Leadership development as an intervention in occupational health psychology

Kelloway, E. Kevin; Barling, Julian

doi:10.1080/02678373.2010.518441

Cited by 373 publications

(315 citation statements)

References 81 publications

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“…294 Leadership skills can be taught, and leadership training is an effective intervention that should be considered for anyone entering a leadership position. 285,295,296 Personnel health and safety High-quality, high-volume spay-neuter programs should foster a safe and healthy work environment for program personnel. Efforts to reduce environmental stress and unnecessary distractions are beneficial to the well-being of staff and patients alike and may increase safety.…”

Section: Leadershipmentioning

confidence: 99%

“…[281][282][283][284][285] In addition, effective leadership is associated with improvements in staff and patient safety and can mitigate employee work stress and increase job satisfaction. 283,[285][286][287] This has crucial implications in the context of HQHVSN programs because employee stress and work dissatisfaction are known risk factors for musculoskeletal pain [288][289][290][291] and decreased surgical performance 292,293 as well as for depression and suicidal ideation among veterinarians. 294 Leadership skills can be taught, and leadership training is an effective intervention that should be considered for anyone entering a leadership position.…”

Section: Leadershipmentioning

confidence: 99%

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The Association of Shelter Veterinarians’ 2016 Veterinary Medical Care Guidelines for Spay-Neuter Programs

Griffin¹,

Bushby²,

McCobb³

et al. 2016

javma

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As community efforts to reduce the overpopulation and euthanasia of unwanted and unowned cats and dogs have increased, many veterinarians have increasingly focused their clinical efforts on the provision of spay-neuter services. Because of the wide range of geographic and demographic needs, a wide variety of spay-neuter programs have been developed to increase delivery of services to targeted populations of animals, including stationary and mobile clinics, MASHstyle operations, shelter services, community cat programs, and services provided through private practitioners. In an effort to promote consistent, high-quality care across the broad range of these programs, the Association of Shelter Veterinarians convened a task force of veterinarians to develop veterinary medical care guidelines for spay-neuter programs. These guidelines consist of recommendations for general patient care and clinical procedures, preoperative care, anesthetic management, surgical procedures, postoperative care, and operations management. They were based on current principles of anesthesiology, critical care medicine, infection control, and surgical practice, as determined from published evidence and expert opinion. They represent acceptable practices that are attainable in spay-neuter programs regardless of location, facility, or type of program. The Association of Shelter Veterinarians envisions that these guidelines will be used by the profession to maintain consistent veterinary medical care in all settings where spay-neuter services are provided and to promote these services as a means of reducing sheltering and euthanasia of cats and dogs.

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Section: Leadershipmentioning

confidence: 99%

Section: Leadershipmentioning

confidence: 99%

The Association of Shelter Veterinarians’ 2016 Veterinary Medical Care Guidelines for Spay-Neuter Programs

Griffin¹,

Bushby²,

McCobb³

et al. 2016

javma

View full text Add to dashboard Cite

show abstract

“…For example, Suikki et al (2006) introduced a framework for systematic project management competence development that provided tools for learning as well as a process for developing competences. A few earlier studies focus on leadership training and coaching as a means of developing safety performance (Kaskutas et al, 2013;Kelloway & Barling, 2010;Kines et al, 2010;von Thiele-Schwarz et al, 2016). However, only a few studies have examined safety management and leadership competences (Biggs & Biggs, 2013;Hale et al, 2010;Hardison et al, 2014), and safety management perspective is generally absent in management and HR studies and literature (Zanko & Dawson, 2012) Competencies can be managed with competency models (Königová et al, 2012;Rothwell & Lindholm, 1999).…”

Section: Introductionmentioning

confidence: 99%

Assessing and developing safety management competences

Tappura

Kivistö-Rahnasto

2018

IJOOES

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Introduction: Assessing and developing managers’ safety competence is one method for achieving high safety performance in the organisations. Objectives: The aim of this study is to construct a safety management competence development framework to help organisations in safety promotion. Materials and methods: This study comprises a theory-based construction of the safety management competence development framework and an empirical study in a case organisation. Results: The framework consists of definition of safety management competence requirements, self-assessment of the competence, definition of development needs, and implementation of competence development activities. Conclusions: The framework provides the means for systematically improving managers’ safety management competence as an integral part of general management competence development procedures in organisations.

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“…WHP should address the right questions to achieve health by obtaining a healthy work environment in the organization according to the Luxembourg declaration [7]. As leaders have a significant influence on the workplace and their employees this is "one of the most important workplace relationships with implications for individual well-being" [8], p. 262.…”

Section: Introductionmentioning

confidence: 99%

Developing Sustainable Workplaces with Leadership: Feedback about Organizational Working Conditions to Support Leaders in Health-Promoting Behavior

2017

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Abstract:Organizations should support leaders in promoting their employees' health in every possible way to achieve a sustainable workplace. A good way to support leaders could include getting feedback about their health-promoting behavior from their employees. The present study introduces an instrument (Health-Promoting Leadership Conditions; HPLC) that enables the provision of feedback about the leaders' efforts to create health-promoting working conditions in seven key aspects: health awareness, workload, control, reward, community, fairness and value-fit. The instrument was used in employee surveys and in an online study, obtaining a sample of 430 participants. The results showed that all seven key aspects of health-promoting leadership can be assigned to a main factor of health-promoting leadership. In addition, the HPLC shows high construct validity with dimensions of stress, resources and burnout (Recovery-Stress-Questionnaire for Work [RESTQ-Work] and Maslach Burnout Inventory General Survey [MBI-GS]). The results indicate that the HPLC can be used as a basis on which to assess health-promoting leadership behavior with a focus on changing working conditions. By getting feedback about their leadership behavior from their employees, leaders can identify their potential and fields for improvement for supporting their employees' health and developing a sustainable workplace.

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Leadership development as an intervention in occupational health psychology

Cited by 373 publications

References 81 publications

The Association of Shelter Veterinarians’ 2016 Veterinary Medical Care Guidelines for Spay-Neuter Programs

The Association of Shelter Veterinarians’ 2016 Veterinary Medical Care Guidelines for Spay-Neuter Programs

Assessing and developing safety management competences

Developing Sustainable Workplaces with Leadership: Feedback about Organizational Working Conditions to Support Leaders in Health-Promoting Behavior

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