RESUMEN
AIM: The aim of the current study was to investigate the impact of servant leadership dimensions on leader-member exchange (LMX) among health-care professionals. BACKGROUND: Leadership support and the quality of the dyadic relationship between the leader and the employee are essential regarding the work environment and turnover intentions in health care. METHOD: A questionnaire-based cross-sectional study was undertaken at four hospital units in Sweden. The study sample included 240 employees. RESULTS: Significant bivariate correlations were found between all servant leadership dimensions and LMX. The strongest correlations were found between 'humility' and LMX (r = 0.69, P < 0.001), and 'empowerment' and LMX (r = 0.67, P < 0.001). The hierarchical regression analyses indicated that 'empowerment', 'humility' and 'stewardship' explained about 55% of the variance in LMX. CONCLUSION: In our study servant leadership dimensions were strongly related to LMX. IMPLICATIONS FOR NURSING MANAGEMENT: The results identify specific servant leadership dimensions that are likely to be useful for developing a stronger exchange relationship between the leader (e.g. nursing manager) and individual subordinates in health care.
Asunto(s)
Relaciones Interprofesionales , Satisfacción en el Trabajo , Liderazgo , Cuerpo Médico de Hospitales/organización & administración , Personal de Enfermería en Hospital/organización & administración , Reorganización del Personal , Adulto , Estudios Transversales , Femenino , Humanos , Masculino , Cuerpo Médico de Hospitales/psicología , Persona de Mediana Edad , Personal de Enfermería en Hospital/psicología , Supervisión de Enfermería/organización & administración , SueciaRESUMEN
The aim of this paper is to describe and reflect on an interactive research approach used to address the challenges on how to improve product introductions, the part of the product realization process associated with the transfer of a product from product development to serial production. In the interactive research approach, research results as well as improvement of practice are given equal importance. The collaboration between researchers and practitioners therefore addresses both the focus and the process of the change. The approach includes four main iterative steps: 1) mapping/diagnosis, 2) feedback of results, 3) participation in development activities, and 4) follow-up/evaluation. The paper reports findings from interactive research in one company within office product industry and one company group, consisting of three company units within the engine industry. Preliminary findings indicate that the participating companies afterwards work in a more structured way with product introductions and that the employees have gained deeper knowledge about product introductions as well as experienced the advantages of working across functional boundaries. Furthermore, the interactive research approach is suitable to run projects from an ergonomics perspective as it focuses on developing both practice and theory, it is human-centered, and it emphasizes broad participation from practitioners.