| 1. |
- Mattson Molnar, Malin, et al.
(författare)
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Leading for Safety : A Question of Leadership Focus
- 2019
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Ingår i: SH@W Safety and Health at Work. - : Elsevier BV. - 2093-7911 .- 2093-7997. ; 10:2, s. 180-187
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Tidskriftsartikel (refereegranskat)abstract
- Background: There is considerable evidence that leadership influences workplace safety, but less is known about the relative importance of different leadership styles for safety. In addition, a leadership style characterized by an emphasis and a focus on promoting safety has rarely been investigated alongside other more general leadership styles.Methods: Data were collected through a survey to which 269 employees in a paper mill company responded. A regression analysis was conducted to examine the relative roles of transformational, transactional (management-by-exception active; MBEA), and safety-specific leadership for different safety behavioral outcomes (compliance behavior and safety initiative behaviors) and for minor and major injuries.Results: A safety-specific leadership contributed the most to the enhanced safety of the three different kinds of leadership. Transformational leadership did not contribute to any safety outcome over and above that of a safety-specific leadership, whereas a transactional leadership (MBEA) was associated with negative safety outcomes (fewer safety initiatives and increased minor injuries).Conclusion: The most important thing for leaders aiming at improving workplace safety is to continuously emphasize safety, both in their communication and by acting as role models. This highlights the importance for leadership training programs aiming to improve safety to actually focus on safety-promoting communication and behaviors rather than general leadership. Furthermore, an overly monitoring and controlling leadership style can be detrimental to attempts at achieving improved workplace safety.
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| 2. |
- von Thiele Schwarz, Ulrica, 1975-, et al.
(författare)
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Leadership training as an occupational health intervention : improved safety and sustained productivity
- 2016
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Ingår i: Safety Science. - : Elsevier BV. - 0925-7535 .- 1879-1042. ; 81, s. 35-45
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Tidskriftsartikel (refereegranskat)abstract
- The safety climate in an organization is determined by how managers balance the relative importance of safety and productivity. This gives leaders a central role in safety in an organization, and from this follows that leadership training may improve safety. Transformational leadership may be one important component but may need to be combined with positive control leadership behaviors. Leadership training that combines transformational leadership and applied behavior analysis may be a way to achieve this. Purpose: The study evaluates changes in safety climate and productivity among employees whose leaders (n = 76) took part in a leadership training program combining transformational leadership and applied behavior analysis. Changes in managers' ratings of transformational leadership, contingent rewards, Management-by-Exceptions Active (MBEA) and safety self-efficacy were evaluated. Moreover, we compare whether the training has differentiated effects on safety depending on managers' specific focus on improvements in: (1) safety, (2) productivity or (3) general leadership. Result: Safety climate improved over time, while self-rated productivity remained unchanged. As hypothesized, transformational leadership, contingent rewards and safety self-efficacy as proxies for positive control behaviors increased while MBEA, a negative control behavior, decreased. Managers focusing on general leadership skills showed greater improvement in safety climate expectations. Conclusions: Training leaders in both transformational leadership and applied behavior analysis is related to improvements in leadership and safety. There is no added benefit of focusing specifically on safety or productivity.
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| 3. |
- 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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| 4. |
- Bäck, Annika, et al.
(författare)
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Aligning Perspectives? : Comparison of Top and Middle-Level Managers’ Views on How Organization Influences Implementation of evidence-based practice
- 2020
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Ingår i: British Journal of Social Work. - : Oxford University Press (OUP). - 0045-3102 .- 1468-263X. ; 50:4, s. 1126-1145
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Tidskriftsartikel (refereegranskat)abstract
- A supportive organizational context is important for successfully implementing evidence-based practice (EBP). Managers have an important role in creating organizational prerequisites for EBP. The present study compared how top- and middle-level managers describe the process of implementing EBP and the factors influencing this process. Data were collected through interviews with twenty-two managers in social services, and analysed with thematic deductive analysis based on the Theoretical Domains Framework (TDF) and the COM-B model. Findings showed that top-level managers focused more on strategic- and system-level issues, e.g. external comparisons, dialogue with authorities and creating support systems, while the middle managers focused on the operative implementation at staff level, i.e. motivating and involving staff. Furthermore, the two groups had different understandings of EBP. To conclude, there needs to be an alignment in the understanding of, and support for, EBP between the different levels of managers. To create a mutual understanding of what EBP entails and to clearly communicate how the organization applies the different steps of the EBP process could be crucial steps in enabling the implementation of EBP, and needs to be done in dialogue between middle- and top-level managers.
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| 5. |
- Bäck, Annika, et al.
(författare)
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Local politicians in action? : The relationship between perceived prerequisites and actions of political committees responsible for social services in supporting the implementation of evidence-based practice
- 2022
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Ingår i: Evidence & Policy. - 1744-2648 .- 1744-2656. ; 18:1, s. 36-60
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Tidskriftsartikel (refereegranskat)abstract
- Background: A supportive context is essential for successful implementation processes. Localpoliticians are delivery system actors who might both enable and hinder the implementation ofhealth and social policies.Aims and objectives: The study examines the relationship betweenperceived prerequisites and the type of actions taken by local political committees to support theimplementation of evidence-based practice in social services.Methods: A cross-sectional web surveytargeting the chair and vice-chair of committees responsible for social services in Sweden (n=181).The data was analysed with regression analysis, cluster analysis and ANOVA.Findings: Three clustersof action were identified (passive, neutral and active), capturing the reported actions taken by thecommittees to support implementation of EBP. The committees’ perceived prerequisites (capability,motivation, and opportunity) were highest in the active cluster and lowest in the passive cluster. Theclusters also differed regarding chair/vice-chair educational level, and type of municipality in whichthe chair/vice-chair were active.Discussions and conclusion: The variation in reported actionsamong the committees to support the implementation of EBP implies that some social serviceorganisations might lack the contextual support they need for implementing EBP. The prerequisitesfor the committees might need to be strengthened with regard to capability, motivation andopportunity. This study is an indication of the relationship between committees’ prerequisites andtheir actions in the implementation of EBP, but further research is needed.
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| 6. |
- Bäck, A., et al.
(författare)
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Walking the tightrope-perspectives on local politicians' role in implementing a national social care policy on evidence-based practice
- 2016
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Ingår i: International Journal of Mental Health Systems. - : BioMed Central Ltd.. - 1752-4458. ; 10:1
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Tidskriftsartikel (refereegranskat)abstract
- Background: Despite national policy recommending evidence-based practice (EBP), its application in social care has been limited. While local politicians can affect the process, little is known about their knowledge, attitudes and roles regarding EBP. The aim here is twofold: to explore the role of local politicians in the implementation of EBP in social care from both their own and a management perspective; and to examine factors politicians perceive as affecting their decisions and actions concerning the implementation of EBP policy. Methods: Local politicians (N=13) and managers (N=22) in social care were interviewed. Qualitative thematic analysis with both inductive and deductive codes was used. Results: Politicians were rather uninformed regarding EBP and national policy. The factors limiting their actions were, beside the lack of awareness, lack of ability to question existing working methods, and a need for support in the steering of EBP. Thus, personal interest played a significant part in what role the politicians assumed. This resulted in some politicians taking a more active role in steering EBP while others were not involved. From the managers' perspective, a more active steering by politicians was desired. Setting budget and objectives, as well as active follow-up of work processes and outcomes, were identified as means to affect the implementation of EBP. However, the politicians seemed unaware of the facilitating effects of these actions. Conclusions: Local politicians had a possibility to facilitate the implementation of EBP, but their role was unclear. Personal interest played a big part in determining what role was taken. The results imply that social care politicians might need support in the development of their steering of EBP. Moving the responsibility for EBP facilitation upwards in the political structure could be an important step in developing EBP in social care.
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| 7. |
- Hasson, Henna, et al.
(författare)
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How can evidence-based interventions give the best value for users in social services? Balance between adherence and adaptations : a study protocol
- 2020
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Ingår i: Implementation Science Communications. - : BioMed Central (BMC). - 2662-2211. ; 1:1
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Tidskriftsartikel (refereegranskat)abstract
- Background: Using evidence-based interventions (EBIs) is a basic premise of contemporary social services (e.g., child and family social services). However, EBIs seldom fit seamlessly into a specific setting but often need to be adapted. Although some adaptions might be necessary, they can cause interventions to be less effective or even unsafe. The challenge of balancing adherence and adaptations when using EBIs is often referred to as the adherence and adaptation dilemma. Although the current literature identifies professionals’ management of this dilemma as problematic, it offers little practical guidance for professionals. This research aims to investigate how the adherence and adaptation dilemma is handled in social services and to explore how structured decision support can impact the management of the dilemma.Methods: The design is a prospective, longitudinal intervention with a focus on the feasibility and usefulness of the structured decision support. The project is a collaboration between academic researchers, embedded researchers at three research and development units, and social service organizations. A multi-method data collection will be employed. Initially, a scoping review will be performed, and the results will be used in the development of a structured decision support. The decision support will be further developed and tested during a series of workshops with social service professionals. Different forms of data—focus group interviews, questionnaires, and documentation—will be used on several occasions to evaluate the impact of the structured decision support. Qualitative and quantitative analysis will be performed and usefulness for practice prioritized throughout the study.Discussion: The study will contribute with knowledge on how the adherence and adaption dilemma is handled and experienced by social service professionals. Most importantly, the study will generate rich empirical data on how a structured decision support impacts professionals’ management of adherence and adaptions. The goal is to produce more strategic and context-sensitive implementation of EBIs in social service, which will increase value for service users.
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| 8. |
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| 9. |
- Hasson, Henna, et al.
(författare)
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Improving organizational learning through leadership training
- 2016
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Ingår i: Journal of Workplace Learning. - : Emerald Group Publishing Ltd.. - 1366-5626 .- 1758-7859. ; 28:3, s. 115-129
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Tidskriftsartikel (refereegranskat)abstract
- Purpose - This paper aims to evaluate whether training of managers at workplaces can improve organizational learning. Managers play a crucial role in providing opportunities to employees for learning. Although scholars have called for intervention research on the effects of leadership development on organizational learning, no such research is currently available.Design/methodology/approach - The training program consisted of theoretical and practical elements aimed to improve line managers' transformational leadership behaviors and, in turn, improve organizational learning. The study used a pre- and post-intervention evaluation survey. Line managers' and their subordinates' perceptions of organizational learning were measured with the Dimensions of Organizational Learning Questionnaire and with post-intervention single items on organizational learning.Findings - Comparisons between pre- and post-intervention assessments revealed that managers' ratings of continuous learning and employees' ratings of empowerment and embedded systems improved significantly as a result of the training. The leadership training intervention had positive effects on managers' perceptions of individual-level and on employees' perceptions of organizational-level aspects of organizational learning.Originality/value - The study provides empirical evidence that organizational learning can be improved through leadership training. Both line managers and their subordinates perceived that organizational learning had increased after the training intervention, albeit in different ways. Implications for developing leadership training programs and for evaluating these are discussed.
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| 10. |
- Ingvarsson, Sara, et al.
(författare)
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Strategies to reduce low-value care – An applied behavior analysis using a single-case design
- 2023
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Ingår i: Frontiers in Health Services. - : Frontiers Media S.A.. - 2813-0146. ; 3
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Tidskriftsartikel (refereegranskat)abstract
- Introduction: Implementation science has traditionally focused on the implementation of evidence-based practices, but the field has increasingly recognized the importance of addressing de-implementation (i.e., the process of reducing low-value care). Most studies on de-implementation strategies have used a combination of strategies without addressing factors that sustain the use of LVC and there is a lack of information about which strategies are most effective and what mechanisms of change might underlie these strategies. Applied behavior analysis is an approach that could be a potential method to gain insights into the mechanisms of de-implementation strategies to reduce LVC. Three research questions are addressed in this study: What contingencies (three-term contingencies or rule-governing behavior) related to the use of LVC can be found in a local context and what strategies can be developed based on an analysis of these contingencies?; Do these strategies change targeted behaviors?; How do the participants describe the strategies' contingencies and the feasibility of the applied behavior analysis approach? Materials and methods: In this study, we used applied behavior analysis to analyze contingencies that maintain behaviors related to a chosen LVC, the unnecessary use of x-rays for knee arthrosis within a primary care center. Based on this analysis, strategies were developed and evaluated using a single-case design and a qualitative analysis of interview data. Results: Two strategies were developed: a lecture and feedback meetings. The results from the single-case data were inconclusive but some of the findings may indicate a behavior change in the expected direction. Such a conclusion is supported by interview data showing that participants perceived an effect in response to both strategies. Conclusion: The findings illustrate how applied behavior analysis can be used to analyze contingencies related to the use of LVC and to design strategies for de-implementation. It also shows an effect of the targeted behaviors even though the quantitative results are inconclusive. The strategies used in this study could be further improved to target the contingencies better by structuring the feedback meetings better and including more precise feedback.
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