Aas Randi W, Ellingsen Kjersti L, Lindøe Preben, Möller Anders
IRIS, International Research Institute of Stavanger, Stavanger, Norway.
J Occup Rehabil. 2008 Dec;18(4):335-46. doi: 10.1007/s10926-008-9147-y. Epub 2008 Aug 5.
Supervisors have a core role to play in facilitating the safe and effective return to work (RTW) of employees on long-term sick leave. Previous studies have revealed that the risk of long-term sick leave increases with lower social support from the supervisor and lower management quality. The aim of this study was to elucidate leadership qualities that are valued in the RTW process of employees.
The study formed part of the Rogaland RTW study, and was designed as a qualitative case study that included interviews with subordinates (n = 30) on long-term sick leave (>8 weeks) and their supervisors (n = 28) from 19 companies. The informants represented a heterogeneous sample regarding diagnoses, types of occupations, positions, company sector, branches, and sizes. Qualitative and quantitative content analysis of the transcripts obtained during interviews identified leadership qualities.
Three-hundred-and-forty-five descriptions of leadership qualities were identified, which were categorized into 78 distinct leadership qualities and 7 leadership types. The five most valued leadership qualities were "ability to make contact", "being considerate", "being understanding", "being empathic", and "being appreciative". The three most valued leadership types were the Protector, Problem-Solver, and Contact-Maker. While the subordinates gave more descriptions to the Encourager, Recognizer, and Protector types, the supervisors described the Responsibility-Maker and Problem-Solver most often. The most frequent reported combination of types was the Protector and Problem-Solver, reported by 54% of the informants, while the most common three-types-combination was the Protector, Problem-Solver, and Contact-Maker reported by 37% of the informants.
This study revealed that there is a wide spectrum of valued leadership qualities, with those reported as being valuable differing between employees and supervisors.
在促进长期病假员工安全、有效地重返工作岗位（RTW）方面，主管发挥着核心作用。以往研究表明，主管提供的社会支持较低以及管理质量较差时，长期病假的风险会增加。本研究旨在阐明在员工重返工作岗位过程中受到重视的领导特质。
该研究是罗加兰重返工作岗位研究的一部分，设计为定性案例研究，包括对来自19家公司的长期病假（超过8周）下属（n = 30）及其主管（n = 28）进行访谈。这些受访者在诊断、职业类型、职位、公司部门、分支机构和规模方面代表了一个异质样本。通过对访谈期间获得的文字记录进行定性和定量内容分析来确定领导特质。
共确定了345条领导特质描述，分为78种不同的领导特质和7种领导类型。最受重视的五种领导特质是“有沟通能力”“体贴”“善解人意”“有同理心”和“有欣赏力”。最受重视的三种领导类型是保护者、问题解决者和沟通者。虽然下属对鼓励者、认可者和保护者类型的描述更多，但主管最常描述的是责任承担者和问题解决者类型。最常报告的类型组合是保护者和问题解决者，54%的受访者提到了这一组合，而最常见的三种类型组合是保护者、问题解决者和沟通者，37%的受访者提到了这一组合。
本研究表明，存在广泛的受重视的领导特质，员工和主管认为有价值的特质有所不同。
