Dana E. Sims's research while affiliated with University of Central Florida and other places

Publications (11)

Article
FEATURE AT A GLANCE: Today's organizations exist in an ever-changing, global, knowledge-based environment. As such, they expect employees to rapidly gain new knowledge, skills, and abilities (KSAs) to ensure the organization's viability. Blended learning, which evolved from e-learning, has been offered as one means to support employee development a...
Article
Leaders have been argued to play a key role in determining organizational effectiveness across all levels (e.g., individual, team, unit) that exist within organizations. A key component in a leader's ability to be effective within such environments is the degree to which subordinates and co-workers trust him/her. Therefore, it is not surprising tha...
Article
Full-text available
The study of teamwork has been fragmented through the years, and the findings are generally unable to be used practically. This article argues that it is possible to boil down what researchers know about teamwork into five core components that the authors submit as the “Big Five” in teamwork. The core components of teamwork include team leadership,...

Citations

... É possível destacar os caso que a hierarquia de poder e ambiguidade são fatores que influenciam negativamente no desempenho das atividades, o que faz com que o profissional tenha sua criatividade aniquilada, desinteresse no trabalho e falta de autonomia durante o tratamento, com isso coloca em risco a segurança do paciente. Para a quebra desse comportamento destrutivo fazse necessário adotar estratégias de uma comunicação entre os profissionais, como treinamento de ensino para que haja uma comunicação efetiva em a equipe multidisciplinar.Buscando uma linguagem clara para uma relação respeitosa dentro da instituição, e assim promovendo a segurança do paciente.A segurança do paciente está ligada diretamente no trabalho em equipe e é aperfeiçoada somente quando a informação é compartilhada(SALAS et al 2003). Entendese que a continuidade segura da assistência, é resultado do trabalho que exige atuação do quadro geral, principalmente com participação da Gestão, a qual deve estar atenta aos fatores que podem influenciar na qualidade dos serviços prestados. ...
... Team adversity can be chronic (i.e., long-standing, cumulative) or acute (i.e., sudden, often with high-intensity). Both types of adversities can weigh heavily on team performance (Sims & Salas, 2007). ...
... Cada vez mais, o êxito das organizações depende, em grande medida, da eficácia dos grupos de trabalho (Wuchty et al., 2007). É do nosso conhecimento e da nossa experiência quotidiana que nem sempre os grupos de trabalho promovem um aumento de produtividade (Belbin, 1993;Sims et al., 2005). Algumas razões podem estar: (a) no facto de o trabalho em equipa utilizar, por vezes, tempo excessivo em reuniões e discussões que podem bloquear ações individuais importantes; (b) em tarefas que exijam uma organização mais centralizada, em que os indivíduos, individualmente considerados, são mais eficazes que inseridos em grupos (Shaw, 1989); (c) no facto de pessoas mais hábeis e com mais experiência poderem render mais individualmente do que em equipas de trabalho constituídas por pessoas menos hábeis; (d) na excessiva homogeneidade na composição da equipa de trabalho, que pode impedir a variedade de pontos de vista; ou na excessiva heterogeneidade e dimensão da equipa, que potencia problemas de comunicação; (e) na pressão para a conformidade (Asch, 1951); (f) na polarização dos juízos grupais (Moscovici, 1976(Moscovici, , 1985; (g) em conflitos de personalidade; (h) no loafing social, (i) na difusão da responsabilidade (Zimbardo, 1970), (j) no conflito entre os interesses individuais e os interesses coletivos, (l) na dificuldade na partilha de conhecimento no interior das equipas ou entre equipas de trabalho, (m) no pensamento de grupo (groupthink) (Janis, 1971). ...
... -Leadership should give opportunities to raise questions and concerns [79] to prevent and recognize errors [80]. -Training teams in coordination and leadership [81] may help to routinize teamwork and potentially lead to stress-reduction [78,82]. study found self-reported stress to be associated with lower performance; by contrast, higher heart rate was associated with better performance, defined as time elapsed until CPR was started. ...
... Die erfolgsrelevanten Eigenschaften von Teamarbeit wurden in der Vergangenheit bereits umfänglich untersucht (Badke-Schaub und Hofinger 2018; Salas et al. 2000Salas et al. , 2004Hülsheger et al. 2009). Von besonderer Relevanz sind zunächst Charakteristika der Gruppenmitglieder wie Teamorientierung, gegenseitiges Leistungsmonitoring und Anpassungsfähigkeit (Salas et al. 1997). ...
... The integration of blended, flipped, and personalized learning highlights the integration of 21st-century skills in instruction. Hence, to assess quality of the aforementioned teaching styles means to assess suitability of learning modules in promoting these skills.The evidence for attaining quality blended learning is based on the alignment of learning modules to quality indicators provided by various studies (Carman, 2002;Donnelly, 2006;Kuo et al., 2014;Lee et al., 2007;Monteiro & Morrison, 2014;Sims et al., 2008;Welker & Berardino, 2005).The same with flipped learning (Correa, 2015;Flipped Learning Network (FLN), 2014;Hall & DuFrene, 2015;Hodegs & Weber, 2015;Moran & Young, 2015) and personalized learning (Garn & Jolly, 2013;O'Donnell et al., 2015;Peters, 2009).The indicators of these teaching styles form the components of 21CELMAT. Figure 1 shows the diagram that illustrates the conceptual framework. ...
... Specifically, these combined models now capture behaviors responsible for driving trust in two referents through differential pathways along the dimensions of integrity and benevolence. The configuration of trustworthy behavior to trustworthiness dimensions adopted within this research is largely supported by the theoretical propositions made by Burke, Sims, Lazzara, and Salas (2007). It is worth noting that this study also developed, and tested, a scale of trustworthy behavior. ...
... Moreover, cooperation in anesthesia teams is also a "vertical one" (Rogalski, 1994): Anesthetists are responsible for the "mission" and they delegate the fulfillment of some tasks to one nurse (or more). In a traditional view of risk management, this vertical dimension of cooperation is equated with the notion of "leadership", in the sense that it refers to the idea of "making do" (Künzle et al., 2010a,b;Salas et al., 2007). However, recent works in the field of patient safety have shown that, to be effective, leadership must also include a horizontal dimension of cooperation. ...
... In an open and trusting atmosphere, group members are more willing to share their feelings, ideas, and beliefs with their management (Clark et al., 2009). In addition to satisfaction and trust, supervisor support will guide employees in the right direction, enhance mutual trust and confidence, and motivate them (Burke et al., 2007). Supervisor support is defined as the degree to which subordinates receive support from their supervisors (Maertz et al., 2007;Charoensukmongkol & Phungsoonthorn, 2021). ...
... A 'team' can be defined as a group of individuals with specified roles and responsibilities interacting adaptively, interdependently, and dynamically towards a valued common outcome and who are together embedded in an encompassing organisational system, with boundaries and linkages to the broader system context and task environment [7]. Individuals within elite sport support teams include team/athlete coaches and the sports medicine and science team members who are constantly looking for ways to improve the performance and health of the athletes with whom they work [8]. ...