Enhancing the organization’s workforce: Guidance for effective training sustainment.

Lazzara, Elizabeth H.; Benishek, Lauren E.; Hughes, Ashley M.; Zajac, Stephanie; Spencer, Jacqueline M.; Heyne, Kyle; Rogers, Jordan E.; Salas, Eduardo

doi:10.1037/cpb0000185

Cited by 9 publications

(7 citation statements)

References 142 publications

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“…Recent work has echoed the importance of sustainment efforts to ameliorate decay. 36,37 Sustainment efforts are particularly valuable with healthcare teams, as healthcare teams are prone to staff turnover and the resulting reconfigurations of teams may result in detriments of the team-building intervention.…”

Section: Discussionmentioning

confidence: 99%

Advancing team cohesion: Using an escape room as a novel approach

Cohen

Griggs

Kanji

et al. 2021

Journal of Patient Safety and Risk Management

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Objective An escape room was used to study teamwork and its determinants, which have been found to relate to the quality and safety of patient care delivery. This pilot study aimed to explore the value of an escape room as a mechanism for improving cohesion among interdisciplinary healthcare teams. Methods This research was conducted at a nonprofit medical center in Southern California. All participants who work on a team were invited to participate. Authors employed an interrupted within-subjects design, with two pre- and post-escape room questionnaires related to two facets of group cohesion: (belonging – (PGC-B) and morale (PGC-M)). Participants rated their perceptions of group cohesion before, after, and one-month after the escape room. The main outcome measures included PGC-B/M. Results Sixty-two teams participated (n = 280 participants) of which 31 teams (50%) successfully “escaped” in the allotted 45 minutes. There was a statistically significant difference in PGC between the three time periods, F(4, 254) = 24.10, p < .001; Wilks’ Λ = .725; partial η2 = .275. Results indicated significantly higher scores for PGC immediately after the escape room and at the one-month follow-up compared to baseline. Conclusions This work offers insights into the utility of using an escape room as a team building intervention in interprofessional healthcare teams. Considering the modifiability of escape rooms, they may function as valuable team building mechanisms in healthcare. More work is needed to determine how escape rooms compare to more traditional team building curriculums.

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Section: Discussionmentioning

confidence: 99%

Advancing team cohesion: Using an escape room as a novel approach

Cohen

Griggs

Kanji

et al. 2021

Journal of Patient Safety and Risk Management

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“…We view the LSA as representing a key strategic lever that can be used to foster leadership development by embedding rigorous leadership development practices within the organizational system, while adopting a more generative approach, that serves both the individual leader and the organization, with the goal of promoting training sustainment. Lazzara et al (2021) identified some of the best practices that can foster such leadership development sustainment and what has been learned thus far. We've pulled from those recommendations those that support developing and deploying an LSA in one's organization in Figure 1 including:…”

Section: Models Of Leadership and Performancementioning

confidence: 99%

“…Yet, how effective are organizations in developing interventions that can sustain the impact of leadership development? Lazzara et al (2021, p.3) introduced the concept they called training sustainment, which refers to, “the long-term retention and proficient use of trained knowledge, skills and abilities on the job”, maintained over longer periods of time. The maintenance of any developmental intervention and its impact has been shown to be enhanced by the “doses” an individual receives through the intervention (Lazzara et al, 2021; Nunez et al, 2013).…”

Section: Introductionmentioning

confidence: 99%

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Building Leadership Service Academies to Institutionalize a Strategic Leadership Development Focus

Avolio

Drummey

2023

Journal of Leadership & Organizational Studies

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In this article, we propose a strategic view of leadership development, by defining a Leadership Service Academy (LSA) construct. The LSA represents a strategic approach that enables an organization and its leaders to institutionalize its own theory of leadership, narrative, models, learning methodologies, practices, and evaluation methods for determining the impact of investing in developing leadership. The LSA construct represents a shift in strategic thinking that involves moving beyond focusing on individual leader development training programs used for satisfying current role-requirements or tactical succession planning, to adopting a systemic view of leadership development aligned with the organization's strategic objectives, mission, values, and culture. Most leadership development research has focused on examining the efficacy of training methodologies linked to individual leadership models and modalities and has produced promising results. However, the narrow focus on individual leadership development has excluded the full spectrum of leadership development interventions from being explored and analyzed. Our primary goal here is to explore a comprehensive strategy for building a sustainable, multi-level leadership development system firmly anchored in both science and practice.

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“…The relevance of task variety and task identity includes job importance, freedom, feedback, and psychological states, including work purpose, experienced accountabilities, and awareness of work outcomes ( Çetin and Aşkun, 2018 ). In this model, increasing task-related motivation necessitated numerous interventions, particularly at the organizational and managerial levels, while growing psychological states was partially dependent on the individual employee, as an experienced role for the outcomes and understanding of work results were also dependent on task complexity, layout, and managerial behaviors ( Lazzara et al, 2021 ). The importance of personal characteristics reminded us of the potential impact of self-efficacy, which may manifest as increased responsibility for consequences and understanding of outcomes.…”

Section: Literature Reviewmentioning

confidence: 99%

Role of Education and Mentorship in Entrepreneurial Behavior: Mediating Role of Self-Efficacy

Zheng

Jie

et al. 2021

Front. Psychol.

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Farmers have been very precious for societies for ages. Their active experiments, valuable knowledge about their surroundings, environment, and crops’ requirements have been a vital part of society. However, the psychological perspectives have been a hole in the loop of farming. Hence, this study has investigated the antecedents of entrepreneurial behaviors of farmers with the mediating risk of their entrepreneurial self-efficacy (ESE). The population chosen for this study was the farming community of suburbs of China, and a sample size of 300 was selected for the data collection. This is a survey study, where a structured questionnaire was adapted on a five-point Likert scale. The data were collected from the farming community to know their psychological and behavioral preferences about their profession. This study has produced interesting results that education, training, and intrinsic motivation play a vital role in farmers’ ESE, affecting their entrepreneurial behaviors. This study will add to the body of knowledge and provide an eminent path for emerging entrepreneurs to find more mentorship opportunities to overcome the limitations in upcoming endeavors influencing education and training.

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Enhancing the organization’s workforce: Guidance for effective training sustainment.

Cited by 9 publications

References 142 publications

Advancing team cohesion: Using an escape room as a novel approach

Advancing team cohesion: Using an escape room as a novel approach

Building Leadership Service Academies to Institutionalize a Strategic Leadership Development Focus

Role of Education and Mentorship in Entrepreneurial Behavior: Mediating Role of Self-Efficacy

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