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Leadership quality: a factor important for social capital in healthcare organizations
KTH, School of Technology and Health (STH), Health Systems Engineering, Ergonomics.ORCID iD: 0000-0002-8457-679X
KTH, School of Technology and Health (STH), Health Systems Engineering, Ergonomics.ORCID iD: 0000-0002-1134-9895
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2017 (English)In: Journal of Health Organisation & Management, ISSN 1477-7266, E-ISSN 1758-7247, Vol. 31, no 2, 175-191 p.Article in journal (Refereed) Published
Abstract [en]

Purpose - The purpose of this paper is to investigate the relation between leadership and social capital and what qualities of leadership are important for social capital among employees in hospital settings over time. Design/methodology/approach - A cohort of employees in hospitals answered a questionnaire at three occasions. Five small (approx. 100-bed) or mid-sized (approx. 500-bed) hospitals were included. The response rate was 54 percent at baseline (n = 865), 59 percent at one-year follow-up (n = 908) and 67 percent at two-year follow-up (n = 632). Findings - Repeated measures over time showed differences between groups in levels of social capital with respect to levels of leadership quality. Relation-oriented leadership had the strongest association with social capital. There was evidence that leadership was associated with social capital over time and that different kinds of leadership qualities were associated with social capital. Research limitations/implications - This study conducted and analyzed quantitative data, and therefore, there is no knowledge of managers' or employees' own perceptions in this study. However, it would be interesting to compare managers' decreased and increased leadership quality and how such differences affect social capital over time. Practical implications - The findings feature the possibility for healthcare leaders to build high quality leadership as an important resource for social capital, by using different leadership orientations under different circumstances. Originality/value - The paper showed that leadership was an important factor for building social capital and that different leadership qualities have different importance with respect to certain circumstances.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2017. Vol. 31, no 2, 175-191 p.
Keyword [en]
Leadership, Healthcare, Social capital, Cohort, Leadership quality
National Category
Health Sciences
Identifiers
URN: urn:nbn:se:kth:diva-210525DOI: 10.1108/JHOM-12-2016-0246ISI: 000402934800004PubMedID: 28482768Scopus ID: 2-s2.0-85019143580OAI: oai:DiVA.org:kth-210525DiVA: diva2:1119555
Funder
AFA Insurance, 120321
Note

QC 20170604

Available from: 2017-07-04 Created: 2017-07-04 Last updated: 2017-08-28Bibliographically approved
In thesis
1. Social capital in healthcare: A resource for sustainable engagement in organizational improvement work
Open this publication in new window or tab >>Social capital in healthcare: A resource for sustainable engagement in organizational improvement work
2017 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

Social capital, work engagement, working conditions, and leadership are concepts that have been studied previously, but there is lack of knowledge about what processes promote sustainable organizational improvement work in hospitals, and specifically, what leads healthcare professionals to engage in clinical developments.

The overall aim of this thesis is to increase knowledge of how social capital and engagement contribute to sustainable organizational improvement work in hospitals and how social capital and engagement are created during organizational improvement work. Data were collected by a questionnaire at three times over a period of two years at five hospitals and all studies are quantitative.

The results show that improved working conditions and employees’ attitudes to engagement in improvement work are associated with and have importance for healthcare professionals’ work engagement and clinical engagement in improving care processes (Study I). Job demands, social capital, and other job resources are associated with healthcare professionals’ intention to leave their jobs, whereas high levels of social capital are associated with low levels of intention to leave (Study II). Increased social capital predicted healthcare professionals’ job satisfaction, work engagement, and engagement in patient safety (Study III). Leadership is shown to be important for healthcare professionals’ social capital, and levels of leadership quality correlate with levels of social capital over time (Study IV).

In conclusion, social capital, increased job resources, and decreased job demands are important conditions for healthcare professionals’ engagement in organizational improvement work. To develop social capital, leadership quality is an important precondition. Social capital can be regarded as a resource for sustainable organizational improvement work in healthcare, because of its importance for healthcare professionals’ engagement, job satisfaction, and intention to leave.

Abstract [sv]

Socialt kapital, arbetsengagemang, arbetsförhållanden och ledarskap är begrepp som har studerats tidigare men det saknas kunskap om vilka processer som främjar hållbar verksamhetsutveckling i sjukhus, specifikt vad får hälso- och sjukvårdspersonal att engagera sig i kliniskt utvecklingsarbete.

 

Det övergripande syftet med den här avhandlingen är att öka kunskapen om hur socialt kapital och engagemang bidrar till verksamhetsutveckling och hur socialt kapital och engagemang skapas under pågående verksamhetsutveckling. I Studie I var syftet att identifiera dimensioner av engagemang bland hälso- och sjukvårdspersonal och att undersöka hur dessa är relaterade till arbetsförhållanden under pågående utveckling av vårdprocesser. I Studie II var syftet att analysera samband mellan arbetsförhållanden och socialt kapital i relation till vårdpersonalens intention att sluta sitt arbete och att undersöka om socialt kapital modererar förhållandet mellan arbetskrav och intention att sluta sitt arbete. Den tredje studien (III) syftade till att undersöka vikten av socialt kapital för arbetstillfredsställelse, arbetsengagemang och engagemang i kliniskt utvecklingsarbete bland hälso- och sjukvårdspersonal. Studie IV syftade till att utforska om och vilka ledarskapskvalitéter som har inverkan på socialt kapital över tid bland anställda i hälso- och sjukvården.

 

Det empiriska materialet bygger på data från ett forskningsprogram som inkluderar tre forskningsprojekt. Data samlades in via enkät vid tre tillfällen över en period av två år och samtliga studier är kvantitativa. Studierna är baserade på en sjukhuskohort från fem sjukhus. I Studie II analyserades tvärsnittsdata. I studierna I, III och IV analyserades longitudinella data.

 

Resultaten visade att förbättrade arbetsförhållanden och anställdas attityd till engagemang var associerade till och var viktiga för hälso- och sjukvårdspersonals arbetsengagemang och kliniska engagemang i utveckling av vårdprocesser (Studie I). Arbetskrav, socialt kapital och andra arbetsresurser är associerade till hälso- och sjukvårdspersonals intention att sluta sitt arbete samt att hög nivå av socialt kapital är associerat till låg nivå av intention att sluta sitt arbete (Studie II). Ökat socialt kapital visade sig predicera hälso- och sjukvårdspersonals arbetstillfredsställelse, arbetsengagemang och engagemang i patientsäkerhet (Studie III). Ledarskap var viktigt för hälso- och sjukvårdspersonals sociala kapital och nivåer av ledarskapskvalitét korrelerade med nivåer av socialt kapital över tid (Studie IV).

 

Slutsatsen är att socialt kapital, ökade arbetsresurser och minskade arbetskrav är viktiga förutsättningar för hälso- och sjukvårdspersonals engagemang i verksamhetsutveckling. För att utveckla socialt kapital är ledarskapskvalitét en viktig förutsättning. Genom det sociala kapitalets betydelse för hälso- och sjukvårdspersonals engagemang, arbetstillfredsställelse och intention att sluta sitt arbete kan det sociala kapitalet betraktas som en resurs för hållbar verksamhetsutveckling i sjukvården.

Place, publisher, year, edition, pages
Stockholm: Kungliga Tekniska högskolan, 2017. 68 p.
Series
TRITA-STH : report, ISSN 1653-3836 ; 2017:8
Keyword
Healthcare, social capital, engagement, leadership, sustainability, Sjukvård, socialt kapital, engagemang, ledarskap, hållbarhet
National Category
Production Engineering, Human Work Science and Ergonomics
Research subject
Technology and Health
Identifiers
urn:nbn:se:kth:diva-212301 (URN)978-91-7729-463-4 (ISBN)
Public defence
2017-09-29, T1, Emmy Rappesalen, Hälsovägen 11 C, Huddinge, 13:00 (Swedish)
Opponent
Supervisors
Funder
AFA Insurance, 120321Forte, Swedish Research Council for Health, Working Life and Welfare, 2010-0376Forte, Swedish Research Council for Health, Working Life and Welfare, 2016-00484
Note

QC 20170830

Available from: 2017-08-30 Created: 2017-08-28 Last updated: 2017-08-30Bibliographically approved

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Strömgren, MarcusEriksson, Andrea

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