"LITERATURE REVIEW RESOURCES13primary care, surgery, and intensive care within 37 public hospitalsthroughout Spain.The team size was between 3-15 members of which88% of females participated, mean age 43 years, whose averageorganizational tenure were 10.2 years, and 15.5years respectively.Participants voluntarily participated, received their anonymousquestionnaires which were given out and collected by the humanresources departments.The researchers received commitment forresearch from participants’ supervisors, and managers. Managers wereencouraged to rate the performance of their team, and the hospitals weregiven feedback regarding the findings.The response rate was 90% with2 external ratings. Twenty- one teams were eliminated as they did notprovide enough questionnaires or performance ratings. The tool used formeasurement “Managerial Practices Survey” TRCQ-15G, measuring onlychange oriented leadership with team learning, psychological safety, andteam performance. The researchers found four findings that change- oriented leadership when focused on major innovations, improvement,and adaptation to external changes stimulates team learning behavioramong team members and this was important to team learning. Thesecond finding was that change-oriented leadership could affect teamlearning through psychological safety and other variables such as teamempowerment, cohesiveness, or collective efficacy which the researchersdid not measure in this study. Thirdly, the researchers found out thatchange-oriented leadership is related positively to team performancebecause health care leaders influence cognitive, motivational, affective,and coordination team process. This linkage is important they statedbecause leaders in health care must observe and point out situations thatneed change or improvements. The correlation with team size and teamlearning was negative. This was caused by the fact that greater time andeffort is required for large teams to communicate, make directions, andcoordinate their activities. The researchers gave severalsuggestions/guidelines for effective management for health careorganizations. They state that team managers and leaders must receiveproper training so that they can observe a high degree of psychologicalsafety. Leaders must also use training programs that recognize andunderstands behaviors that are important in learning. Health careorganizations should consider competence tests to tackle changes in theselection, promotion, training and development processes of their futureteam leaders, and team members. The limitations as stated by theresearchers in this study are that they needed a longitudinal study to showthe linkage between leadership, psychological safety, and learningbehavior change in health care team over a longer period. Secondly, theyneeded to focus on task and relation-oriented dimensions of leadershipbehavior as there is a lack of research pertaining to relationship betweenleadership and team learning and whether the behaviors of the team leaderaffected team learning. They also postulated that further research isneeded to find out if team learning moderates or reinforces the effects of LITERATURE REVIEW RESOURCES14other team processes or individual variables on team outcomes such aslearning orientation or creativity.10.Bibliographic Information y Peus, C., Braun, S., &Knipfer (2015).On becoming a leader in Asia and America:Empirical evidence from women managers. The Leadership Quarterly, 26, pp. 55-67.Linkhttp://dx.doi.org/10.1016/j.leaqua.2014.08.004AnnotationThis research investigated how women became leaders in the USA and inAsia. The researchers stated that on a corporate board women occupiedabout 6% of the seats in Asia and about 8% on executive committeeswhile in USA it is about 15% and 14%, in India it is much lower at 5%.The researchers stated that the factors that led to advancement were careeraspirations, or those that wanted to succeed on an individual level, whilethere were those that acquired success through interpersonal relationships,and role modelling. On an organizational level it was based on beingselected and promoted to that position, another factor which theresearchers doubted was masculinity for women which applied inAustralia however it did not apply in other Asian cultures as the femalegender roles were specifically dictated by the expectations and roles thatfemales/women are expected to take on. The researchers also speak aboutthe barriers that women face on an individual, interpersonal,organizational, and those that they face in society.The method that theresearchers used consisted of 76 women from America, China, India,Singapore who had mid-level to upper level managerial position inorganizations. Interviews were on a semi-structured basis in the countrieswhere these women reside, and when interviews lasted over 35-60minutes they were audio recorded. Data was analyzed inductively, andsimilarities and differences from each country was examined. To test rigorthe interviewers did not reside in the same countries as participants. Theresults of the research were that there were no tangible differences to howwomen in Asia attained success to women in the USA. Critique of thisresearch was that sample size was very small, and the research was notlaid out properly and was very difficult to understandas it was not clear,however it did come to the conclusion that it aimed for. LITERATURE REVIEW RESOURCES1511.Bibliographic Informationy Riggs, B., Porter,& Christopher (2017).Are there advantages to seeing leadership the same? A test of the mediating effect of LMX on the relationship between ILT congruence and employees’ development.The Leadership Quarterly 28, 285-299.Linkhttp://dx.doi.org/10.1016/j.leaqua.2016.10.009AnnotationThe research set about studying the effects of leader-member exchange onthe relationship between implicit leadership theories. The researchersstudied 74 matched pairs of supervisors and employees. They used onlyemployee responses to the survey questions. Demographics were fromdifferent ethnicities, and work experiences.The measures used wereBauer and Green’s LMX -8 scale, Epitropaki and Martin’s 21 itemmeasure was used to capture supervisors and employee ILT’s. The resultof the study was that leaders can confer upon followers leadership statuswhich when taken by those employees can lead to their own leadershipidentity. They also found out that implicit leadership theories (ILT)influenced the leader’s behavior and can indicate how followers respondto leader12.Bibliographic Information Y Rogers, R. (2012). Leadership communication styles:a descriptive analysis of health care professionals.Journal of Healthcare Leadership, 4, pp. 47-57doi:https://doi.org/10.2147/JHL.S30795Linkhttp://doaj.org/articles/ea255fee97f246149ef7c08567a833e5AnnotationThis study was a qualitative study consisting of 12 participants, nursesand physicians, from the health science division of a Southeastern LITERATURE REVIEW RESOURCES16University. They were department chairs and health care administrators.The methodology used in this research study consisted of two paradigmsthe interpretive and critical. The author described how the in-depthinterview was conducted in the study using document analysis andsnowball sampling technique.The object of the study was to examine theleadership styles of health care administrators, physicians, and nurses whochair departments. The researcher used the style approach, did a literaturereview discussed transformational, transactional, and servant leadership.The researcher interviews speak of the trend and advancement in healthcare industry and how leaders need to rebuild trust and direction to healthcare system as commitment and loyalty amongst workers are at a lowpeak. The study showed that physician decision-making is focused onoutcomes, and that they like to be in control, and resist collaborativeteamwork and sent mixed messages about what they believed aboutleadership. Researcher found that physicians need “being” that is whatleaders know, have, and do to restore ethics, and self-awareness, integrity,commitment, and authenticity and this should be taught earlier on in theirtraining so that they can appreciate collaborative, open-mindedleadership. When looking at nurses the researcher interviewed theyconcluded that nurses and nurse managers tend to work together, nurseslead by example. Hospital administrators thought that if everything wasalright then everything is working well, and they tend to delegate duties toothers as a leader.The research also talked about reflective practice as apart of professionalism. Limitations the study may be different in anotherorganization. Hospital administrators only aligned with transformationalleadership style so other leadership styles need to be studied. Futureresearch need to look at education, and stereotypes what othersubordinates or clients thought of physicians, nurses, and nurseadministrators.13.Bibliographic Information y Ruiz-Palomino, P., &Martinez-Canas, R. (2014).Ethical culture, ethical intent, and organizational citizenship behavior:The moderating and mediating role of person-organization fit.Journal of Business Ethics, 120, pp. 95-108.Linkdoi: 10.1007/s10551-013-1650-1Annotation "