The psychosocial environment of the workplace comprises a multitude of factors that can be beneficial or detrimental to employee well-being, and one of the crucial mechanisms suggested to determine work-related well-being among employees is related to the quality of leadership (Skakon et al. (2010; Nyberg et al., 2009; Kuoppala, Lamminpaa, Liira, & Vainio, 2008; Cummings et al., 2010). For a stretched workforce within the health care sector, understanding the mechanisms of how leadership may influence employee distress is particularly important.
Leadership development is one way of supporting the health care managers and advancing the leadership skills. Based on several meta-analyses in the field (Burke and Day, 1986; Collins and Holton, 2004; Avolio et al., 2009), three general conclusions about the effectiveness of leadership development programs can be drawn. First, overall their effect is moderately positive. Second, the effectiveness reported in the literature demonstrates a wide variety. Third, there is a lack of longitudinal studies with repeated measures, investigating programs with a longer duration than 10 hours.
In my thesis project I aim at investigating different aspects of health care managers’ leadership, however the main focus is “Effects of leadership development in health care”, which also is the title of the project.