| 1. |
- Lornudd, C., et al.
(författare)
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A randomised study of leadership interventions for healthcare managers
- 2016
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Ingår i: Leadership in Health Services. - : Emerald Group Publishing Ltd.. - 1751-1879 .- 1751-1887. ; 29:4, s. 358-376
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Tidskriftsartikel (refereegranskat)abstract
- Purpose: The purpose of this paper was to assess two different leader development interventions by comparing their effects on leadership behaviour and evaluating their combined impact after two years, from the viewpoints of both the participating managers and external raters. Design/methodology/approach: The study was a longitudinal randomised controlled trial with a cross-over design. Health care managers (n = 177) were first randomised to either of two 10-month interventions and a year later were switched to the other intervention. Leadership behaviour was rated at pre-test and 12 and 24 months by participating managers and their superiors, colleagues and subordinates using a 360-degree instrument. Analysis of variance and multilevel regression analysis was performed. Findings: No difference in effect on leadership behaviour was found between the two interventions. The evaluation of the combined effect of the interventions on leadership behaviour showed inconsistent (i.e. both increased and decreased) ratings by the various rater sources. Practical implications: This study provides some evidence that participation in leadership development programmes can improve managers’ leadership behaviours, but the results also highlight the interpretive challenges connected with using a 360-degree instrument to evaluate such development. Originality/value: The longitudinal randomised controlled design and the large sample comprising both managers and external raters make this study unusually rigorous in the field of leadership development evaluations.
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| 2. |
- Lornudd, C., et al.
(författare)
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Healthcare managers’ leadership profiles in relation to perceptions of work stressors and stress
- 2016
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Ingår i: Leadership in Health Services. - : Emerald Group Publishing Ltd.. - 1751-1879 .- 1751-1887. ; 29:2, s. 185-200
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Tidskriftsartikel (refereegranskat)abstract
- PurposeThe purpose of this study is to investigate the relationship between leadership profiles and differences in managers’ own levels of work stress symptoms and perceptions of work stressors causing stress. Design/methodology/approachCross-sectional data were used. Healthcare managers (n = 188) rated three dimensions of their leadership behavior and levels of work stressors and stress. Hierarchical cluster analysis was performed to identify leadership profiles based on leadership behaviors. Differences in stress-related outcomes between profiles were assessed using one-way analysis of variance. FindingsFour distinct clusters of leadership profiles were found. They discriminated in perception of work stressors and stress: the profile distinguished by the lowest mean in all behavior dimensions, exhibited a pattern with significantly more negative ratings compared to the other profiles. Practical implicationsThis paper proposes that leadership profile is an individual factor involved in the stress process, including work stressors and stress, which may inform targeted health promoting interventions for healthcare managers. Originality/valueThis is the first study to investigate the relationship between leadership profiles and work stressors and stress in healthcare managers.
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| 3. |
- Palm, Kristina, et al.
(författare)
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Employee perceptions of managers’ leadership over time
- 2015
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Ingår i: Leadership in Health Services. - : Emerald Group Publishing Limited. - 1751-1879 .- 1751-1887. ; 28:4, s. 266-280
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Tidskriftsartikel (refereegranskat)abstract
- Purpose – This paper aims to explore if and how employees in a healthcare organisation perceive changes in their managers’ leadership behaviour over time. Design/methodology/approach – An interview study was conducted with employees whose managers had participated in a two-year leadership development programme offered by their employer, Healthcare Provision Stockholm County. Qualitative content analysis was applied, and the interview discussions focused on areas in which the majority of the informants perceived that a change had occurred over time and their answers were relatively consistent. Findings – The majority of employees did discern changes in their managers’ leadership over time, and, with very few exceptions, these changes were described as improvements. Practical implications – The knowledge that employees perceived changes in their managers’ leadership supports investments in leadership development through courses, programmes or other initiatives. Originality/value – The present findings contribute to a deeper empirical understanding of leadership as it is practised over time in everyday contexts among employees in healthcare organisations.
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| 4. |
- Ulhassan, W., et al.
(författare)
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Antecedents and characteristics of lean thinking implementation in a swedish hospital : A case study
- 2013
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Ingår i: Quality Management in Health Care. - 1063-8628 .- 1550-5154. ; 22:1, s. 48-61
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Tidskriftsartikel (refereegranskat)abstract
- Despite the reported success of Lean in health care settings, it is unclear why and how organizations adopt Lean and how Lean transforms work design and, in turn, affects employees' work. This study investigated a cardiology department's journey to adopt and adapt Lean. The investigation was focused on the rationale and evolution of the Lean adoption to illuminate how a department with a long quality improvement history arrived at the decision to introduce Lean, and how Lean influenced employees' daily work. This is an explanatory single case study based on semistructured interviews, nonparticipant observations, and document studies. Guided by a Lean model, we undertook manifest content analysis of the data. We found that previous improvement efforts may facilitate the introduction of Lean but may be less important when forecasting whether Lean will be sustained over time. Contextual factors seemed to influence both what Lean tools were implemented and how well the changes were sustained. For example, adoption of Lean varied with the degree to which staff saw a need for change. Work redesign and teamwork were found helpful to improve patient care whereas problem solving was found helpful in keeping the staff engaged and sustaining the results over time.
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