A longitudinal study of working life among first-line managers in the care of older adults

Hagerman, Heidi; Skytt, Bernice; Wadensten, Barbro; Högberg, Hans; Engström, Maria

doi:10.1016/j.apnr.2016.03.003

Cited by 13 publications

(19 citation statements)

References 42 publications

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“…The results regarding psychological empowerment are difficult to interpret and must be investigated further to understand better the link between managers and their subordinates, as the relationship seems to be complex. In previous research, not multilevel, psychological empowerment has been found to be a mediator between FLMs’ structural empowerment and self‐rated leadership–management performance (Hagerman et al., ).…”

Section: Discussionmentioning

confidence: 85%

“…According to previous cross-sectional research, a supportive and trusting relationship between the manager and subordinates is important to subordinates feeling psychologically empowered at work (Spreitzer, 2007). Positive associations between structural empowerment and leadership of managers have also been reported (Hagerman et al, 2016;Macphee, Skelton-Green, Bouthillette, & Suryaprakash, 2012).…”

Section: Leadership and Managementmentioning

confidence: 96%

“…A recent review also found that both structural and psychological empowerment were related to job satisfaction and other outcomes, and described structural empowerment as an antecedent of psychological empowerment (Cicolini et al, 2014). Hagerman et al (2016) found mediating effects of psychological empowerment between FLMs' self-rated structural empowerment and self-rated leadership-management performance. Relationships between structural and psychological empowerment and positive organisational effectiveness have been found for, e.g.…”

Section: Earlier Researchmentioning

confidence: 97%

“…Hagerman et al. () found mediating effects of psychological empowerment between FLMs’ self‐rated structural empowerment and self‐rated leadership–management performance. Relationships between structural and psychological empowerment and positive organisational effectiveness have been found for, e.g.…”

Section: Introductionmentioning

confidence: 99%

“…Structural empowerment, in turn, is linked to the individuals' psychological empowerment (Wagner et al, 2010). A mediating effect of psychological empowerment has been reported between structural empowerment and different aspects of staff well-being and work effectiveness outcomes (Hagerman, Skytt, Wadensten, Högberg, & Engström, 2016;Meng, Jin, & Guo, 2016). Spreitzer's (1995) psychological empowerment concept can be seen as the individual's reflections on his/her own work role, i.e.…”

Section: Introductionmentioning

confidence: 99%

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Empowerment and performance of managers and subordinates in elderly care: A longitudinal and multilevel study

et al. 2017

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Section: Discussionmentioning

confidence: 85%

Section: Leadership and Managementmentioning

confidence: 96%

Section: Earlier Researchmentioning

confidence: 97%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Empowerment and performance of managers and subordinates in elderly care: A longitudinal and multilevel study

et al. 2017

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Relationships between structural and psychological empowerment, mediated by person-centred processes and thriving for nursing home staff

2019

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Examining gender and enjoyment: Do they predict job satisfaction and well-being?

Frederick-Recascino¹,

Lazzara²

2020

The Psychologist-Manager Journal

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Within organizations, happiness of employees is of key importance, and researchers have theorized that work happiness is composed of positive well-being and job satisfaction (Sgroi, 2015; Wright & Cropanzano, 2000). However, women experience the workplace differently than their male counterparts (Clark, 1997). In the present study, we examine how female leaders and nonleaders (compared with male leaders and nonleaders) experience well-being and job satisfaction, as well as how work enjoyment predicts well-being and job satisfaction. Participants (286 women and 255 men) completed a demographic measure, the Subjective Vitality Scale (Ryan & Frederick, 1997), the Job Satisfaction Survey (Macdonald & Maclntyre, 1997), and the ENJOY Scale (Davidson, 2018). Results showed that being in a leadership position, not gender, determined well-being and job satisfaction, with those in leadership positions experiencing higher levels of both variables. For women, number of individuals supervised and leadership experience did not predict well-being or job satisfaction. Last, for women, the work enjoyment variables of pleasure, relatedness, and competence predicted well-being and job satisfaction. Results were similar for male participants. Unlike earlier research, the results of the present study found more similarities than differences between women and men. Differences in well-being and satisfaction were more influenced whether one was in a managerial role than by gender. Future research would do well to focus on exploration and understanding of how female leaders versus nonleaders experience the workplace.

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A longitudinal study of working life among first-line managers in the care of older adults

Cited by 13 publications

References 42 publications

Empowerment and performance of managers and subordinates in elderly care: A longitudinal and multilevel study

Empowerment and performance of managers and subordinates in elderly care: A longitudinal and multilevel study

Relationships between structural and psychological empowerment, mediated by person-centred processes and thriving for nursing home staff

Examining gender and enjoyment: Do they predict job satisfaction and well-being?

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