Hand-Hygiene Mitigation Strategies Against Global Disease Spreading through the Air Transportation Network

The risk for a global transmission of flu-type viruses is strengthened by the physical contact between humans and accelerated through individual mobility patterns. The Air Transportation System plays a critical role in such transmissions because it is responsible for fast and long-range human travel, while its building components—the airports—are crowded, confined areas with usually poor hygiene. Centers for Disease Control and Prevention (CDC) and World Health Organization (WHO) consider hand hygiene as the most efficient and cost-effective way to limit disease propagation. Results from clinical studies reveal the effect of hand washing on individual transmissibility of infectious diseases. However, its potential as a mitigation strategy against the global risk for a pandemic has not been fully explored. Here, we use epidemiological modeling and data-driven simulations to elucidate the role of individual engagement with hand hygiene inside airports in conjunction with human travel on the global spread of epidemics. We find that, by increasing travelers engagement with hand hygiene at all airports, a potential pandemic can be inhibited by 24% to 69%. In addition, we identify 10 airports at the core of a cost-optimal deployment of the hand-washing mitigation strategy. Increasing hand-washing rate at only those 10 influential locations, the risk of a pandemic could potentially drop by up to 37%. Our results provide evidence for the effectiveness of hand hygiene in airports on the global spread of infections that could shape the way public-health policy is implemented with respect to the overall objective of mitigating potential population health crises.     

The role of organizational leaders in employee emotion management: A theoretical model

The actions of organizational leaders are important determinants of the emergence, management, and consequences of employee emotional experience. However, the nature and dimensionality of leader emotion management and the behaviors that constitute such management are largely unknown. The authors present a comprehensive, theoretically-derived model of leader emotion management which clarifies the nature of emotion management and its role in leadership. This model also delineates the knowledge and skill-based antecedents of emotion management and the consequences of such management. Specifically, we propose linkages between particular KSAOs and specific emotion management dimensions and between those dimensions and particular individual and organizational outcomes. The model is meant to serve as a framework to guide empirical efforts in investigating the nature and correlates of leader emotion management.     

The shared leadership of teams: A meta-analysis of proximal,distal, and moderating relationships

The current meta-analysis examines the relationship between shared leadership and team performance. It also assesses the role of team confidence (i.e., collective efficacy and team potency) in this relationship. Mediation analyses supported the hypothesis that team confidence partially mediates the effects of shared leadership on team performance. We also found support for the notion that shared leadership explains unique variance in team performance, over and above that of vertical leadership. Furthermore, a variety of substantive continuous and categorical variables were investigated as moderators of the shared leadership–team performance relationship. Specifically, the relationship between shared leadership and team performance was moderated by task interdependence, team tenure, and whether performance was objectively versus subjectively measured. Finally, results suggest that the approach used when measuring shared leadership can also play a role in the observed validity. Theoretical and practical implications of these findings are discussed.