| 1. |
- Hasson, Henna, et al.
(författare)
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Shared or different realities : Self-other agreement on constructive and passive leadership and employee outcomes
- 2020
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Ingår i: Leadership & Organization Development Journal. - : Emerald Group Publishing Limited. - 0143-7739 .- 1472-5347. ; 41:1, s. 37-51
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Tidskriftsartikel (refereegranskat)abstract
- Purpose: The purpose of this paper is to explore the consequences of self-other agreement (SOA) between leaders and subordinates on constructive and passive leadership behaviors for employee well-being, performance and perception of learning climate.Design/methodology/approach: Questionnaire ratings of 76 leaders and 211 subordinates in a forest industrial company on full-range leadership and subordinate ratings of well-being, work performance and learning climate have been used in this paper. The data were analyzed using polynomial regression with response surface analysis.Findings: SOA on constructive leadership (transformational leadership and contingent reward) was related to subordinates' perception of a positive learning climate. SOA on passive leadership (management-by-exception passive) reduced subordinates' performance, while disagreement reduced their well-being.Practical implications: It is important to give leaders feedback on their own and their subordinates’ ratings of not only constructive leadership behaviors but also passive behaviors.Originality/value: The study demonstrates how SOA on leaders' constructive and passive leadership behaviors impacts employees' well-being, performance and work climate.
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| 2. |
- Ingvarsson, S., et al.
(författare)
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Why do they do it? : A grounded theory study of the use of low-value care among primary health care physicians
- 2020
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Ingår i: Implementation Science. - : BioMed Central Ltd. - 1748-5908. ; 15:1
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Tidskriftsartikel (refereegranskat)abstract
- Background: The use of low-value care (LVC) is widespread and has an impact on both the use of resources and the quality of care. However, few studies have thus far studied the factors influencing the use of LVC from the perspective of the practitioners themselves. The aim of this study is to understand why physicians within primary care use LVC. Methods: Six primary health care centers in the Stockholm Region were purposively selected. Focus group discussions were conducted with physicians (n = 31) working in the centers. The discussions were coded inductively using a grounded theory approach. Results: Three main reasons for performing LVC were identified. Uncertainty and disagreement about what not to do was related to being unaware of the LVC status of a practice, guidelines perceived as conflicting, guidelines perceived to be irrelevant for the target patient population, or a lack of trust in the guidelines. Perceived pressure from others concerned patient pressure, pressure from other physicians, or pressure from the health care system. A desire to do something for the patients was associated with the fact that the visit in itself prompts action, symptoms to relieve, or that patients' emotions need to be reassured. The three reasons are interdependent. Uncertainty and disagreement about what not to do have made it more difficult to handle the pressure from others and to refrain from doing something for the patients. The pressure from others and the desire to do something for the patients enhanced the uncertainty and disagreement about what not to do. Furthermore, the pressure from others influenced the desire to do something for the patients. Conclusions: Three reasons work together to explain primary care physicians’ use of LVC: uncertainty and disagreement about what not to do, perceived pressure from others, and the desire to do something for the patients. The reasons may, in turn, be influenced by the health care system, but the decision nevertheless seemed to be up to the individual physician. The findings suggest that the de-implementation of LVC needs to address the three reasons from a systems perspective.
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| 3. |
- Loeb, Carina, 1967-, et al.
(författare)
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Congruence Rules! Increased Self-efficacy after Occupational Health Interventions - if Leaders and Teams Agree on the Participative Safety Climate
- 2022
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Ingår i: Scandinavian Journal of Work and Organizational Psychology. - : Stockholm University Press. - 2002-2867. ; 7:1
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Tidskriftsartikel (refereegranskat)abstract
- To succeed with participatory occupational health and safety (OHS) interventions it is not sufficient to consider only the employees' perspective, as perceptual distance between leaders and teams is known to have an effect on outcomes. The aim of this paper is to investigate the impact of leaders' and teams' perceptions of a non-threatening interpersonal atmosphere of trust and support (i.e., a participative safety climate) on employees' changes in confidence in their ability at work to 1) interact socially (social self-efficacy), 2) manage emotions (emotional self-efficacy), and 3) solve tasks (cognitive self-efficacy) following a participatory OHS intervention. Thirty leaders and 348 employees in 28 teams from 5 organizations completed surveys before and after the intervention. Polynomial regression with response surface analyses revealed that agreement between leaders and teams regarding participative safety before the intervention related positively to all three self-efficacy dimensions after the intervention. These results exemplify how leaders' and their teams' different perceptions of the climate before implementing an intervention may affect changes in intervention-relevant outcomes. The findings contribute to the emergent understanding of how interventions are dependent on the organizational context where they are implemented. It also points to the need to consider non-linear relations in intervention research. The findings suggest that in practice, organizations conducting participatory OHS interventions should assess and address pre-intervention climate factors to succeed. Congruence matters.
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| 4. |
- Lundmark, Robert, et al.
(författare)
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Appetite for Destruction: A Psychometric Examination and Prevalence Estimation of Destructive Leadership in Sweden
- 2021
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Ingår i: Frontiers in Psychology. - : Frontiers Media SA. - 1664-1078. ; 12
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Tidskriftsartikel (refereegranskat)abstract
- There is a growing awareness that destructive leadership has a significant negative impact on employe outcomes. However, little is known about the content and dimensionality of this multidimensional concept, and there are few reliable measures available for organizations and researchers to evaluate these behaviors. Based on a representative sample (N = 1132) of the Swedish workforce, the aim of this study is threefold: first, to examine the factor structure and validity of an easy-to-use multidimensional destructive leadership measure (Destrudo-L)in the general Swedish work context; second, to identify destructive leadership profiles using latent profile analysis (LPA), and determine in what way they are related to employe outcomes; third, to examine the prevalence of destructive leadership using population weights to estimate responses of a population total in the Swedish workforce (N = 3100282). Our analysis supported the structural validity of Destrudo-L, reflecting both a global factor and specific subdimensions. We identified seven unique destructive leadership profiles along a passive and active continuum of destructive leadership behaviors, with the active showing a less favorable relation to employe outcomes. Finally, we found that a substantial proportion of the Swedish workforce report being exposed to destructive leadership (36.4–43.5%, depending on method used). Active destructive leadership was more common in the public sector and passive destructive leadership in the private. Given the potentially severe effects and the commonness of these behaviors, we argue that organizations should work actively with strategies to identify and intervene, to prevent and to handle the manifestation of these harmful behaviors.
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| 5. |
- Lundmark, Robert, et al.
(författare)
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No leader is an island : contextual antecedents to line managers' constructive and destructive leadership during an organizational intervention
- 2020
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Ingår i: International Journal of Workplace Health Management. - : Emerald Group Publishing Limited. - 1753-8351 .- 1753-836X. ; 13:2, s. 173-188
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Tidskriftsartikel (refereegranskat)abstract
- Purpose: Line managers can make or break organizational interventions, yet little is known about what makes them turn in either direction. As leadership does not occur in a vacuum, it has been suggested that the organizational context plays an important role. Building on the intervention and leadership literature, we examine if span of control and employee readiness for change are related to line managers' leadership during an organizational intervention.Design/methodology/approach: Leadership is studied in terms of intervention-specific constructive, as well as passive and active forms of destructive, leadership behaviors. As a sample, we use employees (N = 172) from 37 groups working at a process industry plant. Multilevel analyses over two time points, with both survey and organizational register data were used to analyze the data.Findings: The results revealed that span of control was negatively related to constructive leadership and positively related to passive destructive leadership during the intervention. Employee readiness for change was positively related to constructive leadership, and negatively related to both passive and active destructive leadership.Practical implications: Our findings suggest that contextual factors need to be assessed and considered if we want line managers to engage in constructive rather than destructive leadership during interventions.Originality/value: The present study is the first to address line managers' making or breaking of organizational interventions by examining the influence of context on both their destructive and constructive leadership.
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| 6. |
- Nielsen, Karina, et al.
(författare)
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In the Eye of the Beholder : How Self-Other Agreements Influence Leadership Training Outcomes as Perceived by Leaders and Their Followers
- 2022
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Ingår i: Journal of business and psychology. - : Springer. - 0889-3268 .- 1573-353X. ; 37, s. 73-90
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Tidskriftsartikel (refereegranskat)abstract
- Based on Yammarino and Atwater's self-other agreement typology of leaders, we explored whether leaders' and followers' agreement influenced their ratings of leadership behaviors after training where leaders received multi-source feedback to stimulate behavior change. We used a prospective study design including 68 leaders and 237 followers from a Swedish forest industry company. Leaders underwent training to increase their transformational leadership and contingent reward styles and reduce management-by-exception passive and laissez-faire leadership. We found that self-other agreement influences followers and leaders reporting changes in leadership styles. We also found that although some leader types were perceived to improve their leadership behaviors, leaders and followers reported differential patterns in which types of leaders improved the most. Our results have important implications for how feedback should be used to support training to achieve changes in leadership styles.
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| 7. |
- Roczniewska, Marta, et al.
(författare)
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Simple roads to failure, complex paths to success : an evaluation of conditions explaining perceived fit of an organizational occupational health intervention
- 2023
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Ingår i: Applied Psychology. - 0269-994X .- 1464-0597.
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Tidskriftsartikel (refereegranskat)abstract
- Organizational occupational health interventions (OOHIs) that are perceived by employees as relevant for their workplace are more likely to be implemented successfully, yet little is known about the conditions that produce such perceptions. This study identifies the conditions that create a perception among employees that an intervention fits their organization as well as the conditions that result in low levels of perceived fit. We used two-wave data from 40 Danish preschools that underwent a quasi-experimental OOHI. Perceived fit was assessed through employee ratings at follow-up, while survey responses from implementation team members at five time points were used to assess four context and 14 process factors. The results of a coincidence analysis showed that high levels of perceived fit were achieved through two paths. Each path consisted of a lack of co-occurring changes together with either very high levels of managerial support (path_1) or a combination of implementation team role clarity, staff involvement, and team learning (path_2). In contrast, low levels of perceived fit were brought about by single factors: limited leader support, low degree of role clarity, or concurrent organizational changes. The findings reveal the complexity involved in implementing OOHIs and offer insights into reasons they may fail.
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| 8. |
- Tafvelin, Susanne, 1975-, et al.
(författare)
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Are Formal Leaders the Only Ones Benefitting From Leadership Training? : A Shared Leadership Perspective
- 2019
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Ingår i: Journal of leadership & organizational studies. - : Sage Publications. - 1548-0518 .- 1939-7089. ; 26:1, s. 32-43
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Tidskriftsartikel (refereegranskat)abstract
- Leadership training most often involves training of formal leaders, and little is known about the potential benefits of leadership training for other members of an organization. Using theories of shared leadership, the current study examined outcomes of transformational leadership training that targets both formal and informal leaders (i.e., both vertical and shared leadership). The training was set in a Swedish paper pulp factory and involved formal and informal leaders participating in 20 days of training over a period of 16 months. Based on employee survey data collected both pre- and postintervention our analyses revealed that both formal and informal leaders significantly improved their transformational leadership behaviors. Interestingly, the improvement in transformational leadership behaviors of formal and informal leaders tended to predict employee efficiency and well-being in different ways. Improvements in formal leaders' transformational leadership were related to employee well-being, while informal leaders' increases in transformational leadership were associated with efficiency. The results point toward the benefit of a shared leadership perspective on leadership training and indicate that improvements in transformational leadership may affect employees differently depending on who in the organization displays them.
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| 9. |
- Tafvelin, Susanne, 1975-, et al.
(författare)
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Can booster activities improve the effectiveness of leadership training? : Comparing coaching to e-mails using a mixed methods design
- 2023
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Ingår i: Scandinavian Journal of Work and Organizational Psychology. - : Stockholm University Press. - 2002-2867. ; 8:1
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Tidskriftsartikel (refereegranskat)abstract
- With the widespread use of new information technology, calls have been made for leadership training research to examine if the effects of leadership training can be boosted over time by sending text messages or e-mails, in order to reinforce the lessons learned in training interventions. Based on media synchronicity theory (MST), the purpose of the current study was to contrast the usefulness of two booster activities: traditional telephone coaching, and exercises sent by e-mail. Managers were randomly assigned to one of the two booster conditions. We then used a mixed methods design including both quantitative and qualitative data to evaluate the boosters. We obtained the quantitative data from 20 managers and their 323 employees at four time points: before, during, and after the training. We also used focus group interviews to evaluate managers’ experience of both booster activities. The quantitative analyses indicated statistically significant differences between the two groups after the second session, where managers in the e-mail group scored higher on readiness for change and perceived applicability of the training. The latent growth curve analyses indicated a statistically significant increase in employees’ perception of managers’ autonomy support. The qualitative data suggest that the e-mail booster was considered informative and flexible but also time consuming, while the telephone coaching was perceived as flexible but somewhat unstructured. Our findings suggest that an e-mail booster could be a cost-effective alternative to reinforce lessons learned in leadership training.
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| 10. |
- Tafvelin, Susanne, 1975-, et al.
(författare)
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Employees' and line managers' active involvement in participatory organizational interventions : Examining direct, reversed, and reciprocal effects on well-being
- 2019
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Ingår i: Stress and Health. - : John Wiley & Sons. - 1532-3005 .- 1532-2998. ; 35:1, s. 69-80
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Tidskriftsartikel (refereegranskat)abstract
- This study examined how employee participation and perceptions of line managers' support during a participatory organizational intervention were related to well-being over time. Although previous studies suggest that employees' and managers' active involvement in participatory organizational interventions may be related to well-being, little is known about the temporal aspects, such as at which time during the intervention these factors matter, or possible reciprocal effects. Building on conservation of resources theory, we tested hypotheses concerning direct, reversed, and reciprocal relationships between employee participation and perceptions of line manager support in relation to well-being. We used a four-wave panel design consisting of 159 hospital workers. Cross-lagged analyses showed that perceived line managers' support in the initiation and active phase was related to participation in the active phase. Participation in the initiation and active phase was related to well-being in the active and sustained phase, respectively. Results also revealed that participation in the initiation phase was related to perceived line managers' support in the active phase, which in turn predicted participation in the active phase, which translated into job satisfaction in the sustained phase supporting reversed and reciprocal effects in the form of resource caravans. Theoretical implications for research and practice are discussed.
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