A substantial minority would not report an error and were willing to admit so in a private interview setting. Their stated reasons as well as higher psychological safety means for supervisory employees both suggest power as an important determinant. Intentions to report were associated with psychological safety, strongly suggesting this climate aspect as instrumental to improving patient safety and reducing costs.
a b s t r a c tThe purpose of this study was to examine whether managerial self-awareness (defined as degree of agreement between self and subordinate ratings of leaders' behaviors) mediates the relationship between supervisor burnout and supervised workgroup climate. Using an HLM approach, supervisor emotional exhaustion, depersonalization and personal accomplishment exhibited significant indirect relationships with workplace Civility and Psychological Safety, via managerial self-awareness. No direct relationships between supervisor burnout and workgroup climate were found, suggesting that self-awareness may be an important mediator for individual characteristics of leaders previously thought to be non-significant. Additional post hoc comparisons indicated that workgroups with supervisors who over-rated their own performance behaviors reported the lowest levels of Civility and Psychological Safety compared to workgroups with supervisors who accurately rated or under-rated their own performance behaviors. However, supervisors that under-rated their own performance reported the highest levels of burnout, highlighting the importance of self-awareness (accurately rating oneself) in relation to individual and group outcomes. The relationships between supervisor burnout, managerial self-awareness, and workgroup perceptions of Civility and Psychological Safety differed when considering the directionality of self-other rating agreement, with the negative impact of burnout at the supervisor level having a more direct impact on the workgroup level perceptions of Civility and Psychological Safety when the workgroup is managed by an under-rater, as opposed to an accurate-or over-rater. Practically, organizations should consider the role of managerial self-awareness in influencing subordinate performance and creating desirable work climates. Also, this study suggests the effects of burnout extend beyond the individual and have significant implications for the performance of those in the supervision of the burned out manager.
Evaluation research has struggled to keep up with the popularity of coaching, as measures of its effectiveness are challenging to standardize, particularly when coaching executives. Similar to interpersonally based interventions in other fields such as counseling and psychotherapy, coaching takes the form of a fluid, humanistic process, whereas coaching-evaluation standards strive to be consistent with a standardized, scientifically based method. This study describes our experience in facing these programevaluation challenges while conducting a randomized, quasi-experimental investigation to explore effects of a developmental coaching intervention provided to senior leaders from different organizations within 1 large integrated health-care system. In the context of these challenges, we propose a conceptually new framework to the field of coaching research based on the assimilation model, an empirically grounded theory that originates within psychotherapy research and describes how people overcome issues they find problematic or challenging, whether in clinical or in broader development and growth contexts. We discuss how this framework-with its associated tool: the Assimilation of Problematic Experiences Scale (APES)-offers working solutions to the common and vexing problems faced by research into executive-coaching outcomes, and how it can specifically inform evaluation-planning strategy within studies of coaching effectiveness.
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