Generating support from supervisors to their subordinates in organizations under external pressure: a multilevel, multisource study of support and reciprocation in Danish elder care

Winsløw, Jacob Hilden; Nielsen, Karina; Borg, Vilhelm

doi:10.1111/j.1365-2648.2009.05122.x

Cited by 5 publications

(6 citation statements)

References 36 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Through individualized consideration, transformational leaders may challenge followers to examine how the group may support each other in developing group members' capabilities (Bass & Riggio, 2006). According to social reciprocity theory, those that receive support are also more likely to support others (Winsløw, Nielsen, & Borg, 2009). Through coaching and mentoring, the transformational leader challenges and supports followers (Bass & Riggio, 2006).…”

Section: Group-level Perceptions Of Leadershipmentioning

confidence: 97%

“…Through coaching and mentoring, the transformational leader challenges and supports followers (Bass & Riggio, 2006). Followers mimic their leaders' supportive behaviors and thereby provide support for their peers (Winsløw et al, 2009). Transformational leadership may evoke an obligation to reciprocate the rewarding behaviors of one's exchange partner.…”

Section: Group-level Perceptions Of Leadershipmentioning

confidence: 99%

See 1 more Smart Citation

Does shared and differentiated transformational leadership predict followers' working conditions and well-being?

Nielsen

Daniels

2012

The Leadership Quarterly

Self Cite

137

123

View full text Add to dashboard Cite

Section: Group-level Perceptions Of Leadershipmentioning

confidence: 97%

Section: Group-level Perceptions Of Leadershipmentioning

confidence: 99%

Does shared and differentiated transformational leadership predict followers' working conditions and well-being?

Nielsen

Daniels

2012

The Leadership Quarterly

Self Cite

137

123

View full text Add to dashboard Cite

“…These articles described for instance different leadership styles or roles in managers’ work. The second category included human resource management studies which focused mainly on supportive or transformational leadership [65-75]. The articles mainly highlighted the need of supervisory support for staff in long-term-care settings.…”

Section: Resultsmentioning

confidence: 99%

The match between institutional elderly care management research and management challenges - a systematic literature review

Kokkonen

Rissanen

Hujala

2012

Health Res Policy Sys

View full text Add to dashboard Cite

BackgroundElderly care practice and its management together with policy and research play a crucial role in responding to increasing challenges in institutional care for elderly people. Successful dialogue between these is necessary. The purpose of this systematic literature review is to compare how institutional elderly care management research meets the care challenges currently emphasized in international long-term care policy documents.MethodsThis paper was based on a systematic literature review. After screening 1971 abstracts using inclusion/exclusion criteria, 58 refereed articles published between 2000 and 2010 remained for analysis. The articles were analyzed using theory-based content analysis by comparing the results to the framework based on analysis of international long-term care management policy documents.ResultsThe current challenges of long-term care management identified from policy documents were Integrated Care Management, Productivity Management, Quality Management, Workforce Management and ICT Management. The research on institutional elderly care management responded somewhat to the challenges mentioned in policy documents. However, some of the challenges were studied broadly and some were paid only minor attention. Further, only few studies focused on the core items of challenges addressed in policy documents.ConclusionsInstitutional care management research needs to focus more on challenges in integrated care, productivity, ICT and division of labor. Managers, researchers and policy-makers should assume more active collaborative roles in processes of research, policymaking and policy implementation. In addition managers’ and policymakers’ scientific literacy needs to be enhanced.

show abstract

“…According to social exchange theory (Blau 1964), employees who perceive support from their colleagues or managers are also likely to support their colleagues and managers in return (e.g. Eisenberger et al 2002;Winslow et al 2009).…”

Section: Introductionmentioning

confidence: 99%

Experienced support at work, team climate and collaboration in teams working with people with mild intellectual disabilities and severe challenging behaviour in residential care: a cross‐sectional study

Lokman

Frielink

Didden

et al. 2023

J intellect Disabil Res

View full text Add to dashboard Cite

Background This study explored the perceptions of staff for people with mild intellectual disabilities or borderline intellectual functioning and severe challenging behaviour in relation to the support they received at work from four groups of professionals (i.e. team leaders, managers, psychologists and other staff members). The team climate, such as the workplace having clearly defined goals for staff, was also explored. In addition, the associations between the support from each of the professionals and team climate with the well-being and job satisfaction of staff were examined. We hypothesised that staff would perceive higher levels of support from professionals around a team (i.e. team leaders, managers and psychologists) and a more positive team climate when professionals around a team experience more positive mutual collaboration. Methods An online questionnaire about support at work, team climate, well-being and job satisfaction was completed by 201 staff members from 32 teams at 10 residential service organisations. In addition, professionals surrounding these teams rated their mutual collaboration. ResultsBoth support received at work from all four groups of professionals and team climate showed significant small to moderate positive associations with job satisfaction. Well-being was associated with support from team leaders, psychologists and other staff members in the team, as well as with team climate. We did not find support for the hypotheses that staff would perceive higher levels of support or a more positive team climate when professionals around a team experience more positive mutual collaboration. Conclusions This study highlights the importance of investing in staff support and creating a positive team climate for promoting staff well-being and job satisfaction. Implications for future research regarding staff support, team climate and the collaboration between professionals around a team are discussed.

show abstract

Generating support from supervisors to their subordinates in organizations under external pressure: a multilevel, multisource study of support and reciprocation in Danish elder care

Cited by 5 publications

References 36 publications

Does shared and differentiated transformational leadership predict followers' working conditions and well-being?

Does shared and differentiated transformational leadership predict followers' working conditions and well-being?

The match between institutional elderly care management research and management challenges - a systematic literature review

Experienced support at work, team climate and collaboration in teams working with people with mild intellectual disabilities and severe challenging behaviour in residential care: a cross‐sectional study

Contact Info

Product

Resources

About