How do first‐line managers in elderly care experience their work situation from a structural and psychological empowerment perspective? An interview study

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

doi:10.1111/jonm.12793

Cited by 17 publications

(22 citation statements)

References 28 publications

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“…Despite changes in the FLMs' responsibilities and the health care system over the past years (Rosengren & Ottosson, 2008; Thorpe & Loo, 2003; Willmot, 1998), our findings show how the content and activities characterizing FLMs' workdays are still similar to earlier descriptions (Arman et al, 2009; Mintzberg, 1994). However, in contrast to previous studies where FLMs did not always reflect on and discuss strategies to make empowering structures accessible to their staff (Hagerman et al, 2019; Skytt et al, 2015), the FLMs in our study did express an awareness of these structures and had strategies for making them available to their staff. The FLMs' actions and reflections in our study have resemblances to transformational leadership style (Bass & Riggio, 2006), which has been positively associated with nurse‐rated access to structural empowerment (Boamah et al, 2018; Khan et al, 2018).…”

Section: Discussioncontrasting

confidence: 94%

Staff structural empowerment—Observations of first‐line managers and interviews with managers and staff

Lundin

Silén

Strömberg

et al. 2021

J Nursing Management

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Aim:The aim was to study how first-line managers act to make structural empowerment accessible for nursing staff and furthermore to relate these observations to the manager's and their nursing staff's descriptions regarding the staff's access to empowering structures.Background: Staff access to empowering structures has been linked to positive workplace outcomes. Managers play an important role in providing the conditions for structural empowerment.Method: Five first-line managers were observed for two workdays. Managers and staff (n = 13) were thereafter interviewed. Field notes and interviews were analysed using directed content analysis. Results:The managers displayed intentional actions that could enable their staff access to empowering structures. Managers and staff described the importance of staff's access to empowering structures. Conclusion:Staff who perceive to have access to structural empowerment have managers who are present and available. Unanimity among managers and staff existed in regard to the importance of staff having access to structural empowerment. The managers work continually and intentionally, doing many things at the same time, to provide the staff access to empowering structures. Implications for Nursing Management:The study shows the importance of promoting managers' awareness of staff's access to structural empowerment and maximizing managers' presence and availability to their staff.

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Section: Discussioncontrasting

confidence: 94%

Staff structural empowerment—Observations of first‐line managers and interviews with managers and staff

Lundin

Silén

Strömberg

et al. 2021

J Nursing Management

Self Cite

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“…Our findings seem to be in accordance with the JD-R model, where motivation was described as important among the managers in order to deal with a stressful job, to thrive and to stay in their municipal employment. Similar findings in our study have also been reported in other research among managers in municipal organizations in Sweden, where the managers described being motivated and enjoying their work (Albinsson & Arnesson, 2018 ), as well as being proud and finding their jobs meaningful (Hagerman et al, 2019 ). Our study found that support from supervisors, co-workers and other support functions were described as important among the managers to strive for stability in their work situation.…”

Section: Discussionsupporting

confidence: 92%

Experiences of being a manager in the municipal sector in rural northern Sweden

Asplund

Åhlin

Åström

2022

International Journal of Qualitative Studies on Health and Well

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Purpose The purpose of this study was to describe experiences of being a manager in the municipal sector in rural northern Sweden. Methods Semi-structured interviews were performed with 15 managers working in the municipal sector. The interviews were subjected to inductive qualitative content analysis. Results The managers’ experiences were interpreted in the main theme, Striving for stability on shaky ground . They struggled within slimmed-down organizations with substitute shortages and reduced means. They expressed being burdened by conflicting demands, a work overload, work conflicts and a requirement to be present. They had to endure the negative consequences of working in small municipalities, and handling health and family life impairments. The managers expressed the importance of being strengthened by inner and outer resources, such as being motivated, having social support and finding strategies to cope. They also expressed benefits of working in small municipalities, such as great opportunities to influence and efficiency in decision-making. Conclusion This study illuminates managers’ adverse psychosocial working conditions, insights into working in a small municipality in the rural context and also the importance of organizational support. Future studies could focus on applying adapted workplace support interventions among managers in the municipal sector in rural northern Sweden.

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“…The present study has a qualitative approach using deductive content analysis (Patton, 2002) and is part of a larger project looking at FLMs in elderly care (Hagerman et al, 2015;Skytt et al, 2015;Hagerman et al, 2018). The aim of the larger project was to describe the situation for FLMs working in elderly care.…”

Section: Methodsmentioning

confidence: 99%

First-line managers dealing with different management approaches

Strömberg

Engström

Hagerman

et al. 2019

LHS

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Purpose The purpose of this paper is to contribute new knowledge about how first line managers (FLMs) in elderly care perceive their situation, with a focus on differences in management approaches at the intersection of the central and local parts of the organization. Design/methodology/approach The present study has a qualitative approach and is part of a larger project on FLMs in elderly care. The results presented here are based on a secondary analysis of 15 of the total of 28 interviews carried out in the project. Findings The main results are twofold: the majority of FLMs perceived differences in management approaches between local and central management; the differences caused some struggle because FLMs perceived that the management system did not support the differences. The two main aspects that caused the FLMs to struggle were differences in the foci of the management levels and difficulties in influencing the conditions of management. Originality/value The results contribute to the debate on what aspects are important to sustainable management of elderly care. It is common knowledge that FLMs have a complex position, intermediate to the central, upper level management and their subordinates at the local level – levels with different foci and interests. The study contributes new knowledge about what these differences consist of and the dilemmas they cause and offers suggestions as to what can be done to reduce both energy waste and the risk of low job satisfaction.

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How do first‐line managers in elderly care experience their work situation from a structural and psychological empowerment perspective? An interview study

Cited by 17 publications

References 28 publications

Staff structural empowerment—Observations of first‐line managers and interviews with managers and staff

Staff structural empowerment—Observations of first‐line managers and interviews with managers and staff

Experiences of being a manager in the municipal sector in rural northern Sweden

First-line managers dealing with different management approaches

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