Explore the vast range of titles available.

Technology can be helpful in supporting people with dementia in their daily lives. However, people with dementia are often not fully involved in the development process of new technology. This lack of involvement of people with dementia in developing technology-based interventions can lead to the implementation of faulty and less suitable technology. This systematic review aims to evaluate current approaches and create best practice guidelines for involving people with dementia in developing technology-based interventions. A systematic search was conducted in January 2019 in the following databases: EMBASE (Excerpta Medica database), PsycINFO, MEDLINE (Medical Literature Analysis and Retrieval System Online), CINAHL (Cumulated Index to Nursing and Allied Health Literature), and Web of Science. The search strategy included search terms in 3 categories: dementia, technology, and involvement in development. Narrative synthesis wove the evidence together in a structured approach. A total of 21 studies met the inclusion criteria. Most studies involved people with dementia in a single phase, such as development (n=10), feasibility and piloting (n=7), or evaluation (n=1). Only 3 studies described involvement in multiple phases. Frequently used methods for assessing involvement included focus groups, interviews, observations, and user tests. Most studies concluded that it was both necessary and feasible to involve people with dementia, which can be optimized by having the right prerequisites in place, ensuring that technology meets standards of reliability and stability, and providing a positive research experience for participants. Best practice guidelines for the involvement of people with dementia in developing technology-based interventions are described.

The Interdisciplinary Network for Dementia Using Current Technology, INDUCT, is a Marie Sklodowska Curie funded International Training Network that aims to develop a multi-disciplinary, inter-sectorial educational research framework for Europe to improve technology and care for people with dementia, and to provide the evidence to show how technology can improve the lives of people with dementia. Within INDUCT (2016-2020) 15 Early Stage Researchers worked on projects in the areas of Technology to support every day life; technology to promote meaningful activities; and health care technology. Three transversal objectives were adopted by INDUCT: 1) To determine the practical, cognitive and social factors needed to make technology more useable for people with dementia; 2) To evaluate the effectiveness of specific contemporary technology; and 3) To trace facilitators and barriers for implementation of technology in dementia care. The main recommendations resulting from the research projects are integrated in a web-based digital Best Practice Guidance on Human Interaction with Technology in Dementia which will be presented at the congress. The recommendations are meant to be helpful for different target groups, i.e. people with dementia, their formal and informal carers, policy makers, designers and researchers, who can easily select the for them relevant recommendations in the Best Practice Guidance by means of a selection tool. The main aim of the Best Practice Guidance is to improve the development, usage and implementation of technology for people with dementia in the three mentioned technology areas. This Best Practice Guidance is the result of the intensive collaborative partnership of INDUCT with academic and non-academic partners as well as the involvement of representatives of the different target groups throughout the INDUCT project. Acknowledgements: The research presented was carried out within the Marie Sklodowska Curie International Training Network (ITN) action, H2020-MSCA-ITN-2015, grant agreement number 676265.

According to Human Values Theory, values are transituational goals that guide our lives. They can be organized in 10 motivational types: achievement, power, security, conformity, tradition, benevolence, universalism, self-direction, stimulation and hedonism. As abstract constructs, they can influence other more specific constructs, such as attitudes, which are psychological tendencies to evaluate a particular entity with some degree of favorability. This study aimed to measure the effect of values on attitudes toward transformational and transactional leadership styles. The primer consists in inspiring subordinates and stimulating them to go beyond self-interest in favor of organizational well-being. The latter focuses on negotiating exchanges and punishing performances above expectations. A sample of 324 professionals from the city of Brasilia has answered the questionnaire, 88.5% from public organizations, 76% male, with average age of 33.36 years (SD = 8.67). Personal values were measured with the reduced version of the Portraits Questionnaire (PQ21), social desirability with Marlowe-Crowne scale and attitudes with the scale of attitudes toward leadership styles. Results indicate that the two types of attitude were positively related, although the one toward transformational style had more favorable responses. Attitude towards transformational style had a positive relationship with universalism, benevolence and self-direction and negative relationship with power, achievement and tradition. On the other hand, attitude toward transactional style related positively with self-direction and negatively with power, achievement and tradition. Hierarchical regression for transformational leadership showed that, after controlling for socio-demographic variables and social desirability, the inclusion of values caused an increase of 0.17 in the R2. Universalism, power, tradition and hedonism were significant predictors of this attitude. In contrast, for transactional leadership, R2 change was of 0.06. There was no significant contribution of any specific value. In general, results indicate that the attitude toward transformational leadership style is more influenced by values, pointing directions to managers interested in promoting this kind of leadership. We would recommend replicating this research in other contexts and including actual management behavior as a variable. [PUBLICATION ABSTRACT]

According to Human Values Theory, values are transituational goals that guide our lives. They can be organized in 10 motivational types: achievement, power, security, conformity, tradition, benevolence, universalism, self-direction, stimulation and hedonism. As abstract constructs, they can influence other more specific constructs, such as attitudes, which are psychological tendencies to evaluate a particular entity with some degree of favorability. This study aimed to measure the effect of values on attitudes toward transformational and transactional leadership styles. The primer consists in inspiring subordinates and stimulating them to go beyond self-interest in favor of organizational well-being. The latter focuses on negotiating exchanges and punishing performances above expectations. A sample of 324 professionals from the city of Brasilia has answered the questionnaire, 88.5% from public organizations, 76% male, with average age of 33.36 years (SD = 8.67). Personal values were measured with the reduced version of the Portraits Questionnaire (PQ21), social desirability with Marlowe-Crowne scale and attitudes with the scale of attitudes toward leadership styles. Results indicate that the two types of attitude were positively related, although the one toward transformational style had more favorable responses. Attitude towards transformational style had a positive relationship with universalism, benevolence and self-direction and negative relationship with power, achievement and tradition. On the other hand, attitude toward transactional style related positively with self-direction and negatively with power, achievement and tradition. Hierarchical regression for transformational leadership showed that, after controlling for socio-demographic variables and social desirability, the inclusion of values caused an increase of 0.17 in the [R.sup.2]. Universalism, power, tradition and hedonism were significant predictors of this attitude. In contrast, for transactional leadership, [R.sup.2] change was of 0.06. There was no significant contribution of any specific value. in general, results indicate that the attitude toward transformational leadership style is more influenced by values, pointing directions to managers interested in promoting this kind of leadership. We would recommend replicating this research in other contexts and including actual management behavior as a variable. KEYWORDS Values; Attitudes; Leadership; Transformational; Transactional. Segundo a teoria dos valores humanos, valores sao metas transituacionais norteadoras da vida do individuo e se agrupam em dez tipos motivacionais: realizacao, poder, seguranca, conformidade, tradicao, benevolencia, universalismo, autodeterminacao, estimulacao e hedonismo. Trata-se de construtos abstratos que podem influenciar outros mais especificos, como atitudes, entendidas como tendencias psicologicas em avaliar uma entidade particular com algum grau de favorabilidade ou desfavorabilidade. O objetivo deste estudo foi mensurar o efeito dos valores nas atitudes dos individuos em relacao aos estilos de lideranca transformacional e transacional. O primeiro estilo e caracterizado por inspirar os liderados e leva-los a transcender o proprio interesse pelo bem da organizacao. Ja o segundo baseia-se em negociar trocas e punir desempenhos aquem do esperado. Um questionario foi aplicado a 324 profissionais da cidade de Brasilia, sendo 88,5% de orgaos publicos, 76% homens, com idade media de 33,36 anos (DP = 8,67). Valores pessoais foram mensurados com a versao reduzida do questionario de perfis de valores pessoais (PQ21), a desejabilidade social com a escala de Marlowe-Crowne e as atitudes com a escala de atitudes perante estilos de lideranca. Analises apontaram que as duas atitudes estavam positivamente relacionadas, embora aquela ante a lideranca transformacional tenha obtido maiores indices de favorabilidade. A atitude perante o estilo transformacional teve correlacao positiva com universalismo, benevolencia e autodeterminacao, e negativa com poder, realizacao e tradicao. Ja a atitude ante o estilo transacional relacionou-se positivamente com autodeterminacao e negativamente com poder, realizacao e tradicao. Na regressao hierarquica para a lideranca transformacional, apos controle de variaveis sociodemograficas e da desejabilidade social, a inclusao dos valores trouxe mudanca no [R.sup.2] de 0,17, e universalismo, poder, tradicao e hedonismo foram preditores significativos dessa atitude. Ja para a lideranca transacional, a mudanca no [R.sup.2] foi de 0,06, nao havendo contribuicao significativa de nenhum valor em especifico. No geral, os resultados indicam que a atitude perante a lideranca transformacional e mais influenciada por valores, apontando caminhos para gestores interessados em promover esse estilo de lideranca. Sugere-se a replicacao do estudo em outros contextos e com a inclusao da variavel comportamento gerencial. PALAVRAS-CHAVE Valores; Atitudes; Lideranca; Transformacional; Transacional. Segun la teoria de valores humanos, valores son metas transituacionales que guian la vida del individuo y se organizan en 10 tipos motivacionales: logro, poder, seguridad, conformidad, tradicion, benevolencia, universalismo, autodireccion, estimulacion y hedonismo. Son constructos abstractos que pueden influenciar otros mas especificos, como actitudes, esas definidas como tendencias psicologicas en evaluar una entidad particular con algun nivel de favorabilidad. El objetivo de esta pesquisa fue mensurar el efecto de los valores en las actitudes de los individuos en relacion a los estilos de liderazgo transformacional y transaccional. El primer consiste en inspirar a los subordinados y conducirlos a transcender sus intereses personales por la organizacion. El segundo esta basado en negociar cambios y punir rendimientos abajo del esperado. Participaron de esta pesquisa 324 profesionales de la ciudad de Brasilia, 88,5% de organizaciones publicas, 76% hombres, con edad media de 33,36 anos (DE = 8,67). Fueron administrados la version reducida del cuestionario de perfiles de valores personales (PQ21), la escala de Marlowe-Crowne para la deseabilidad social y la escala de actitudes relativas a estilos de liderazgo. Los analisis indicaron que los dos tipos de actitudes estaban positivamente relacionados, aunque aquel relativo al liderazgo transformacional tenga obtenido mayores indices de favorabilidad. La actitud relativa al estilo transformacional tuvo correlaciones positivas con universalismo, benevolencia y autodireccion y negativas con poder, logro y tradicion. Por otro lado, la actitud relativa al estilo transaccional tuvo correlaciones positivas con autodireccion y negativas con poder, logro y tradicion. En la regresion jerarquica para el liderazgo transformacional, una vez controladas las variables sociodemograficas y la deseabilidad social, la inclusion de los valores ha aumentado en 0,17 el [R.sup.2]. Universalismo, poder, tradicion y hedonismo fueron predictores significativos de esta actitud. Para el liderazgo transaccional, el cambio en el [R.sup.2] fue de 0,06, sin contribucion significativa de ningun valor en especifico. Los resultados indican que la actitud relativa al liderazgo transformacional sufre mas influencia de valores, lo que abre caminos para administradores interesados en promover este tipo de liderazgo. Se sugiere la replicacion de la pesquisa en otros contextos y con la inclusion de la variable comportamiento gerencial. PALABRAS CLAVE Valores; Actitudes; Liderazgo; Transformacional; Transaccional.

According to Human Values Theory, values are transituational goals that guide our lives. They can be organized in 10 motivational types: achievement, power, security, conformity, tradition, benevolence, universalism, self-direction, stimulation and hedonism. As abstract constructs, they can influence other more specific constructs, such as attitudes, which are psychological tendencies to evaluate a particular entity with some degree of favorability. This study aimed to measure the effect of values on attitudes toward transformational and transactional leadership styles. The primer consists in inspiring subordinates and stimulating them to go beyond self-interest in favor of organizational well-being. The latter focuses on negotiating exchanges and punishing performances above expectations. A sample of 324 professionals from the city of Brasilia has answered the questionnaire, 88.5% from public organizations, 76% male, with average age of 33.36 years (SD = 8.67). Personal values were measured with the reduced version of the Portraits Questionnaire (PQ21), social desirability with Marlowe-Crowne scale and attitudes with the scale of attitudes toward leadership styles. Results indicate that the two types of attitude were positively related, although the one toward transformational style had more favorable responses. Attitude towards transformational style had a positive relationship with universalism, benevolence and self-direction and negative relationship with power, achievement and tradition. On the other hand, attitude toward transactional style related positively with self-direction and negatively with power, achievement and tradition. Hierarchical regression for transformational leadership showed that, after controlling for socio-demographic variables and social desirability, the inclusion of values caused an increase of 0.17 in the [R.sup.2]. Universalism, power, tradition and hedonism were significant predictors of this attitude. In contrast, for transactional leadership, [R.sup.2] change was of 0.06. There was no significant contribution of any specific value. in general, results indicate that the attitude toward transformational leadership style is more influenced by values, pointing directions to managers interested in promoting this kind of leadership. We would recommend replicating this research in other contexts and including actual management behavior as a variable.