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- Dellve, Lotta, 1965, et al.
(author)
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A stepwise qualitative approach to support a balanced time-use among health care leaders
- 2008
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In: The 5th Nordic Interdisciplinary Conference on Qualitative Methods in the Service of Health, Stavanger.
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Conference paper (other academic/artistic)abstract
- Background Stress among health care leaders may have impact of quality of care, leaders' turnover and employee stress. The need for leader support is well recognized, but there are few empirical studies about qualities, implementation and effect. Aim To develop leadership support, to handle central challenges, defined by leaders themselves. This presentation focus on methodological challenges in the stepwise development and implementing of a support program. Method (a) Qualitative in-depth interviews, and focus-groups of challenges and needed support, analysed by constructivist grounded theory. A central challenge was their time-use, i.e. working hours and time-allocation between strategic, employeeship and administrative tasks. (b) A model for observation and intervention of time-use and leadership practice was developed: each leader was shadowed during four days incl daily interviews and "calender interview" of self-reported activities. The intervention involved mirroring the leaders' everyday activities and encouraging reflective communication of their experienced challenges in a group setting. Follow-up of observation after three months. Results Two leadership strategies were used to meet different logics and demands; (a) leadership by separating the logics and fragmenting them into different spaces of time. Here, leaders strived to define, structure, divide and allocate tasks. (b) leadership by integrating different logics by the currentness of solutions and a proactive leadership style that shaped the basis for participative employeeship. Additionally, compound identities, loyalty commitments and interests shape conditions for increased or maintained influence. Strategies to achieve legitimacy were either to retaining clinical skills and a strong occupational identity or taking a full leadership role.
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