Organisational Citizenship Behaviour

Running head: ANNOTATED BIBLIOGRAPHY
Annotated Bibliography
Name of the Student:
Name of the University:
Author note:

1ANNOTATED BIBLIOGRAPHY
1. Mahembe, B. and Engelbrecht, A.S., 2014. The relationship between servant leadership,
organisational citizenship behaviour and team effectiveness. SA Journal of Industrial
Psychology, 40(1), pp.01-10.
In this study, the authors have been focused on analysing the relationship inn between
the team effectiveness, Organisational Citizenship Behaviour and servant leadership in the
system of South African school. It has been elaborated on the changing nature of the
leadership, which is furthermore combined with increased use of groups or teams. The
authors of this article have shed light on how the practices of follower-focused leadership
fosters the success of the team member. A survey has been conducted in this study along with
288 educators belonging from 38 different schools from the Western Cape in South Africa.
The questionnaires on servant leadership and team effectiveness have portrayed very high
level of internal consistency. Furthermore, in this article, the scale of the organisational
citizenship behaviour has unveiled modest reliability coefficients. The study has concluded
saying that both the organisational citizenship behaviour (OCB) as well as team effectiveness
are the major outcomes that are very necessary for the success of a team. From the survey, it
has been found that there is an affirmative relationship in between the OCB, servant
leadership and team effectives. Also, the practices of servant leadership play a very vital part
in team effectiveness and organisational citizenship behaviour. Hence, it can be stated that
both OCB and servant leadership have a significant impact on the team effectiveness.
2. Salas, E. and Rosen, M.A., 2013. Building high reliability teams: progress and some
reflections on teamwork training. BMJ Qual Saf, 22(5), pp.369-373.
In this paper the authors have been elaborated on the success of team development
and training programs in the health care systems. The field of team training in the health care
has been significantly improved in the current years. The article have added some

2ANNOTATED BIBLIOGRAPHY
methodologies that are adapted and refined for the diverse and unique needs within the
healthcare. The paper has continued to emerge and strengthen the fact that the concept of
team training is a very effective strategy in order to improve the safety of the patients
prevailing in the health care. Authors in this research have also elucidated the situations
under which the teamwork training have the most possibility to have influence. In this special
subject, this article is a very powerful representation of the shape of science, the enhancing
sophistication of teamwork training research, diversity in the applications and the practices
that are implemented in the healthcare. The authors here have attempted to locate all the
conclusions in this regard within a wide context of health care team training, discussing about
the prevailing needs and identifying high rank of themes in the present state of the field.
3. Weller, J., Boyd, M. and Cumin, D., 2014. Teams, tribes and patient safety: overcoming
barriers to effective teamwork in healthcare. Postgraduate medical journal, pp.postgradmedj-
2012.
This extensive paper has identified the shared mental models, the mutual trust, closed-
loop communication and respect as the foundation that is solely required for building an
effective team. The authors here have stated that the modern health care is delivered through
distributed as well as multidisciplinary heath care teams who depends on effective
communication and teamwork in order to ensure safe patient care. The paper has also
identified the various challenges that prevails in the healthcare environment. The authors in
this study have explored those challenges in a structure of organisational, psychological and
educational problem to the development of well efficient and successful healthcare teams.
Furthermore, it has identified that the educational interventions have the ability to promote
better understanding of all the principles of teamwork and they could assist the staffs in
understanding the roles and perspectives of each other in the system. They could also help in
developing specific strategies for communication as well but the authors have also urged to

3ANNOTATED BIBLIOGRAPHY
note that they might not be enough on their own. Furthermore, the authors in this study have
proposed a seven step plan for overcoming the challenges to successful team communication
which assimilate organisational, psychological and education strategies. The evidences in this
study have proved that the improvement in the teamwork of healthcare units could result in
notable profit in the patient safety, complication rate, effectiveness of care and mortality rate.
4. Jaruseviciene, L., Liseckiene, I., Valius, L., Kontrimiene, A., Jarusevicius, G. and Lapão,
L.V., 2013. Teamwork in primary care: perspectives of general practitioners and community
nurses in Lithuania. BMC family practice, 14(1), p.118.
The main focus of the authors of this study is to gain a more in-depth understanding
of the occurence of teamwork in the region of Lithuania through traversing the experience of
team working by some GPs (general practitioners) and CNs (community nurses) who are
engaged in the PHC. The method that have been used by the authors of this study is that they
formed a sum of six focus groups along with 27 CNs and 29 GPs from the Kaunas, Lithuania.
They have further transcribed verbatim and recorded the discussions during the process. The
analysis of those data of focus group has identified 6 thematic categories that are linked with
the teamwork in PHC. They are the team work among the team members of PHC, PHC
structure, the competencies of the team members of PHC, explanation of the roles and duties
of the team members as well as the organisational background for team working. They have
provided the readers a strong point for discussion of a thematic model of a teamwork which
further accepts individual, organisational and formal factors. The study hence suggested that
both the formal and the distinctive behavioural factors must be chosen while aiming to make
the PHC teams strong.

4ANNOTATED BIBLIOGRAPHY
5. Curşeu, P.L. and Pluut, H., 2013. Student groups as learning entities: The effect of group
diversity and teamwork quality on groups' cognitive complexity. Studies in Higher
Education, 38(1), pp.87-103.
This study has highlighted the importance of collaborative and group learning in the
higher education level. The authors here have presented a brief list of importance and benefits
of collaborative learning. This study has been further elaborated on these of the above
insights through testing a model in which the quality of teamwork mediates the influence of
different compositional differences on the cognitive complexity of the groups in a survey of
159 different groups of students. The cultural differences that have been taken into
consideration are of the nationality, gender, diversity in teamwork expertise and the need of
cognition disparity. The results of the study have supported the fact of importance of
mediating role of a quality teamwork. It has been concluded on proving that the teamwork
has a vital practical implications on the designing of the students’ groups in the high level
education.
6. Jones, K.J., Skinner, A.M., High, R. and Reiter-Palmon, R., 2013. A theory-driven,
longitudinal evaluation of the impact of team training on safety culture in 24 hospitals. BMJ
Qual Saf, pp.bmjqs-2012.
In this study, the authors have evaluated on the influence of yea-long term training
programs on the safety culture in 24 different hospitals through making use of two theoretical
frameworks. They have used a total of two quasi-experimental designs and they are a cross-
sectional collation of hospital survey based on the results of the patient safety culture
(HSOPS) from an intercession group of twenty four different hospitals to a fixed group of
thirteen hospitals as well as a pre-post comparison of the HSOPS has resulted in the
intervention hospitals. The dependent variable was the HSOPS items that are displaying the

5ANNOTATED BIBLIOGRAPHY
four major aspects of the safety culture; the independent variable was procured from the
items that were attached to the HSOPS that guarded the extent of team learning, transfer and
training. They have further used a much unspecialised linear mixed model approach for
accounting for the corresponding nature of data. The paper concluded that team training has
the potential to lead to transformational change in the safety culture in case if the working
environment supports and encourage the transport of learning of new behaviour.
7. Owen, C., Bearman, C., Brooks, B., Chapman, J., Paton, D. and Hossain, L., 2013.
Developing a research framework for complex multi–team coordination in emergency
management. International Journal of Emergency Management, 9(1), pp.1-17.
This study addresses the earlier calls for the growth and development process of the
new theoretical frameworks in order to execute for management coordination of multi-agency
emergency which is required in the complicated events in a better way. The authors of this
paper has used a team work model which consists of four phases- the plan formulation,
situation assessment, team learning and plan execution. In order to develop further this
research framework, the authors have added several indicators from different multi-
organisational literature to the ones that are found in both teamwork and individual literature
for developing a more inclusive account of the multi-organisational coordination or the multi
team. This study has also identified the primary mainstay points for the future use in the data
collection method,
8. Nancarrow, S.A., Booth, A., Ariss, S., Smith, T., Enderby, P. and Roots, A., 2013. Ten
principles of good interdisciplinary team work. Human resources for Health, 11(1), p.19.
This paper has laid a great emphasis on the team work process as well as its
outcomes. It draws to different origin of knowledge in order to identify the different quality
of good interdisciplinary team and they are the perceptions of more than 253 staffs belonging

6ANNOTATED BIBLIOGRAPHY
from eleven community rehabilitation and the intermediate care teams in the UK as well as a
published systematic review of different literatures on the interdisciplinary team working.
The result of this study has identified ten characteristics that underpin the effective
integrative team work, namely the personal rewards, positive leadership and management
attributes, communication structures and strategies, proper procedures and resources, proper
skill mix, supportive climate, training and development, characteristics of individuals that
supports interdisciplinary team work, clarity of the vision, understanding and respecting the
roles and outcomes and clarity of care. The authors finally proposed competency statements
which an effective interdisciplinary team that is functioning at high level is supposed to
demonstrate.
9. Thomas, L. and Galla, C., 2013. Building a culture of safety through team training and
engagement. BMJ Qual Saf, 22(5), pp.425-434.
The goal of the authors in this study is to develop a culture of safety of the patients
within a structure which optimises both the ongoing engagement and teamwork of healthcare
team. It has been identified that teamwork has a great impact on the effectiveness of care,
clinical outcomes as well as on the patient safety. The authors have further mentioned that
team training too plays a very important role in building an effective team. They have
identified the team training as a strategy that is used to enhance the team performance. It
helps in reducing the often occurred medical errors and also assist in building up of a culture
of safety in the healthcare units. Hence, the authors have therefore implemented team tools
and strategies in order to foster and enhance the patient safety and team performance.
10. Crawford, E.R. and Lepine, J.A., 2013. A configural theory of team processes:
Accounting for the structure of taskwork and teamwork. Academy of Management
Review, 38(1), pp.32-48.

7ANNOTATED BIBLIOGRAPHY
The authors of this study have applied the social network concepts in this paper in
order to suggest the theory which express the structural configurations of the teamwork and
task work processes in regards to subgrouping, centralisation and closure. The authors here
have identified that the theories of team procedure have solely based on the temporal
relevance and content while greatly ignoring the inference of the structure. They have
suggested that the possibility of the organisations for performing well gets increased when
the people in it works effectively as a team. They have suggested that a good teamwork
creates synergy. The theory of this paper has challenged the conventional view which
enhances in the team processes and are both uniformly and inherently advantageous and
further describes how the structural configurations consists of the trade-offs which needs to
be acknowledged in the practice and research of the subject.

8ANNOTATED BIBLIOGRAPHY
References:
Crawford, E.R. and Lepine, J.A., 2013. A configural theory of team processes: Accounting
for the structure of taskwork and teamwork. Academy of Management Review, 38(1), pp.32-
48.
Curşeu, P.L. and Pluut, H., 2013. Student groups as learning entities: The effect of group
diversity and teamwork quality on groups' cognitive complexity. Studies in Higher
Education, 38(1), pp.87-103.
Jones, K.J., Skinner, A.M., High, R. and Reiter-Palmon, R., 2013. A theory-driven,
longitudinal evaluation of the impact of team training on safety culture in 24 hospitals. BMJ
Qual Saf, pp.bmjqs-2012.
Mahembe, B. and Engelbrecht, A.S., 2013. The relationship between servant leadership,
affective team commitment and team effectiveness. SA Journal of Human Resource
Management, 11(1), pp.1-10.
Mahembe, B. and Engelbrecht, A.S., 2014. The relationship between servant leadership,
organisational citizenship behaviour and team effectiveness. SA Journal of Industrial
Psychology, 40(1), pp.01-10.
Nancarrow, S.A., Booth, A., Ariss, S., Smith, T., Enderby, P. and Roots, A., 2013. Ten
principles of good interdisciplinary team work. Human resources for Health, 11(1), p.19.
Owen, C., Bearman, C., Brooks, B., Chapman, J., Paton, D. and Hossain, L., 2013.
Developing a research framework for complex multi–team coordination in emergency
management. International Journal of Emergency Management, 9(1), pp.1-17.

9ANNOTATED BIBLIOGRAPHY
Salas, E. and Rosen, M.A., 2013. Building high reliability teams: progress and some
reflections on teamwork training. BMJ Qual Saf, 22(5), pp.369-373.
Thomas, L. and Galla, C., 2013. Building a culture of safety through team training and
engagement. BMJ Qual Saf, 22(5), pp.425-434.
Weller, J., Boyd, M. and Cumin, D., 2014. Teams, tribes and patient safety: overcoming
barriers to effective teamwork in healthcare. Postgraduate medical journal, pp.postgradmedj-
2012.