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  • 1.
    Lundmark, R.
    et al.
    Karolinska Institutet, Stockholm, Sweden.
    Hasson, H.
    Karolinska Institutet, Stockholm, Sweden.
    von Thiele Schwarz, Ulrica
    Karolinska Institutet, Stockholm, Sweden.
    Hasson, D.
    Stress Clinic, Stockholm, Sweden.
    Tafvelin, S.
    Karolinska Institute, Stockholm, Sweden.
    Leading for change: line managers’ influence on the outcomes of an occupational health intervention2017In: Work & Stress, ISSN 0267-8373, E-ISSN 1464-5335, Vol. 31, no 3, p. 276-296Article in journal (Refereed)
    Abstract [en]

    Line managers may play a central role in the success of occupational health interventions. However, few studies have focussed on the relationship between line managers’ behaviours and the outcomes of occupational health interventions. We examined the influence of both line managers’ attitudes and actions towards an intervention as well as their transformational leadership on the expected outcomes of the intervention (i.e. employee self-rated health and work ability). The intervention consisted of the implementation and use of a web-based system for occupational health management. A sample of 180 employees provided data for the analysis. Self-rated health and work ability were measured at the baseline (Time 1) and follow-up (Time 3), while employee ratings of line managers’ attitudes and actions, and transformational leadership were measured during the intervention process (Time 2). The results revealed that line managers’ attitudes and actions positively predicted changes in both self-rated health and work ability. The influence of transformational leadership was indirect and mediated through line managers’ attitudes and actions towards the intervention. Based on the results, we suggest using process measures that include aspects of both line managers’ attitudes and actions as well as their transformational leadership in future process evaluation. 

  • 2.
    Nielsen, Karina
    et al.
    Univ Sheffield, England..
    Nielsen, Morten B.
    Natl Inst Occupat Hlth, Oslo, Norway..
    Ogbonnaya, Chidiebere
    Univ East Anglia, England..
    Kansala, Marja
    Finnish Inst Occupat Hlth, Helsinki, Finland..
    Saari, Eveliina
    Finnish Inst Occupat Hlth, Helsinki, Finland..
    Isaksson, Kerstin
    Mälardalen University, School of Health, Care and Social Welfare, Health and Welfare.
    Workplace resources to improve both employee well-being and performance: A systematic review and meta-analysis2017In: Work & Stress, ISSN 0267-8373, E-ISSN 1464-5335, Vol. 31, no 2, p. 101-120Article, review/survey (Refereed)
    Abstract [en]

    Organisations are becoming increasingly aware of the importance of employees in gaining and maintaining competitive advantage. The happy worker-productive worker thesis suggests that workers who experience high levels of well-being also perform well and vice versa; however, organisations need to know how to ensure such happy and productive workers. The present review and meta-analysis identifies workplace resources at the individual, the group, the leader, and the organisational levels that are related to both employee well-being and organisational performance. We examine which types of resources are most important in predicting both employee well-being and performance. We identified 84 quantitative studies published in print and online from 2003 to November 2015. Resources at either of the four levels were related to both employee well-being and performance. We found no significant differences in employee well-being and organisational performance between the four levels of workplace resources, suggesting that interventions may focus on any of these levels. Cross-sectional studies showed stronger relationships with well-being and performance than longitudinal studies. Studies using objective performance ratings provided weaker relationships between resources and performance than self-rated and leader/third-party-rated studies.

  • 3.
    Tafvelin, S.
    et al.
    Umeå University, Umeå, Sweden.
    Nielsen, K.
    Sheffield University Management School, United Kingdom.
    von Thiele Schwarz, Ulrica
    Karolinska Institutet, Stockholm, Sweden.
    Stenling, A.
    Umeå University, Umeå, Sweden.
    Leading well is a matter of resources: Leader vigour and peer support augments the relationship between transformational leadership and burnout2019In: Work & Stress, ISSN 0267-8373, E-ISSN 1464-5335, Vol. 33, no 2, p. 156-172Article in journal (Refereed)
    Abstract [en]

    Although studies suggest that transformational leaders play an important role in employee health and well-being, the relationship between transformational leadership and employee burnout remains unclear. One reason may be that moderators may play an important role. Building on conservation of resources theory, we examined if leaders’ perceptions of internal and external resources in terms of vigour and peer support augmented the relationship between transformational leadership and employee burnout in a sample of municipality workers and their leaders in Sweden (N = 217). Multilevel analyses over two time points revealed that both vigour and peer support enhance this relationship, such that when leaders experience high levels of vigour or peer support, the negative relationship between transformational leadership behaviours and employee burnout was strengthened. Our findings suggest that both personal and contextual resources may help leaders to better engage in transformational leadership, which is important in order to protect employees from burning out. 

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