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First-line managers' descriptions and reflections regarding their staff's access to empowering structures
University of Gävle, Faculty of Health and Occupational Studies, Department of Health and Caring Sciences, Caring science. Department of Public Health and Caring Sciences, Uppsala University, Uppsala, Sweden.ORCID iD: 0000-0002-1495-4943
University of Gävle, Faculty of Health and Occupational Studies, Department of Health and Caring Sciences, Caring science. Department of Public Health and Caring Sciences, Uppsala University, Uppsala, Sweden.
University of Gävle, Faculty of Health and Occupational Studies, Department of Social Work and Psychology, Social work.
University of Gävle, Faculty of Health and Occupational Studies, Department of Health and Caring Sciences, Caring science. Department of Public Health and Caring Sciences, Uppsala University, Uppsala, Sweden.ORCID iD: 0000-0002-9912-5350
2015 (English)In: Journal of Nursing Management, ISSN 0966-0429, E-ISSN 1365-2834, Vol. 23, no 8, 1003-1010 p.Article in journal (Refereed) Published
Abstract [en]

Aim: To elucidate first-line managers' descriptions and reflections regarding their staff's access to empowering structures using Kanter's theory of structural empowerment. Background: Good structural conditions within workplaces are essential to employees' wellbeing, and their ability to access empowerment structures is largely dependent on the management. Method: Twenty-eight first-line managers in elderly care were interviewed. Deductive qualitative content analysis was used to analyse data. Results: Managers perceived that staff had varying degrees of access to the empowering structures described in Kanter's theory - and that they possessed formal power in their roles as contact persons and representatives. The descriptions mostly started from the managers' own actions, although some started from the needs of staff members. Conclusion: All managers described their staff's access to the empowering structures in Kanter's theory as important, yet it seemed as though this was not always reflected on and discussed as a strategic issue. Implications for nursing management: Managers could make use of performance and appraisal dialogues to keep up to date on staff's access to empowering structures. Recurrent discussions in the management group based on such current information could promote staff's access to power through empowering structures and make job definitions a strategic issue in the organisation.

Place, publisher, year, edition, pages
2015. Vol. 23, no 8, 1003-1010 p.
Keyword [en]
elderly care, first-line managers, staff, structural empowerment
National Category
Nursing
Identifiers
URN: urn:nbn:se:hig:diva-16905DOI: 10.1111/jonm.12246ISI: 000368261600006PubMedID: 25059511Scopus ID: 2-s2.0-84946494050OAI: oai:DiVA.org:hig-16905DiVA: diva2:724879
Projects
B-LONG
Funder
AFA Insurance
Available from: 2014-06-13 Created: 2014-06-13 Last updated: 2017-02-24Bibliographically approved

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Skytt, BerniceHagerman, HeidiStrömberg, AnnikaEngström, Maria
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CiteExportLink to record
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Citation style
  • apa
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