PURPOSE/OBJECTIVE Teams are a critical part of modern health care, particularly in rehabilitation settings where multiple providers with different backgrounds and training work toward common goals. Rehabilitation psychologists have a legacy of providing leadership and influence for complex teams. Knowledge of interdisciplinary/transdisciplinary systems, leadership within those systems, and consultation across disciplines are foundational competencies for rehabilitation psychologists. Research Method/Design: This paper summarizes the different roles rehabilitation psychologists serve on health care teams and identifies opportunities for improved effectiveness. An overview of leadership theory over time is provided. RESULTS Even when psychologists are not formal team leaders, opportunities exist to leverage team member strengths and encourage the development of leader behaviors across the team in support of good patient care. CONCLUSIONS/IMPLICATIONS Drawing from the management and organizational development literature, evidence-based suggestions are provided for rehabilitation psychologists seeking to foster healthy team dynamics within and among health care teams. The authors encourage rehabilitation psychologists to use their unique training to facilitate shared leadership on teams that foster and encourage a climate of trust, psychological safety, healthy and productive conflict, along with strong communication practices. These issues became even more salient as teams transitioned to virtual platforms during the pandemic and continue to adapt to hybrid work environments. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

中文翻译：

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住院康复团队的心理学家领导：实践中的组织科学。

目的/目标团队是现代医疗保健的重要组成部分，特别是在康复环境中，具有不同背景和培训的多个提供者朝着共同目标努力。康复心理学家具有为复杂团队提供领导力和影响力的传统。跨学科/跨学科系统的知识、这些系统内的领导力以及跨学科的咨询是康复心理学家的基本能力。研究方法/设计：本文总结了康复心理学家在医疗保健团队中的不同角色，并确定了提高有效性的机会。提供了随着时间的推移领导理论的概述。结果 即使心理学家不是正式的团队领导，存在利用团队成员优势并鼓励在整个团队中发展领导者行为以支持良好的患者护理的机会。结论/影响 借鉴管理和组织发展文献，为寻求在医疗保健团队内部和之间培养健康团队动力的康复心理学家提供了基于证据的建议。作者鼓励康复心理学家利用他们独特的培训来促进团队的共同领导，从而培养和鼓励信任、心理安全、健康和富有成效的冲突以及强有力的沟通实践。随着团队在大流行期间过渡到虚拟平台并继续适应混合工作环境，这些问题变得更加突出。（PsycInfo 数据库记录 (c) 2021 APA，