| 1. |
- von Thiele Schwarz, Ulrica, 1975-, et al.
(author)
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Leadership training as an occupational health intervention : improved safety and sustained productivity
- 2016
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In: Safety Science. - : Elsevier BV. - 0925-7535 .- 1879-1042. ; 81, s. 35-45
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Journal article (peer-reviewed)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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| 2. |
- Abildgaard, J. S., et al.
(author)
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Forms of participation : The development and application of a conceptual model of participation in work environment interventions
- 2020
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In: Economic and Industrial Democracy. - : SAGE Publications Ltd. - 0143-831X .- 1461-7099. ; 4:3, s. 746-769
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Journal article (peer-reviewed)abstract
- In the realm of work environment improvements, the Nordic countries have led the way in demonstrating that employee participation is a key requisite for achieving improvements. Despite this, there is a lack of precision as to what ‘participatory’ in a participatory work environment intervention means. In this study, the authors present a conceptual model for participation in work environment interventions and apply it to protocols and manuals from eight participatory interventions to determine the form of participation used in each intervention. The authors suggest that the conceptual model can be applied in the design and assessment of participatory work environment interventions.
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| 3. |
- Bergman, D., et al.
(author)
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Leader personality and 360-degree assessments of leader behavior
- 2014
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In: Scandinavian Journal of Psychology. - : Blackwell Publishing Ltd. - 0036-5564 .- 1467-9450. ; 55:4, s. 389-397
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Journal article (peer-reviewed)abstract
- To investigate the relationship between personality and multi-source feedback, we assessed 190 health care managers by applying the Understanding Personal Potential personality test, which provides comprehensive measurement of the Big Five dimensions and eight narrower personality traits. Managers' leadership behaviors were assessed by colleagues, supervisors, a random sample of each manager's subordinates as well as the managers themselves using a 360-degree change, production, employee (CPE) instrument. Hierarchical multivariate regression analysis showed that the Big Five variables were significantly related to the Managers' leadership behavior in all CPE dimensions. Also, addition of narrow personality variables to the Big Five increased explained variance in leadership behavior. This study is the first of its kind to include the full range of viewpoints in a 360-degree instrument, along with a large number of subordinate assessments. We found that both the strength of the relationship between personality and behavior and the configuration of different predictors varied depending on who did the rating and what leadership orientation was investigated, and this observation merits further investigation.
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| 4. |
- Cristian, Coo, et al.
(author)
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All by myself : How perceiving organizational constraints when others do not hampers work engagement
- 2021
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In: Journal of Business Research. - : Elsevier BV. - 0148-2963 .- 1873-7978. ; 36, s. 580-591
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Journal article (peer-reviewed)abstract
- Organizational constraints (OCs) represent work conditions that interfere with employees’ performance. Although employees share the same work environment, perceptions of OCs may vary among team members. In this study, we examined employee–teammate perceptual congruence and incongruence regarding three types of OCs (i.e., social, structural, and infrastructure) and the associated consequences for employee work engagement among health care employees from two Spanish hospitals (N = 141). Multilevel polynomial regression with response surface analyses revealed that the perceptual congruence and incongruence effects depended on the type of OCs. Congruence in perceptions was linked with greater work engagement only for social OCs. Incongruence had an effect in cases of social and structural OCs, but not infrastructure OCs: work engagement was worse when an employee rated OCs as higher (i.e., more problematic) than their teammates did. Our findings suggest that the negative effects of OCs are additionally exacerbated by perceptual incongruence with teammates and indicate the need to include social contexts in the study of work environment perceptions.
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| 5. |
- Frykman, M., et al.
(author)
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Functions of behavior change interventions when implementing multi-professional teamwork at an emergency department : A comparative case study
- 2014
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In: BMC Health Services Research. - : BioMed Central Ltd.. - 1472-6963. ; 14:1
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Journal article (peer-reviewed)abstract
- While there is strong support for the benefits of working in multi-professional teams in health care, the implementation of multi-professional teamwork is reported to be complex and challenging. Implementation strategies combining multiple behavior change interventions are recommended, but the understanding of how and why the behavior change interventions influence staff behavior is limited. There is a lack of studies focusing on the functions of different behavior change interventions and the mechanisms driving behavior change. In this study, applied behavior analysis is used to analyze the function and impact of different behavior change interventions when implementing multi-professional teamwork. Methods. A comparative case study design was applied. Two sections of an emergency department implemented multi-professional teamwork involving changes in work processes, aimed at increasing inter-professional collaboration. Behavior change interventions and staff behavior change were studied using observations, interviews and document analysis. Using a hybrid thematic analysis, the behavior change interventions were categorized according to the DCOM® model. The functions of the behavior change interventions were then analyzed using applied behavior analysis. Results: The two sections used different behavior change interventions, resulting in a large difference in the degree of staff behavior change. The successful section enabled staff performance of teamwork behaviors with a strategy based on ongoing problem-solving and frequent clarification of directions. Managerial feedback initially played an important role in motivating teamwork behaviors. Gradually, as staff started to experience positive outcomes of the intervention, motivation for teamwork behaviors was replaced by positive task-generated feedback. Conclusions: The functional perspective of applied behavior analysis offers insight into the behavioral mechanisms that describe how and why behavior change interventions influence staff behavior. The analysis demonstrates how enabling behavior change interventions, managerial feedback and task-related feedback interact in their influence on behavior and have complementary functions during different stages of implementation.
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| 6. |
- Frykman, M., et al.
(author)
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Line managers’ influence on employee usage of a web-based system for occupational health management
- 2018
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In: International Journal of Workplace Health Management. - : Emerald Group Publishing Ltd.. - 1753-8351 .- 1753-836X. ; 11:4, s. 193-209
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Journal article (peer-reviewed)abstract
- Purpose: The purpose of this paper is to investigate line managers’ influence on employee usage of a web-based system for occupational health management. Design/methodology/approach: Questionnaires were used to measure line managers’ transformational leadership at baseline and their change-supportive managerial activities during weeks 16–52. Employee initial (weeks 16–52) and sustained (weeks 53–144) use of the web-based system was measured by extracting their frequency of logins to the system from electronic records. Data were collected from six white-collar organizations from 2011 through 2013. Mixed Poisson regressions were used to analyze the influence of transformational leadership and change-supportive managerial activities on employee usage. Findings: As predicted, line managers’ change-supportive activities influenced the employees’ initial and sustained use of the system. Line managers’ transformational leadership had no direct effect on employees’ use of the system, however transformational leadership was indirectly associated with employees’ initial and sustained use of the system through line managers’ change-supportive activities. Originality/value: The study adds to the understanding of the role line managers’ play during the implementation of occupational health interventions. The findings suggest that the line managers’ change-supportive activities directed toward the intervention are important for employees’ initial and sustained use of the system. The influence of transformational leadership was indirect, suggesting that line managers may need to direct their leadership behaviors toward the intervention to facilitate implementation. © 2018, Emerald Publishing Limited.
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| 7. |
- Granath, J., et al.
(author)
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Stress management : A randomized study of cognitive behavioural therapy and yoga
- 2006
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In: Cognitive Behaviour Therapy. - : Informa UK Limited. - 1650-6073 .- 1651-2316. ; 35:1, s. 3-10
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Journal article (peer-reviewed)abstract
- In this study, a stress management program based on cognitive behavioural therapy principles was compared with a Kundaliniyoga program. A study sample of 26 women and 7 men from a large Swedish company were divided randomly into 2 groups for each of the different forms of intervention; a total of 4 groups. The groups were instructed by trained group leaders and 10 sessions were held with each of groups, over a period of 4 months. Psychological (self-rated stress and stress behaviour, anger, exhaustion, quality of life) and physiological (blood pressure, heart rate, urinary catecholamines, salivary cortisol) measurements obtained before and after treatment showed significant improvements on most of the variables in both groups as well as medium-to-high effect sizes. However, no significant difference was found between the 2 programs. The results indicate that both cognitive behaviour therapy and yoga are promising stress management techniques.
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| 8. |
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| 9. |
- Hasson, Dan, et al.
(author)
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Self-rated Health and Allostatic Load in Women Working in Two Occupational Sectors
- 2009
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In: Journal of Health Psychology. - : Sage Publications. - 1359-1053 .- 1461-7277. ; 14:4, s. 568-577
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Journal article (peer-reviewed)abstract
- This study set out to investigate how biological dysregulation, in terms of allostatic load (AL), relates to selfrated health (SRH) in women. Data on SRH and 12 biomarkers used to assess AL were available for 241 employees from the health care sector and 98 employees from the IT/media sector. In line with the hypothesis, results showed that a poor SRH, along with occupational sector, age and education, were significantly associated with a high AL, particularly for those working withinthe health care sector. This association between a poor SRH and AL, suggests a link between SRH and biological dysregulation.
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| 10. |
- Hasson, Henna, et al.
(author)
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Comparing employees and managers' perception of organizational learning, health, and work performance
- 2013
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In: Advances in Developing Human Resources. - : Sage Publications. - 1523-4223 .- 1552-3055. ; 15:2, s. 163-176
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Journal article (peer-reviewed)abstract
- The Problem Disagreement between subordinates and their managers’ perceptions of organizational climate and support has been related to less efficient work performance and worse organizational outcomes. Possible consequences of disagreement between managers’ and subordinates’ ratings of organizational learning are currently not known. Little is also known about how the level of agreement between the two ratings relates to employees’ performance and well-being at work.The Solution The study was conducted in an industrial company in Sweden. First-line managers’ and their subordinates’ responses to the Dimensions of the Learning Organization Questionnaire (DLOQ) were evaluated along with employees’ ratings of their work performance and health.The Stakeholders Key stakeholders include leaders responsible for group- and organization-level learning activitities and employees’ well-being and work performance. In addition, representatives from human development departments will find this study to be of interest.
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