A complex challenge with unclear improvement: the need for involvement, contextualization and facilitation when managers implement a leadership model

Purpose Management and leadership in health care are described as complex and challenging, and the span of control is known to be a key component in the manager’s job demands. The implementation of change can be a challenge in health care, and managers often have roles as implementation leaders. Lit...

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Vydané v:International journal of health care quality assurance incorporating Leadership in health services Ročník 36; číslo 2; s. 236 - 246
Hlavní autori: Lindberg, Maria, Skytt, Bernice, Lindberg, Magnus, Wijk, Katarina, Strömberg, Annika
Médium: Journal Article
Jazyk:English
Vydavateľské údaje: England Emerald Publishing Limited 21.04.2023
Emerald Group Publishing Limited
Predmet:
Change management
Changes
Complex organizations
Complexity
Data analysis
Data collection
Delivery of Health Care
Goal setting
Grounded theory
Health care
Health services
Health-Promoting Work
Humans
Hälsofrämjande arbete
Implementation
Job characteristics
Leadership
Line managers
Managers
Occupational roles
Organisation and administration
Qualitative research
Research Paper
Work environment
Working conditions
Qualitative research
Organisation and administration
Leadership
Change management
Health services
Implementation
ISSN:1751-1879, 1751-1887, 1751-1887, 1751-1879
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Popis
Shrnutí:Purpose Management and leadership in health care are described as complex and challenging, and the span of control is known to be a key component in the manager’s job demands. The implementation of change can be a challenge in health care, and managers often have roles as implementation leaders. Little attention has been given to how managers perceive the process of implementation. Thus, this study aims to explore second-line managers’ perceptions of, prerequisites for and experiences from the implementation of changes in their manager’s work conditions. Design/methodology/approach A grounded theory–based qualitative design was used. Data were collected from a purposive sample of nine second-line managers by individual semi-structured interviews. The three stages of initial coding, focus codes and axial coding were used in data analysis. Findings Three thematic areas were identified: engagement, facilitation and achievement. The second-line managers’ descriptions suggest that the change work entails a complex challenge with an unclear result. Involvement, consideration for the context and facilitation are needed to be able to conduct a cohesive implementation process. Originality/value This study findings outline that to succeed when implementing change in complex organizations, it is crucial that managers at different levels are involved in the entire process, and that there are prerequisites established for the facilitation and achievement of goals during the planning, implementation and follow-up.
Bibliografia:ObjectType-Article-1
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ISSN:1751-1879
1751-1887
1751-1887
1751-1879
DOI:10.1108/LHS-05-2022-0055