikan Resiko Kecelakaan Kerja Konstruksi Pada Proyek Pembangunan Pasar Pon Kabupaten Trenggalek Menggunakan Matriks Penilaian Resiko

Construction work accidents become part of construction activities that need to be considered. Work accidents cause considerable losses so that there needs to be proper management of the work safety system. Definition of the risks that occur in construction activities can be done to reduce losses incurred. This research aims to categorize the risk of work accidents that occur in the Trenggalek Regency Pon Market development project. Categorize is done using the risk assessment matrix according to AS /NZS 4360:2004 so that the risk grouping category is obtained. Research methods use quantitative descriptive. The research population of 100 workers consisting of team leaders, architectural experts, structural civil experts, mechanical experts, experts, drafters, project administration, supervisors, artisans and workers with a total of 50 respondents. Data collection is done by distributing questionnaires to respondents. From the results of the questionnaire conducted validity testing and reliability test using IBMSPSS Statistic software. The results of the study obtained the risks that occurred categorized at low and medium levels. At the medium level probability with a scale often occurs that is the type of wound on the limbs. While probability with scale can occur at any time, namely the type of injury on the hand. So that from these results, risk control can be done and what things must be done to avoid work accidents in the Trenggalek Regency Pon Market development project.

Leadership and Followership in Military Interprofessional Health Care Teams

ABSTRACT Introduction The U.S. Military has long been aware of the vital role effective leaders play in high-functioning teams. Recently, attention has also been paid to the role of followers in team success. However, despite these investigations, the leader-follower dynamic in military interprofessional health care teams (MIHTs) has yet to be studied. Although interprofessional health care teams have become a topic of increasing importance in the civilian literature, investigations of MIHTs have yet to inform that body of work. To address this gap, our research team set out to study MIHTs, specifically focusing on the ways in which team leaders and followers collaborate in MIHTs. We asked what qualities of leadership and followership support MIHT collaboration? Materials and Methods This study was conducted using semi-structured interviews within a grounded theory methodology. Participants were purposefully sampled, representing military health care professionals who had experience working within or leading one or many MIHTs. Thirty interviews were conducted with participants representing a broad range of military health care providers and health care specialties (i.e., 11 different health professions), ranks (i.e., officers and enlisted military members), and branches of the U.S. Military (i.e., Army, Navy, and Air Force). Data were collected and analyzed in iterative cycles until thematic saturation was achieved. The subsets of data for leadership and followership were further analyzed separately, and the overlap and alignment across these two datasets were analyzed. Results The insights and themes developed for leadership and followership had significant overlap. Therefore, we present the study’s key findings following the two central themes that participants expressed, and we include the perspectives from both leader and follower viewpoints to illustrate each premise. These themes are as follows: (1) a unique collaborative dynamic emerges when team members commit to a shared mission and a shared sense of responsibility to achieve that mission; and (2) embracing and encouraging both leader and follower roles can benefit MIHT collaboration. Conclusions This study focused on ways in which team leaders and followers on MIHTs collaborate. Findings focused on qualities of leadership and followership that support MIHT’s collaboration and found that MIHTs have a commitment to a shared mission and a shared sense of responsibility to achieve that mission. From this foundational position of collective responsibility to achieve a common goal, MIHTs develop ways of collaborating that enable leaders and followers to excel to include (1) understanding your role and the roles of others; (2) mutual respect; (3) flexibility; and (4) emotional safety. The study data suggest that MIHT members work along a continuum of leadership and followership, which may shift at any moment. Military interprofessional health care teams members are advised to be adaptive to these shared roles and contextual changes. We recommend that all members of MIHTs acquire leadership and followership training to enhance team performance.