Rylee Linhardt’s research while affiliated with Rice University and other places

What is this page?


This page lists works of an author who doesn't have a ResearchGate profile or hasn't added the works to their profile yet. It is automatically generated from public (personal) data to further our legitimate goal of comprehensive and accurate scientific recordkeeping. If you are this author and want this page removed, please let us know.

Publications (3)


Dyad leadership blueprint: nine strategies for effective collaboration
  • Article

January 2025

·

7 Reads

BMJ Leader

Rylee Linhardt

·

Courtney L Holladay

·

Avani Shah

·

[...]

·

Eduardo Salas

Background/Aim The physician–administrator dyads are a strategic method of collaboration in healthcare organisations. Dyad leaders are part of a multidisciplinary team that integrates their expertise to generate better patient, physician, and organisational outcomes. An assumption of team science is that diverse experts, while knowledgeable, struggle to work together to resolve problems because of their vastly different decision-making and implementation strategies. Similarly, conflicting priorities, competing pressures, and lack of clear understanding of the other member’s role will result in ineffective teamwork between the dyad. Methods We conducted a literature review of dyad leadership in healthcare and connected these insights to the teamwork literature. Results We connect the challenges of dyad leadership with practical solutions that help physicians and administrators integrate their diverse expertise. To overcome these challenges, healthcare employees, teams, and organisations must implement an effective structure for diverse dyads to work together effectively. We develop a framework based on a review of the literature on dyads and describe what is needed for an effective partnership between the physician and administrator. Conclusions We describe the teamwork mechanisms that develop as teams use these strategies, which ultimately makes the dyads effective in the organisation. Dyad leaders who use these strategies will develop their teamwork behaviours and teamwork processes to reduce conflict and sustain the viability of their team to complete their goals, benefiting the patient, the team, and the organisation.


The Science (and Practice) of Teamwork: A Commentary on Forty Years of Progress…

September 2024

·

149 Reads

·

1 Citation

Small Group Research

Forty years ago, Dyer summarized team science research, finding that in many areas, we lacked theoretical backing and empirical evidence—sometimes to the point of meagerness. This commentary summarizes the last four decades of team research with Dyer’s seven leading questions—finding our progress far from scant. We have uncovered groundbreaking theories, moved past understanding teamwork as only the task, researched hundreds of team emergent states, and conducted vast meta-analytic research while continuing to uncover how to make teamwork more effective and what conditions foster greatness. We also find we continue to require work in other areas, from developing better methodological practices to considering teamwork’s dynamic nature. This commentary seeks to revisit team science’s most significant breakthroughs, such as the vast improvement of team training research, and weak spots, such as our continued lack of longitudinal research. By doing so, we highlight how much progress we can make together.


Citations (1)


... Following the trend of team science, we believe team members who develop interpersonal relationships, even synthetic ones, will perform better on interdependent tasks [76]. In the past, researchers have studied autonomous agents as a tool to complete repetitive tasks and assist with human performance. ...

Reference:

No Laughing Matter: How Autonomous Agents Can Improve Well-Being and Teamwork
The Science (and Practice) of Teamwork: A Commentary on Forty Years of Progress…
  • Citing Article
  • September 2024

Small Group Research