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Journal Article 1: Heldal, F., & Antonsen, S. (2014). Team leadership in a high-risk organization: The role of contextual factors. Small Group Research, 45, 376–399.

Abstract: Some small groups perform their tasks in high-risk settings, where team leadership is crucial for the ability to deal with danger. However, we still know little about how the high-risk context may affect this ability. In this article, we draw on a single-case study to investigate team leadership in a high-risk organization. Present theories depict a rather static view on team context, which we argue do not comply with the complexity and dynamic environment of a high-risk organization. We show that in such an environment contextual factors can be of great importance to the internal dynamics of small groups at a different level and matter than previously thought. We argue that effective team leadership hinges upon how team leaders interpret and make sense of contextual factors. We believe that viewing team leadership in this light will contribute to a new understanding of the small group in relation to its surroundings.

Journal Article 2: Gupta, V. K., Huang, R., & Niranjan, S. (2010). A longitudinal examination of the relationship between team leadership and performance. Journal of Leadership & Organizational Studies, 17, 335–350.

Abstract: The use of teams is ubiquitous and appears to be increasing in contemporary organizations. Teams allow individuals to work together and integrate their diverse knowledge and skills to deal with strategic and operational challenges confronting their organizations. In present study, the authors seek to advance scholarly knowledge on team leadership. They adopt a dynamic approach by collecting longitudinal data from teams competing in a simulated athletic footwear industry. In doing so, they examine the impact of team leadership on performance, as well as the impact of performance on subsequent team leadership, and they examine the mediating role of cohesion and conflict in the relationship between team leadership and performance. They use partial least squares to analyze the data. Finally, they discuss research and practical implications and highlight future research directions.

Journal Article 3: Seed, M. S., Torkelson, D. J., & Karshmer, J. F. (2009). The clinical nurse leader: Helping psychiatric mental health nurses transform their practice. Journal of American Psychiatric Nurses Association, 15, 120–125.

Abstract: The national movement to transform the health care delivery systems must include a focus on mental health treatment. To address similar deficits across other practice domains, the Clinical Nurse Leader (CNL) role has been created. The CNL is a master's degree that prepares a nurse to use a systems perspective to improve outcomes for a cohort of patient, deliver care based on best practices, and coordinate care in a multidisciplinary team. Applying the CNL role to mental health care could help psychiatric mental health nursing be at the forefront in the transformation of mental health care delivery.