Explore the vast range of titles available.

Objective: To checking the workplace-based assessment of the junior faculty members (demonstrators) by multisource feedback through a modified form of the mini-pat questionnaire. Study Design: Cross-sectional Study. Place and Duration of the Study: Gujranwala Medical College, Gujranwala Pakistan, Dec till Dec 2023. Methodology: A validated modified form of Mini pat questionnaire was filled by the staff members regarding feedback of junior faculty members (Demonstrators) after obtaining informed consent from them. A convenient sampling technique was used. For one demonstrator, six different members of the same department gave feedback to the Department of Medical Education (DME). All methods were carried out following relevant guidelines and regulations. Results: A total of 228 questionnaires were filled by 46 assessors. Means ± standard deviations of the scores were calculated. Written/Electronic communication with colleagues was given the lowest mean value of 3.09±0.78 while reliability (trustworthy/devoted/dependable) was given the highest mean value of 3.20±0.69. The association of the means of the responses was also checked with gender by independent sample t-test but none of the responses was found significantly associated with gender. Conclusion: Hence it is concluded that workplace-based assessment of the junior faculty members by multisource feedback is the new form of assessment which shows multiple aspects of assessing a worker which reduces bias.

In megacities, there is an urgent need to establish more sensitive forecasting and early warning methods for acute respiratory infectious diseases. Existing prediction and early warning models for influenza and other acute respiratory infectious diseases have limitations and therefore there is room for improvement. The aim of this study was to explore a new and better-performing deep-learning model to predict influenza trends from multisource heterogeneous data in a megacity. We collected multisource heterogeneous data from the 26th week of 2012 to the 25th week of 2019, including influenza-like illness (ILI) cases and virological surveillance, data of climate and demography, and search engines data. To avoid collinearity, we selected the best predictor according to the weight and correlation of each factor. We established a new multiattention-long short-term memory (LSTM) deep-learning model (MAL model), which was used to predict the percentage of ILI (ILI%) cases and the product of ILI% and the influenza-positive rate (ILI%×positive%), respectively. We also combined the data in different forms and added several machine-learning and deep-learning models commonly used in the past to predict influenza trends for comparison. The R value, explained variance scores, mean absolute error, and mean square error were used to evaluate the quality of the models. The highest correlation coefficients were found for the Baidu search data for ILI% and for air quality for ILI%×positive%. We first used the MAL model to calculate the ILI%, and then combined ILI% with climate, demographic, and Baidu data in different forms. The ILI%+climate+demography+Baidu model had the best prediction effect, with the explained variance score reaching 0.78, R reaching 0.76, mean absolute error of 0.08, and mean squared error of 0.01. Similarly, we used the MAL model to calculate the ILI%×positive% and combined this prediction with different data forms. The ILI%×positive%+climate+demography+Baidu model had the best prediction effect, with an explained variance score reaching 0.74, R reaching 0.70, mean absolute error of 0.02, and mean squared error of 0.02. Comparisons with random forest, extreme gradient boosting, LSTM, and gated current unit models showed that the MAL model had the best prediction effect. The newly established MAL model outperformed existing models. Natural factors and search engine query data were more helpful in forecasting ILI patterns in megacities. With more timely and effective prediction of influenza and other respiratory infectious diseases and the epidemic intensity, early and better preparedness can be achieved to reduce the health damage to the population.

Addressing the challenges faced by team leaders in fostering both individual and team creativity, this research developed and tested a multilevel model connecting dual-focused transformational leadership (TFL) and creativity and incorporating intervening mechanisms at the two levels. Using multilevel, multisource survey data from individual members, team leaders, and direct supervisors in high-technology firms, we found that individual-focused TFL had a positive indirect effect on individual creativity via individual skill development, whereas team-focused TFL impacted team creativity partially through its influence on team knowledge sharing. We also found that knowledge sharing constituted a cross-level contextual factor that moderated the relationship among individual-focused TFL, skill development, and individual creativity. We discuss the theoretical and practical implications of this research and offer suggestions for future research.

Promoting shared leadership in teams and enhancing team creativity is aided by complementarity between leader and team member characteristics. We integrate insights from social learning theory and dominance complementarity perspective with the team leadership and creativity literature to explore the facilitating role of formal participative leadership for enhancing team creativity indirectly by promoting shared leadership. The relationships among formal participative leadership, shared leadership, and team creativity are bounded by team voice behavior and team creative efficacy. To test our theoretical model, we collected multisource and multiwave survey data from 382 members of 73 teams. Results revealed a significant positive relationship of participative leadership with shared leadership in teams, which in turn was positively associated with team creativity. Team voice behavior and team creative efficacy moderated these relationships, respectively, by strengthening the positive relationships. We discuss the theoretical contributions, practical implications, and future directions of our findings.

The evidence that empowering leadership is an effective form of team leadership brings the question on what the antecedents of empowering leadership are into focus. We propose that empowering leadership is driven by considerations of the normative and situational appropriateness of empowering leadership that are associated with leader power distance value and leader perception of team capability. We propose that leader power distance and perceived team capability interact such that the influence of leader power distance on empowering leadership is stronger with higher perceived team capability. We extend our model to show that by affecting empowering leadership, the interaction of leader power distance and perceived team capability indirectly influences team innovation, an important team outcome associated with empowered teamwork. We tested our model in two multisource surveys in China: Study 1 of 84 technical teams and Study 2 of 83 financial service teams. We discuss how our study contributes to empowering leadership theory by providing a theoretical perspective that lends itself well to identifying other trait and situational antecedents of empowering leadership.

Interpersonal trust is associated with a range of adaptive outcomes, including knowledge sharing. However, to date, our knowledge of antecedents and consequences of employees feeling trusted by supervisors in organizations remains limited. On the basis of a multisource, multiwave field study among 956 employees from 5 Norwegian organizations, we examined the predictive roles of perceived mastery climate and employee felt trust for employees' knowledge sharing. Drawing on the achievement goal theory, we develop and test a model to demonstrate that when employees perceive a mastery climate, they are more likely to feel trusted by their supervisors at both the individual and group levels. Moreover, the relationship between employees' perceptions of a mastery climate and supervisor-rated knowledge sharing is mediated by perceptions of being trusted by the supervisor. Theoretical contributions and practical implications of our findings are discussed.

We examine bottom-line mentality (BLM) at the group level and examine the effect of group BLM on group psychological safety and subsequent group creativity. We draw on goal shielding theory to suggest that groups high in BLM narrowly focus on bottom-line outcomes, which encourages them to eliminate distracting considerations from their work processes. Because the group's high BLM encapsulates goal shielding, these groups are deficient in fostering psychological safety as an important interpersonal process that facilitates group creativity. We also couple goal shielding theory with arguments related to situational strength to examine group BLM agreement (i.e., the standard deviation of the mean of group BLM) as a first stage moderator. We contend that high-BLM agreement (vs. low agreement) strengthens the goal shielding effect of group BLM, which is reflected by a stronger detrimental effect on group psychological safety that then reduces group creativity. We found support for our theoretical model using multisource, multiwave field data from a diverse sample of workgroups and their supervisors. We discuss the theoretical implications of our research and provide practical suggestions for limiting the deleterious consequences of group BLMs in the workplace.

Multisource data collected at three time phases were used in investigating when servant leadership elicits gratitude and then promotes prosocial behaviors. We tested a moderated mediation model, contending that relational attributions moderate the relationship between servant leadership and gratitude, and then gratitude sequentially predicts interpersonal citizenship behaviors and upward voice. As hypothesized, when employees do not highly rely on relational attributions for servant leadership, they feel more gratitude and subsequently engage in more interpersonal citizenship behaviors and upward voice than the employees who rely on relational attributions to explain their interactions with the leader. The sequential indirect effect from servant leadership to upward voice via gratitude and then interpersonal citizenship behaviors was significant when relational attributions are low rather than high.

Defining embeddedness as a psychological construct that influences individuals to stay, we draw on conservation of resources theory to develop and test a model of the influence of contextual social support resources on both organizational and community forms of embeddedness. In addition to the direct relationship between support and embeddedness, we also assess the mediating influence of organizational and community psychological safety and the moderating impact of need to belong. Using a multisource sample of employees and coworkers (N = 165), we found support for most of the hypotheses. Social support resources emanating from the organization and the community were positively associated with embeddedness in each domain, and psychological safety mediated these relationships. We also found that need to belong was an important boundary condition in the determination of organizational embeddedness. We discuss the theoretical contributions and practical implications of our findings.

Previous research suggests that performance-prove goal orientation is positively related to knowledge hiding. However, we argue that this effect depends on the focus of performance feedback (i.e., individual- and group-focused feedback), which shapes the nature of the competitive expression of performance-prove goal orientation (i.e., intragroup and intergroup oriented). We conducted three studies to test our theoretical model. The results of Study 1 with time-lagged data from 128 part-time MBA students showed that performance-prove goal orientation was positively related to knowledge hiding when performance feedback focused more (vs. less) on individual performance but was negatively related to knowledge hiding when performance feedback focused more (vs. less) on group performance. Study 2 replicated these moderation findings in an experimental study of 210 undergraduate students. Study 3 again replicated the moderation effects using multisource data from 317 employees and their supervisors. It also included creativity as an outcome of knowledge hiding and illustrated the distal consequence of the moderation effects of individual- and group-focused performance feedback. We then discussed the implications for the theory and practice of performance-prove goal orientation and knowledge hiding.