Team-based learning (TBL) is a popular form of collaborative learning designed to increase student engagement and motivate students to learn. A growing body of research, particularly in the health sciences, has demonstrated that TBL has positive impacts on student performance and classroom dynamics. However, much less is known about the student outcomes associated with TBL courses in undergraduate science, technology, engineering, and mathematics (STEM) education, fields in which active learning is especially important for student success and retention. To address this gap, we conducted a systematic review of the student outcomes associated with TBL in undergraduate STEM education. Using the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) method, we identified 55 empirical and qualitative research articles published between 2005 and 2024 that reported on TBL implementation practices and student outcomes. Importantly, we found that most studies described increased student performance and improved measures of classroom dynamics when TBL was compared to lecture-based teaching approaches. These findings provide further evidence that TBL is an effective instructional method and suggest that TBL can be implemented successfully across a wide range of student populations and undergraduate STEM disciplines.

This qualitative study examines how leadership and organizational dynamics cultivate lecturers’ readiness for change in higher education. Drawing on transformational leadership theory, it explores the interconnected influence of leadership style, organizational culture, and perceived organizational support on 20 English-language lecturers in an Israeli college that has recently faced multiple overlapping changes: the national transition to CEFR-aligned instruction, the shift to online teaching during the COVID-19 pandemic, and the institutional and emotional disruptions caused by wartime conditions. Interview transcripts were analyzed using a thematic content-analysis approach. Findings reveal that lecturers’ openness to reform was strengthened by leadership characterized by competence, emotional intelligence, and accessibility; by a communicative and developmental organizational culture; and by perceived institutional care and support. Together, these dimensions fostered a sense of secure attachment to the organization-an underexplored relational mechanism linking leadership and readiness for change. The study contributes to leadership theory by proposing that Attachment Theory offers a valuable interpretive lens for understanding how relational trust and emotional security may support adaptive capacity in educational institutions. Implications are discussed for leaders seeking to sustain reform during crisis and instability through relational, emotionally attuned leadership practices.