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The aim of this article is to describe a theoretical framework, i.e., theoretical underpinnings and pedagogical principles, for leadership programs that support managers' evidence-based knowledge of health-promoting psychosocial work conditions, as well as their capability to apply, adapt, and craft sustainable managerial work practices. First, the theoretical framing is introduced, i.e., a system theory that integrates key work conditions with a practical perspective on managerial work and organization. Second, pedagogical principles and measures for leaders' training in integrated handling across system levels are described. Last, we present summarized results from an intervention study applying the theoretical framework and pedagogical principles. The complexity of interactions among different factors in a work system, and the variety in possible implementation approaches, presents challenges for the capability of managers to craft sustainable and health-promoting conditions, as well as the evaluation of the program components. Nevertheless, the evaluation reveals the strength of the program, in providing holistic and context-sensitive approaches for how to train and apply an integrative approach for improving the work environment.

The aim of this article is to investigate how span of control influences seven job demands common amongst operational public sector managers. Self-administrated surveys were collected from 434 managers organized in 37 municipal operations, i.e. management teams in a set of public organizations in Sweden, and complemented with register data. Multilevel analyses were performed and it was shown unfavorable to have a large number of subordinates for the majority of job demands investigated. Furthermore, managers who were members of management teams with a higher average span of control experience some job demands to an even higher extent. Thus, the results of this study demonstrate that span of control is a key upstream component of managers' job demands and emphasize the value of a reasonable number of subordinates.

The aim of this article is to describe and analyse observed managerial communication. The research questions concerned: What characterizes managerial communication practices and the organizational consequences? We make use of structuration theory and view communication as a social interaction process in which temporary structures are negotiated. Ten first- and second-line managers were shadowed. The managers used a combi- nation of structuration of caring, interdependency and accountability typical of health care organizations. The communication practices were related to how new norms of reputation management were institutionalized through structuration. The types of structuration were sometimes contradictory and productive communication was rare or non-existent. The managerial communication practices had consequences for the power and domination and for which issues were signified as part of the agenda. The conclusions can be generalizable to other professional organizations.

Epidemiological research has so far failed to explain the high incidence of occupational disorders among home care workers (HCWs) and the great differences in organizational incidence rate. A qualitative approach may contribute to a deeper understanding of work group reasoning and handling in a more contextual manner. The aim of this grounded theory study was to gain a deeper understanding of the main concern in the processes of recognizing, communicating and reporting occupational disorders among HCWs. Focus group interviews were conducted with 40 HCWs in 9 focus groups. The selected municipalities represented variations in municipality type and incidence rate of occupational disorders. Making it work in the frontline was identified as the core category explaining that the perceived work situation in home care work was the main concern but interacted with work-group socialising processes as well as with the communicability and derivability of the occupational disorder when defining and reporting occupational disorders. Complex problems could be reformulated and agreed within the workgroup to increase communicability. Described significances for reporting/non-reporting were related to financial compensation, to a part of organizational political game or to an existential uncertainty, i.e. questioning if it belonged to their chosen work and life. Our conclusion is that working situation and work group attitudes have importance for reporting of occupational disorders. To support work-related health for HCWs, integrating communication should be developed about work-related challenges in work situation, as well as about attitudes, culture and efficiency within work-group.

Abstract Background Over the last decade healthcare management and managers have increasingly been in focus in public debate. The purpose of the present study was to gain a deeper understanding of how prolonged, unfavorable media focus can influence both the individual as a person and his or her managerial practice in the healthcare organization. Methods In-depth interviews (n = 49) with 24 managers and their superiors, or subordinate human resources/information professionals, and partners were analyzed using a grounded theory approach. Results The conceptual model explains how perceived uncertainties related to the managerial role influence personification and its negative consequences . The role ambiguities comprised challenges regarding the separation of individual identity from the professional function , the interaction with intra-organizational support and political play , and the understanding and acceptance of roles in society. A higher degree of uncertainty in role ambiguity increased both personification and the personal reaction to intense media pressure. Three types of reactions were related to the feeling of being infringed: avoidance and narrow-mindedness ; being hard on self , on subordinates , and/or family members ; and resignation and dejection . The results are discussed so as to elucidate the importance of support from others within the organization when under media scrutiny. Conclusions The degree of personification seems to determine the personal consequences as well as the consequences for their managerial practice. Organizational support for managers appearing in the media would probably be beneficial for both the manager and the organization.

Despite working life prolongation having been at the center of the policy agenda in Europe for the last two decades, organizations' engagement in formal age-management activities intended to strengthen older workers' motivation and work ability appears limited. Given policies to extend working lives, negotiated individualized work arrangements—often called idiosyncratic deals (I-deals)—can be an informal and complementary approach to formalized age-management practices, improving the person–job fit and helping older workers extend their working lives. Nevertheless, research on I-deals and retirement preferences remains scarce in the Nordic context, where collective agreements regulate conditions of employment and the employer–employee relationship. Using confirmatory factor analysis and structural equation modeling, this study examines five areas of I-deals (i.e., Task and Work Responsibilities, Workload Reduction, Schedule Flexibility, Location Flexibility, and Financial Incentives) and their relationships with retirement preferences among Swedish public-sector employees aged 55 years or older (n = 4,499). Findings show that I-deals are generally less prevalent among women and older employees, as well as among those with poor health, in lower socioeconomic positions, and with shorter organizational tenure. Regarding retirement preferences, we found Task and Work Responsibilities to be related to later preferred retirement age, while, surprisingly, the opposite was observed for Workload Reduction, probably because individuals who received workload reductions also reported poorer health. Comparatively, factors such as matching employees' competence, experience, and growth opportunities seem to be the most important for public-sector employees' retirement preferences.

AbstractDespite working life prolongation having been at the center of the policy agenda in Europe for the last two decades, organizations' engagement in formal age-management activities intended to strengthen older workers' motivation and work ability appears limited. Given policies to extend working lives, negotiated individualized work arrangements—often called idiosyncratic deals (I-deals)—can be an informal and complementary approach to formalized age-management practices, improving the person–job fit and helping older workers extend their working lives. Nevertheless, research on I-deals and retirement preferences remains scarce in the Nordic context, where collective agreements regulate conditions of employment and the employer–employee relationship. Using confirmatory factor analysis and structural equation modeling, this study examines five areas of I-deals (i.e., Task and Work Responsibilities, Workload Reduction, Schedule Flexibility, Location Flexibility, and Financial Incentives) and their relationships with retirement preferences among Swedish public-sector employees aged 55 years or older (n = 4,499). Findings show that I-deals are generally less prevalent among women and older employees, as well as among those with poor health, in lower socioeconomic positions, and with shorter organizational tenure. Regarding retirement preferences, we found Task and Work Responsibilities to be related to later preferred retirement age, while, surprisingly, the opposite was observed for Workload Reduction, probably because individuals who received workload reductions also reported poorer health. Comparatively, factors such as matching employees' competence, experience, and growth opportunities seem to be the most important for public-sector employees' retirement preferences.