Eduardo Salas
Biographic Data
| ID | 173580 |
|---|---|
| NAME | Eduardo Salas |
| GIVEN NAMES | Eduardo |
| FAMILY NAME | Salas |
| SIGNATURE | SALAS E |
| AFFILIATIONS | Rice University |
| ORCID | 0000-0002-5448-4958 |
| VERIFIED | Yes |
| TOTAL WORKS | 54 |
| TOTAL CITATIONS | 175 |
| AUTHOR COUNT | 52 |
| EDITOR COUNT | 2 |
| FIRST PUBLICATION YEAR | 1989 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 7 |
Team FIRST: An innovative educational strategy for teaching teamwork competencies to medical students
BACKGROUND: Effective teamwork is paramount for the delivery of safe and reliable patient care. For high-level performance, team members must develop core teamwork competencies early in their careers. Although training approaches exist for professionals working in a clinical setting, a consensus on how best to deliver competency-based teamwork education to medical students beginning their healthcare careers is lacking. METHODS: The Team FIRST cur…
Preparing for Tomorrow's Teamwork: Insights From eSports on How Human Expertise Shapes Training Needs for AI‐Integrated Work
As organizations increasingly adopt human‐AI teams (HATs), understanding how to enhance team performance is paramount. A crucially underexplored area for supporting HATs is training, particularly helping human teammates to work with these inorganic counterparts. Indeed, research on training for HATs is limited, often relying on human team training frameworks, failing to consider the humans' expertise‐based training needs and how this may affect c…
Interpersonal trust and distrust at work: Scale validation and theoretical exploration
Interpersonal trust is one of the most widely studied topics in organizational research. One notable theoretical controversy that has remained over the decades is the potential distinction between trust and distrust. The current research advances this debate by developing and validating theory‐based measures of trust and distrust. We take an attitude theory approach to develop scales based on the Lewicki et al. (1998) conceptualization of trust a…
St Century teaming and beyond: Advances in human-autonomy teamwork
Stepping out of the shadow of human-human teaming: Crafting a unique identity for human-autonomy teams
Human-autonomy Teaming: Need for a guiding team-based framework
How to overcome the nine most common teamwork barriers
Teamwork can have great benefits, but several predictable challenges can negatively impact team performance. In this paper, we examine these challenges, and summarize nine of the most common barriers to effective teamwork (i.e., competing demands, undervaluing teammates, power differentials, a leader not promoting collaboration, inexperience working together, dynamic demands, interdisciplinary teams, team member overload, and lack of resources). …
Improving teamwork in multidisciplinary cross-sector teams: Adaption and pilot testing of a team training for Child Advocacy Center teams
TeamTRACS is a feasible approach to team training in CACs, and team members find the content and skills relevant and useful. Additional research is needed to test the effectiveness of TeamTRACS and identify appropriate implementation strategies to support its use
Building effective healthcare team development interventions in uncertain times: Tips for success
How to be an inclusive leader for gender-diverse teams
Does team orientation matter? A state‐of‐the‐science review, meta‐analysis, and multilevel framework
As teams are a foundational component of modern organizations, selection and training of employees to facilitate teamwork is of key importance. In this paper, we review and meta‐analyze research on the construct of team orientation. We differentiate between organizational‐, team‐, and individual‐level team orientation and discuss multilevel theory implications. A total of 39 articles comprising 210 effects were meta‐analyzed. Results indicate tha…
The Study of Teamwork Processes Within the Dynamic Domains of Healthcare: A Systematic and Taxonomic Review
Teamwork in healthcare is particularly salient in the dynamic domains of critical care: emergency medicine, surgery, and trauma and resuscitation. Within and across these services, teams must be coordinated to provide optimal care in order to provide optimal delivery of health care. Although many disciplines study teamwork, it is unclear how scholars and clinicians conceptualize, study, and apply these processes. The current systematic review inv…
Overcoming Challenges to Teamwork in Healthcare: A Team Effectiveness Framework and Evidence-Based Guidance
Background: Safe and effective patient care depends on the teamwork of multidisciplinary healthcare professionals. Unfortunately, the field currently lacks an evidence-based framework for effective teamwork that can be incorporated into medical education and practice across health professions. We introduce a comprehensive framework for team effectiveness. Common challenges to teamwork in healthcare are identified along with evidence-based strateg…
Can Gender-Disposed Personality Traits Explain Who Initiates Negotiations
Challenges for team leaders transitioning from face-to-face to virtual teams
Today's virtual teams: Adapting lessons learned to the pandemic context
Measuring team trust: A critical and meta‐analytical review
Team trust is gaining attention in research and practice due to its benefits for team performance, yet clarity about the intricacies of its measurement is needed. Therefore, we meta‐analyzed 118 studies ( N = 7,738) to untangle the role of measurement features by investigating the degree to which they influence the trust–performance relationship. Results showed that the trust–performance relationship is contingent upon time lag and source of meas…
Can Teamwork Promote Safety in Organizations
In this review, we conceptualize teamwork as the linchpin driving safety performance throughout an organization. Safety is promoted by teams through various mechanisms that interact in a complex and dynamic process. We press pause on this dynamic process to organize a discussion highlighting the critical role played by teamwork factors in the engagement of safe and unsafe behavior, identifying five team-level emergent states that enable effective…
A Teams Perspective on Workplace Aging and Retirement
During the past decades, population aging, later retirements, and a shift to team-based work have left organizations with challenges associated with age-diverse teams and retirement from a team-based work structure. However, limited research has investigated the interplays between teams, aging, and retirement. Here, we overview the research at the intersection on aging and teams and discuss how aging is often a proxy for variables of organization…
The science of teamwork: Introduction to the special issue
Provides an introduction to this special issue which explores the Science of Teamwork-what psychological science in 2018 tells us about the process and outcomes of teamwork in a variety of contexts. This work draws from and affects all areas of psychology. The science and practice of teamwork is now an interdisciplinary activity. Teamwork is a complex phenomenon requiring multiple lenses and approaches. What follows is a description of our proces…
Leadership training design, delivery, and implementation: A meta-analysis.
Recent estimates suggest that although a majority of funds in organizational training budgets tend to be allocated to leadership training (Ho, 2016; O'Leonard, 2014), only a small minority of organizations believe their leadership training programs are highly effective (Schwartz, Bersin, & Pelster, 2014), calling into question the effectiveness of current leadership development initiatives. To help address this issue, this meta-analysis estimates…
Situational Awareness
This chapter addresses the issue of situations. What is a situation and what are the best ways to represent the situation so that designers can fully appreciate the cognitive and performance requirements that must be satisfied for successful adaptation? The chapter addresses the issue of awareness and discusses the process of analyzing distributed cognitive systems. It attempts to emphasize the parallels in D. Marr's and Jens Rasmussen's descript…
Bringing the Science of Team Training to School-Based Teams
Teams are ubiquitous in schools in the 21st Century; yet training for effective teaming within these settings has lagged behind. The authors of this article developed 5 modules, grounded in the science of team training and adapted from an evidence-based curriculum used in medical settings called TeamSTEPPS®, to prepare instructional and administrative personnel for teamwork and to enhance their teamwork skills. The resulting 5 modules, available …
Teamwork and Team Performance Measurement
Collaboration and Conflict in Work Teams
Taking stock of naturalistic decision making
We review the progress of naturalistic decision making (NDM) in the decade since the first conference on the subject in 1989. After setting out a brief history of NDM we identify its essential characteristics and consider five of its main contributions: recognition-primed decisions, coping with uncertainty, team decision making, decision errors, and methodology. NDM helped identify important areas of inquiry previously neglected (e.g. the use of …
Reflections on shared cognition
The purpose of this paper is to highlight several fundamental questions that remain regarding shared cognition: (1) What must be ‘shared’? (2) What does ‘shared’ mean? (3) How should ‘shared’ be measured? and (4) What outcomes do we expect shared cognition to affect? A general and integrative description of these questions is provided. In addition, the value of shared cognition is discussed along with recommendations for future research. Copyrigh…
Salience, motivation, and artifact as contributions to the relation between participation rate and leadership
Scaling the quality of teammates' mental models: Equifinality and normative comparisons
We tested the impact of teammates' team and task mental model sharedness on team processes and performance using 70 undergraduate teams that completed a series of missions on a PC-based flight simulator. Moreover, we considered how the quality of mental models might moderate such relationships. Team processes were found to partially mediate the relationship between task mental model sharedness and team performance. Although team mental model shar…
Multivariate group comparisons of variable systems: Manova and structural equation modeling
Multivariate analysis of variance (MANOVA) and structural equation modeling (SEM) are compared as alternative approaches to the detection of multivariate mean differences in betweengroups designs. MANOVA remains the most commonly implemented multivariate test of betweengroups mean differences. When the set of outcome variables reflects a latent-variable system rather than an emergent-vari able system, however, SEM provides an elegant alternative …
Group Size, Leadership Behavior, and Subordinate Satisfaction
The results of a meta-analytic integration of previous research on the interrelations between group size, leadership behavior, and subordinate satisfaction are reported. The following patterns emerged from eight studies conducted in the United States: As the work group gets larger, the leader is more likely to engage in initiating structure behaviors but no more likely to engage in consideration behaviors, and subordinates are more likely to be d…
Measuring team trust: A critical and meta‐analytical review
Team trust is gaining attention in research and practice due to its benefits for team performance, yet clarity about the intricacies of its measurement is needed. Therefore, we meta‐analyzed 118 studies ( N = 7,738) to untangle the role of measurement features by investigating the degree to which they influence the trust–performance relationship. Results showed that the trust–performance relationship is contingent upon time lag and source of meas…
An Analysis of Team Evolution and Maturation
Although there has been little research emphasis on the temporal aspects of team development, conventional wisdom has suggested that teams develop in a linear fashion through a sequence of phases. More recent investigations of work groups indicate, however, that teams develop through a variety of alternative paths rather than a single sequence of developmental phases. These lines of thinking are integrated here in the form of a model called Team …
How the power of Manova can both increase and decrease as a function of the intercorrelations among the dependent variables
This article directly addresses explicit contradictions in the literature regarding the relation between the power of multivariate analysis of variance (MANOVA) and the intercorrelations among the dependent variables. Artificial data sets, as well as analytical methods, revealed that (a) power increases as correlations between dependent variables with large consistent effect sizes (that are in the same direction) move from near 1.0 toward - 1.0, …
The science of teamwork: Introduction to the special issue
Provides an introduction to this special issue which explores the Science of Teamwork-what psychological science in 2018 tells us about the process and outcomes of teamwork in a variety of contexts. This work draws from and affects all areas of psychology. The science and practice of teamwork is now an interdisciplinary activity. Teamwork is a complex phenomenon requiring multiple lenses and approaches. What follows is a description of our proces…
Reflections of Cross‐Cultural Collaboration Science
A welcome dialogue—and the need to continue
Does team orientation matter? A state‐of‐the‐science review, meta‐analysis, and multilevel framework
As teams are a foundational component of modern organizations, selection and training of employees to facilitate teamwork is of key importance. In this paper, we review and meta‐analyze research on the construct of team orientation. We differentiate between organizational‐, team‐, and individual‐level team orientation and discuss multilevel theory implications. A total of 39 articles comprising 210 effects were meta‐analyzed. Results indicate tha…
Introduction to the Special Issue: Collaboration in multicultural environments
Special issue preface
Preferences for power in expert systems by novice users
Group Size, Leadership Behavior, and Subordinate Satisfaction
The results of a meta-analytic integration of previous research on the interrelations between group size, leadership behavior, and subordinate satisfaction are reported. The following patterns emerged from eight studies conducted in the United States: As the work group gets larger, the leader is more likely to engage in initiating structure behaviors but no more likely to engage in consideration behaviors, and subordinates are more likely to be d…
Salience, motivation, and artifact as contributions to the relation between participation rate and leadership
Effects of communication network structure: Components of positional centrality
A meta-analytic integration is reported which summarizes the effects of positional centrality on communication network member behavior. Three distinct components of centrality are considered (Degree, Betweenness, and Closeness) along with three classes of behavior (Leadership, Satisfaction, and Participation). Results indicate that each component of centrality is a significant, moderate predictor of network member behavior. However, after partial…
A comparison of methods for increasing power in randomized between-subjects designs
Power in a randomized between-subjects design can be enhanced by increasing sample size or increasing alpha level. This article compares 2 other methods of increasing power by reducing within-group error. (a) by adding a pretest to the design and using analysis of covariance (ANCOVA) and (b) by increasing the length of the posttest and using analysis of variance (ANOVA)
A comparison of methods for increasing power in randomized between-subjects designs
Application of cognitive, skill-based, and affective theories of learning outcomes to new methods of training evaluation.
Although training evaluation is recognized as an important component of the instructional design model, there are no theoretically based models of training evaluation. This article attempts to move toward such a model by developing a classification scheme for evaluating learning outcomes. Learning constructs are derived from a variety of research domains, such as cognitive, social, and instructional psychology and human factors. Drawing from this…
Multivariate group comparisons of variable systems: Manova and structural equation modeling
An Analysis of Team Evolution and Maturation
Although there has been little research emphasis on the temporal aspects of team development, conventional wisdom has suggested that teams develop in a linear fashion through a sequence of phases. More recent investigations of work groups indicate, however, that teams develop through a variety of alternative paths rather than a single sequence of developmental phases. These lines of thinking are integrated here in the form of a model called Team …
Multivariate group comparisons of variable systems: Manova and structural equation modeling
Multivariate analysis of variance (MANOVA) and structural equation modeling (SEM) are compared as alternative approaches to the detection of multivariate mean differences in betweengroups designs. MANOVA remains the most commonly implemented multivariate test of betweengroups mean differences. When the set of outcome variables reflects a latent-variable system rather than an emergent-vari able system, however, SEM provides an elegant alternative …
How the power of Manova can both increase and decrease as a function of the intercorrelations among the dependent variables
How the power of Manova can both increase and decrease as a function of the intercorrelations among the dependent variables
This article directly addresses explicit contradictions in the literature regarding the relation between the power of multivariate analysis of variance (MANOVA) and the intercorrelations among the dependent variables. Artificial data sets, as well as analytical methods, revealed that (a) power increases as correlations between dependent variables with large consistent effect sizes (that are in the same direction) move from near 1.0 toward - 1.0, …
The influence of shared mental models on team process and performance.
The influence of teammates' shared mental models on team processes and performance was tested using 56 undergraduate dyads who "flew" a series of missions on a personal-computer-based flight-combat simulation. The authors both conceptually and empirically distinguished between teammates' task- and team-based mental models and indexed their convergence or "sharedness" using individually completed paired-comparisons matrices analyzed using a networ…
The Science of Training: A Decade of Progress
This chapter reviews the training research literature reported over the past decade. We describe the progress in five areas of research including training theory, training needs analysis, antecedent training conditions, training methods and strategies, and posttraining conditions. Our review suggests that advancements have been made that help us understand better the design and delivery of training in organizations, with respect to theory develop…
Special issue preface
Reflections on shared cognition
The purpose of this paper is to highlight several fundamental questions that remain regarding shared cognition: (1) What must be ‘shared’? (2) What does ‘shared’ mean? (3) How should ‘shared’ be measured? and (4) What outcomes do we expect shared cognition to affect? A general and integrative description of these questions is provided. In addition, the value of shared cognition is discussed along with recommendations for future research. Copyrigh…
A welcome dialogue—and the need to continue
Taking stock of naturalistic decision making
We review the progress of naturalistic decision making (NDM) in the decade since the first conference on the subject in 1989. After setting out a brief history of NDM we identify its essential characteristics and consider five of its main contributions: recognition-primed decisions, coping with uncertainty, team decision making, decision errors, and methodology. NDM helped identify important areas of inquiry previously neglected (e.g. the use of …
Handbook of Human Factors and Ergonomics Methods
Scaling the quality of teammates' mental models: Equifinality and normative comparisons
We tested the impact of teammates' team and task mental model sharedness on team processes and performance using 70 undergraduate teams that completed a series of missions on a PC-based flight simulator. Moreover, we considered how the quality of mental models might moderate such relationships. Team processes were found to partially mediate the relationship between task mental model sharedness and team performance. Although team mental model shar…
Is there a “Big Five” in Teamwork?
The study of teamwork has been fragmented through the years, and the findings are generally unable to be used practically. This article argues that it is possible to boil down what researchers know about teamwork into five core components that the authors submit as the “Big Five” in teamwork. The core components of teamwork include team leadership, mutual performance monitoring, backup behavior, adaptability, and team orientation. Furthermore, th…
The transfer of training: What really matters
Although organizations invest billions of dollars in training every year, many trained competencies reportedly fail to transfer to the workplace. Researchers have long examined the ‘transfer problem’, uncovering a wealth of information regarding the transfer of training. Inconsistencies remain, however, and organizations may find it difficult to pinpoint exactly which factors are most critical. Using Baldwin and Ford's model of transfer, we ident…
Collectivistic Leadership Approaches: Putting the “We” in Leadership Science and Practice
We introduce the notion of “we” or collectivistic leadership. A general collectivistic approach to leadership is developed and contrasted with traditional and contemporary approaches to leadership. An overview of five collectivistic leadership approaches—team, network, shared, complexity, and collective leadership—is then presented. Key notions, constructs, and levels of analysis; the role of a focal leader; operationalizations and empirical resu…
The Science of Training and Development in Organizations: What Matters in Practice
Organizations in the United States alone spend billions on training each year. These training and development activities allow organizations to adapt, compete, excel, innovate, produce, be safe, improve service, and reach goals. Training has successfully been used to reduce errors in such high-risk settings as emergency rooms, aviation, and the military. However, training is also important in more conventional organizations. These organizations u…
Improving teamwork and safety: Toward a practical systems approach, a commentary on Deneckere et al
Psychology (47 works) · Computer Science (34 works) · Team Dynamics and Performance (23 works) · Knowledge management (21 works) · Political science (21 works) · Engineering (20 works) · Social Psychology (16 works) · Teamwork (16 works) · Sociology (14 works) · Medicine (13 works)