Prof. Dr. Gisela Mohr Dr. Kathleen Otto Dr. Thomas Rigotti PhD Torsten Holstad

1. 31.01.2012, BAuA, Berlin Prof. Dr. Gisela MohrDr. Kathleen OttoDr. Thomas Rigotti PhD Torsten Holstad PhD Christiane Stempel Prof. Dr. Kerstin Isaksson Dr. Eric Hansen PhD Carina Loeb Prof. Dr. Ulla Kinnunen PhD Kaisa Perko

2. Background • New and Emerging Risks at Work – Occupational Safety and Health (OSH) • Consortium composed of 18 European agencies: • Germany: BAUA and DGUV • Finland: Institute of Occupational Health • Schweden: Swedish Council for Working Life and Social Research, FAS • Goals: Enhancing quality and cooperation in the OSH research; synergistic effects and improved flow of information • Joint call in 2009 • Start of the project: may 2010 • Subsidy amount : 300.000 € in Germany, ….in Sweden; … in Finland

3. Why focus on leaders' behaviours? • Psychological disorders as reasons for sick leave have dramatically increased in the last years • Due to changing nature of work: Increasing importance of psychosocial risk factors • Leaders impact health and well-being of employees in many ways: • task assignment (complexity, autonomy, time pressure) • feedback • social support • participation in decision making

4. Research on Leadership and Health – in a nutshell • The supervisor-subordinate relationship has been reported as one of the most common sources of stress in organizations (Cartwright & Cooper, 1994; Moyle, 1998; Tepper, 2000, van Dierendonck et al., 2004) • LMX, and Transformational leadership as concepts are currently dominating the field of research, but there are also potential negative consequences!(Harris & Kacmar,2006) • Leaders behaviours can be either a direct predictor for employees health and well-being, or plays a moderating role between stressors, and strain(Väänänen et al., 2003)

5. Workpackages – Current Status

6. Workpackages – Current Status

7. Research Design • ! ReSuLead ! • Longitudinal study with 3 measuring times • Intervention & control groups (public- & private sector) • Multisource, multimethod design (leaders, employees, teams) • Country comparisons between Schweden, Deutschland, Finnland • Evaluation

8. Intervention

9. General goal for the intervention • Health promoting, rewarding and sustainable leadership • Intervention plan - Leadarship as a relationship • Involve teammembers and increase their role and influence in the process of making their work place more health promoting • Regular team meetings used in learning process (observation, feedback, workshops) • Leaders get support from other leaders, coaching and reflection • Change and learning takes time

10. Expected outcomes for leaders, teams and organizations • Leaders:theory and facts, new skills (e.g. coping with stress), feedback from team members about their role, individual development (e.g. self efficacy) • Teams: theory and facts ( working in teams, work and health), improvements of team climate and working conditions • Organization: knowledge and increased awareness of health promotion in the work place and the role of leaders

11. Expected outcomes for research Increaseknowledgeabout... • Rewarding, sustainableandhealthpromotingleadershipandcontributetotheoreticaldevelopment • Causalrelationships, processes och criticalinterveningfactors • Culture andgenderdifferences • Develop a screeninginstrumenttoanalysepsychosocialriskfactors in theorganization • Develop an interventionmanualbased on outcomesoftheintervention .

12. Intervention activities - overview

13. Intervention • Team workshops 1 • Feedback from questionnaires T1 • Teams work with action plan about health promotion in the workplace • Clear tasks, allocation of responsbility (both leaders and team members) • Time plan

14. Action plan! What to do (necessary tasks)? How do we achieve goal?/ What can I do?? When to do it? Who is responsible? Hindrance? How to overcome them+ Wannist das Modellanwendbar? Um einenkonkretenAuftragumzusetzen: Wiekann das Zielerreichtwerden? WelcheHandlungs-möglichkeitengibtes? Wiekönnenwirdieseumsetzen? Aufgaben festlegen • 3 Monate • Fachdienstleiter & Mitarbeiter • Änderung der Art und des Umfangs der Arbeit Personal > Kapazität ABP unter Beachtung der Einzelgruppen • 3 Monate • Fachdienstleiter Aufgaben-aufteilung • Personal-änderungen GOal Aim Info an alle MA Wiewendet man es an? BeginnenSiemitdemAuftrag und bearbeitenSiePunktfürPunkt. FragenSiesich, wieSie den jeweiligenSchritterreichenkönnen. So erzielenSieeineVielzahlverschiedenerHandlungs-möglichkeiten. • 1 Monat • Fachdienstleiter Transparenz & Akzeptanz • KH/ Akt. nachvollziehbar • Analyse • Flexibilität • Kurzfristige Verschiebung der Maßnahme Beachtung im Alltag • ständig; jährliche überprüfung • Fachdienstleiter & AbteilungsleiterInn Unterstützung Flexibilität

15. Intervention • Observationsofteammeeting • Observation (about 1 hour) aboutteamclimate, decisionmaking, allocationoftasksetc, madebytworesearchersduring a regularteammeeting (includeshomeworkforteammembers) • Lectures • Forleaders: • Leadershipandhealth, worktaskanalyses • Forleadersandteammembers: • Work and stress, healthpromotion • Team workcooperation

16. Intervention • Observationsofteammeeting • Observation (about 1 hour) aboutteamclimate, decisionmaking, allocationoftasksetc, madebytworesearchersduring a regularteammeeting(includeshomeworkforteammembers) • Lectures • Forleaders: • Leadershipandhealth, worktaskanalyses • Forleadersandteammembers: • Work and stress, healthpromotion • Team workcooperation

17. Intervention • Workshops for leaders • Knowledge about leadership theories and methods • Exchange of ideas, discussions • Skills training • Offered individual coaching • Daily diary for self reflection • Reflection, discussion & evaluation • Coaching for leaders • 3 Coaching sessions as part of project • Reflection individual topics • Support in the intervention processs • Feedback to leaders about outcome of observation of the team and leader in meeting

18. Intervention plan 2011 Feb Mar Apr Mai Jun Jul Aug Sep Okt Nov 1 Leader meeting Theory I 1. Team Workshop Feedback on goal setting Theory II 1. Workshop for leaders 2. Workshop for leaders 3. Workshop for leaders Questionnaire T1 Coaching Diary Observation of team meeting 2012 Jan Feb Mar Apr Mai Nov Dez 4. Workshop for leaders Questionnaire T2 Feedback and evaluation of intervention process Questionnaire T2 2. Team-Workshop Coaching Diary Observation of team meeting

19. Evaluation • Main effects evaluation by questionnaires on two occasions (including control group) • T 2, May – June 2012 • T 3, six months later • Formative evaluation of the process • Goal setting (relevance) • Activities in the intervention • Implementation • Effects for participants

20. First impressions from Sweden • Both leaders and teams were very positive about the workshops and the action plans • In some cases we notice that obstacles have come up (e.g. work load, turn over) • Most positive effects seem to be when the goals and activites planned by leader and team members become integrated in regular routines • Leaders have a critical role but also team members engagement is important

21. First Results

22. Outline Description of the samples in every country Reliability and validity of the scales used Differences in perceived leadership between countries Differences in occupational well-being between countries Relationships between leadership and well-being indicators Conclusions

23. Total sample size

24. Description of the employee sample

25. Reliability and Validity of Scales • All the scales consisting of multiple items have been examined with factor analysis (EFA + CFA). • The reliabilities of the scales across countries are good (α> .70) with a few exceptions. • However, the construct validity of the scales across countries could be better, i.e., the factor loadings are not equal between the countries in many cases.

26. Leadership Scales Leadership climate: leaders provide clarity in goals, supply information and feedback, carry out changes at work successfully, promote employee participation and control Transformational leadership: leaders act as role models, provide attractive vision of future, encourage independent thought, pay attention to individual development Authentic leadership: leaders genuinely desire to understand their own leadership to serve others more effectively Fair leadership: leaders treat their subordinates fairly and equally Health-promoting leadership: leaders support employees’ autonomy and participation and take active role in solving conflicts Abusive leadership: leaders show hostile verbal and nonverbal behaviors, excluding physical contact

27. Leadership across Countries Significant differences: SWE > GER 1-5, FIN 1-3 and SWE < FIN 6, GER 6 FIN > GER 3-5

28. How leaders see themselves in relation to employees Leader self-appraisals are systematically and significantly more positive than the leader appraisals by employees.

29. Well-being, a country comparison Significant differences: GER > SWE 1, FIN 1; GER < FIN 2, SWE 2; FIN > GER 3-4, SWE 3-4

30. Correlations between leadership and well-being All correlations are significant at the p < .001 level except for abusive supervision in Sweden.

31. Conclusions • The samples differ between the countries which limits conclusions. • Leadership is generally perceived as most positively in Sweden and most negatively in Germany; Finland falls in between. • Occupational well-being is lowest among the German employees, although the Finnish employees have highest turnover intentions. • Health-promoting leadership shows highest correlations with well-being indicators in every country (r = |.26-.48|), and leadership climate is the second one (r = |.20-.40|).