Leadership Effectiveness: A Supervisor’s Approach to Manage Return to Work

Schreuder, Jolanda A. H.; Groothoff, Johan W.; Jongsma, Dianne; Zweeden, Nely F. Van; Klink, Jac J. L. van der; Roelen, Corné

doi:10.1007/s10926-012-9409-6

Cited by 16 publications

(27 citation statements)

References 36 publications

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“…In particular, understanding supervisors' decision making processes can help enhance supervisor training programs, which have been shown to be effective in reducing time lost to work absences and company costs [16,[41][42][43]. Research has shown that it is possible for employers to train their supervisors in a certain leadership style, however the workplace environment has a significant effect on the success of the leadership training [44][45][46].…”

Section: Discussionmentioning

confidence: 99%

“…Previous research has shown that having a supervisor who is task oriented and does not consult workers for decisions may have a negative impact on the RTW process, especially for workers who have moderate to high competence with variable commitment [16]. For instance, Baril et al [25] interviewed employees and supervisors from three Canadian provinces to explore perceptions related to successful RTW programs for workers with musculoskeletal injuries.…”

Section: Hypothesesmentioning

confidence: 99%

“…Leadership qualities are among those highly valued in supervisors who facilitate an early RTW process [15]. Supervisor leadership qualities are associated with early RTW, successful adjustment to work, and an overall feeling of satisfaction about work [16]. Effective supervisor leadership is associated with fewer long-term sickness absence days [17].…”

Section: Introductionmentioning

confidence: 99%

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Supervisor Autonomy and Considerate Leadership Style are Associated with Supervisors’ Likelihood to Accommodate Back Injured Workers

et al. 2015

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PURPOSE-To determine the association between supervisors' leadership style and autonomy and supervisors' likelihood of supporting job accommodations for back-injured workers.METHODS-A cross-sectional study of supervisors from Canadian and US employers was conducted using a web-based, self-report questionnaire that included a case vignette of a backinjured worker. Autonomy and two dimensions of leadership style (considerate and initiating structure) were included as exposures. The outcome, supervisors' likeliness to support job accommodation, was measured with the Job Accommodation Scale. We conducted univariate analyses of all variables and bivariate analyses of the JAS score with each exposure and potential confounding factor. We used multivariable generalized linear models to control for confounding factors.RESULTS-A total of 796 supervisors participated. Considerate leadership style (β= .012; 95% CI: .009-.016) and autonomy (β= .066; 95% CI: .025-.11) were positively associated with supervisors' likelihood to accommodate after adjusting for appropriate confounding factors. An initiating structure leadership style was not significantly associated with supervisors' likelihood to accommodate (β = .0018; 95% CI: −.0026-.0061) after adjusting for appropriate confounders.

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Section: Discussionmentioning

confidence: 99%

Section: Hypothesesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Supervisor Autonomy and Considerate Leadership Style are Associated with Supervisors’ Likelihood to Accommodate Back Injured Workers

et al. 2015

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“…These included making contact with the employee, being considerate, understanding, empathetic and appreciative. Schreuder et al (12), conducting a natural experiment by taking advantage of a hospital reorganization that reassigned supervisors. They compared sick absence, in the same ward but under different supervisors, for 1,091 Dutch hospital employees.…”

Section: Introductionmentioning

confidence: 99%

A Model of Supervisor Decision-Making in the Accommodation of Workers with Low Back Pain

et al. 2016

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PURPOSE-To explore supervisors' perspectives and decision-making processes in the accommodation of back injured workers.METHODS-Twenty-three semi-structured, in-depth interviews were conducted with supervisors from eleven Canadian organizations about their role in providing job accommodations. Supervisors were identified through an on-line survey and interviews were recorded, transcribed and entered into NVivo software. The initial analyses identified common units of meaning, which were used to develop a coding guide. Interviews were coded, and a model of supervisor decisionmaking was developed based on the themes, categories and connecting ideas identified in the data. RESULTS-The decision-making model includes a process element that is described as iterative "trial and error" decision-making. Medical restrictions are compared to job demands, employee abilities and available alternatives. A feasible modification is identified through brainstorming and then implemented by the supervisor. Resources used for brainstorming include information, supervisor experience and autonomy, and organizational supports. The model also incorporates the experience of accommodation as a job demand that causes strain for the supervisor. CIHR Author ManuscriptCIHR Author Manuscript CIHR Author Manuscript accommodation decision complexity, which in turn affects the quality of the accommodation option selected. If the employee is unable to complete the tasks or is reinjured during the accommodation, the decision cycle repeats. More frequent iteration through the trial and error process reduces the likelihood of return to work success.CONCLUSIONS-A series of propositions is developed to illustrate the relationships among categories in the model. The model and propositions show: a) the iterative, problem solving nature of the RTW process; b) decision resources necessary for accommodation planning, and c) the impact accommodation demands may have on supervisors and RTW quality.

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“…Effective supervisor leadership is associated with fewer long-term sickness absence days [39,44], job well-being and disability pension [39]. However, it is unknown how supervisor leadership influences workplace accommodation.…”

Section: Discussionmentioning

confidence: 99%

Supervisor and Organizational Factors Associated with Supervisor Support of Job Accommodations for Low Back Injured Workers

et al. 2016

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PURPOSE-Temporary job accommodations contribute to the prevention of chronic work disability due to low back pain (LBP) through the facilitation of early return to work; yet, workplace dimensions of job accommodation are poorly understood. The objective of this study was to determine supervisor and organizational factors associated with supervisors' support for temporary job accommodations for LBP injured workers. METHODS-Supervisorswere recruited from 19 workplaces in the USA and Canada and completed an online survey regarding job accommodation practices and potential associated factors with respect to a case vignette of a worker with LBP. Multivariable linear regression was used to identify the most parsimonious set of factors associated with supervisors' support for accommodations. RESULTS-

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Leadership Effectiveness: A Supervisor’s Approach to Manage Return to Work

Abstract: Long-term SA was shorter after employees got more effective supervisors. Adaptive supervisors can facilitate return to work and save SA costs by providing the right type of support to sick-listed employees.

Cited by 16 publications

References 36 publications

Supervisor Autonomy and Considerate Leadership Style are Associated with Supervisors’ Likelihood to Accommodate Back Injured Workers

Supervisor Autonomy and Considerate Leadership Style are Associated with Supervisors’ Likelihood to Accommodate Back Injured Workers

A Model of Supervisor Decision-Making in the Accommodation of Workers with Low Back Pain

Supervisor and Organizational Factors Associated with Supervisor Support of Job Accommodations for Low Back Injured Workers

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