Valuation and handling of dialogue in leadership

Grill, Christina; Ahlborg, Gunnar; Lindgren, Eva-Carin

doi:10.1108/14777261111116815

Cited by 16 publications

(4 citation statements)

References 50 publications

(59 reference statements)

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“…The relation is characterized by supervision and care on the nursing leader’s part, but the nursing leader also expressed that interaction with subordinates represents a “home” for her. This interaction is frequent, and is similar to what Grill et al 24 found in a study of the use of dialogue for first-line leaders. This frequent interaction strongly contrasts the lack of interaction that the nursing leader has with the municipal health director.…”

Section: Discussionsupporting

confidence: 85%

Stuck between a rock and a hard place: the work situation for nurses as leaders in municipal health care

Nilsen¹,

Olafsen²,

Steinsvåg³

et al. 2016

JMDH

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BackgroundThe paper aims to present how nursing leaders in the municipal health care perceive the interaction with and support from their superiors and peers. The paper further aims to identify the leaders’ vulnerability and strength at work in the current situation of shortage of manpower and other resources in the health care sector. This is seen through the lens of self-determination theory.MethodsQualitative interviews were conducted with nine nursing leaders in nursing homes and home-care services, which, in part, capture the municipal health care service in a time of reform.ResultsThe nursing leaders are highly independent regarding their role as leaders. They act with strength and power in their position as superiors for their own staff, but they lack support and feel left alone by their leader, the municipal health director. The relation between the nursing leaders and their superiors is characterized by controlling structures and lack of autonomy support. As a consequence, the nursing leaders’ relations with subordinates and particularly peers, contribute to satisfy their needs for competence and relatedness, and, to some extent, autonomy. However, this cannot substitute for the lack of support from the superior level.ConclusionThe paper maintains a need to increase the consciousness of the value of horizontal support and interaction with peers and subordinates for the municipal nursing leader. Also, the need for increased focus on “the missing link” upward between the municipal health director and the nursing leader is revealed. The impact of extensive controlling structures and lack of autonomy support from superiors might lead to reduced motivation and well-being.

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Section: Discussionsupporting

confidence: 85%

Stuck between a rock and a hard place: the work situation for nurses as leaders in municipal health care

Nilsen¹,

Olafsen²,

Steinsvåg³

et al. 2016

JMDH

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“…Data were collected through the nominal group technique, a group process for eliciting opinions and aggregating judgements to increase rationality and creativity when faced with an unstructured problem situation (Harvey & Holmes, 2012 ). Our working definition for dialogue in this process allowed participants to think aloud and talk spontaneously about experiences and thoughts (Grill et al, 2011 ) as opposed to settling for the consensus approach. The consensus approach entails finding a view that reflects what most people can live with, without necessarily dealing with potential pitfalls of deep sited reservations (Isaacs, 1993 ).…”

Section: Methodsmentioning

confidence: 99%

Engaging youth in stakeholder analysis for developing community‐based digital innovations for mental health of young people in Ingwavuma community, inKwaZulu‐NatalProvince, South Africa

Mutero

Mindu

Cele

et al. 2022

Health Social Care Comm

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South Africa faces a critical shortage of mental health service professionals and support for young people with common mental health disorders is inadequate. Social relationships that provide support to adolescents in South African communities are increasingly declining due to socio‐economic pressures. Developing ethical digital mental health innovations has potential to address provide services particularly in rural communities where mental health facilities are scarce. The active involvement of young people is critical to maximising uptake and reducing apathy on the use of digital innovations for mental health. Using the nominal group technique this study engaged young people in identifying stakeholders for setting up a community‐based mental health intervention in a rural community. Use of nominal group technique for stakeholder analysis proved to a useful tool for engaging young people. The stakeholder identification and analysis provided a base for inclusivity in developing digital innovations for mental health through identifying multi‐sector community stakeholders. It revealed that young people in the community have varying perceptions about the level of power and interest which their peers, family members, local leaders, health workers and social development organisations have in developing digital mental health interventions. This research contributes to our understanding of the ways in which to leverage young people's participation in project planning and decision‐making and building strong teams and alliances for developing digital innovations for mental health in marginalised rural communities.

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“…The word dialogue is thus confused with the very term communication (Grill et al, 2011). In this sense, the concept of dialogue has been used to refer to various and diverse realities alluding to the person, to what happens within the person and to what happens between people.…”

Section: Dialogue An Overused Conceptmentioning

confidence: 99%

“…An organizational change is, thus, a complex process (embedded in a complex world) and, as Trivedi and Misra also establish, under certain conditions, dialogue can become the glue in that change (Trivedi & Misra, 2018). Organizational changing processes, as any other changing process, is related to the creation of reconstructed meanings and meanings are constructed and modified through human interaction (Grill, Ahlborg, & Lindgren, 2011). So dialogue becomes a key element for organizational transformation because those processes are ruled by new ways of facing challenges (Schein, 1993).…”

mentioning

confidence: 99%

Dialogue in an Organizational Changing Process: Calling for a simpler and Dissensus-Driven Approach to increase Innovation

García

Berrio²

2019

EPSIR

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In this article we analyse the existing studies on the concept of dialogue and then reflect upon the impact that this way of conceptualizing dialogue in the literature on changing processes has had on the processes themselves. From a critical perspective, we appeal to reconsider, on the one hand, the value of dialogue in change processes in complex organisational contexts. On the other hand, we call for a rethinking of the way in which dialogue is understood and, finally, we encourage a change from the approach of dialogue as a process centred on consensus and aimed-oriented. Complex contexts require new formulas to manage the diversity that enriches them.

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Valuation and handling of dialogue in leadership

Abstract: The positive valuation of dialogue was not always manifest in practical action. One significant consequence of not using dialogue was that information with impact on organisational efficiency and finances was communicated upwards in the management system.

Cited by 16 publications

References 50 publications

Stuck between a rock and a hard place: the work situation for nurses as leaders in municipal health care

Stuck between a rock and a hard place: the work situation for nurses as leaders in municipal health care

Engaging youth in stakeholder analysis for developing community‐based digital innovations for mental health of young people in Ingwavuma community, inKwaZulu‐NatalProvince, South Africa

Dialogue in an Organizational Changing Process: Calling for a simpler and Dissensus-Driven Approach to increase Innovation

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