Occupational and Environmental Medicine, Institute of Medicine at Sahlgrenska Academy, University of Gothenburg, Gothenburg, Sweden.
J Health Organ Manag. 2011;25(1):34-54. doi: 10.1108/14777261111116815.
Leadership can positively affect the work environment and health. Communication and dialogue are an important part in leadership. Studies of how dialogue is valued and handled in first-line leadership have not so far been found. The aim of this study is to develop a theoretical understanding of how first-line leaders at hospitals in western Sweden value and handle dialogue in the organisation.
DESIGN/METHODOLOGY/APPROACH: The study design was explorative and based on grounded theory. Data collection consisted of interviews and observations. A total of 11 first-line leaders at two hospitals in western Sweden were chosen as informants, and for four of them observation was also used.
One core category emerged in the analysis: leaders' communicative actions, which could be strategically or understanding-oriented, and experienced as equal or unequal and performed equitably or inequitably, within a power relationship. Four different types of communicativeactions emerged: collaborative, nurturing, controlling, and confrontational. Leaders had strategies for creating arenas and relationships for dialogue, but dialogue could be constrained by external circumstances or ignorance of the frameworks needed to conduct and accomplish dialogue.
First-line leaders should be offered guidance in understanding the consequences of consciously choosing and strengthening the communication component in leadership.
ORIGINALITY/VALUE: 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.
领导力可以积极影响工作环境和健康。沟通和对话是领导力的重要组成部分。目前尚未发现有关一线领导如何重视和处理对话的研究。本研究旨在深入了解瑞典西部医院的一线领导如何在组织中重视和处理对话。
设计/方法/方法：本研究设计是探索性的，基于扎根理论。数据收集包括访谈和观察。总共选择了瑞典西部两家医院的 11 名一线领导作为信息提供者，其中有 4 名还进行了观察。
分析中出现了一个核心类别：领导者的沟通行动，可以是战略性的或理解导向的，被视为平等或不平等，并在权力关系中公平或不公平地执行。出现了四种不同类型的沟通行动：协作、培育、控制和对抗。领导者有创造对话场所和关系的策略，但对话可能会受到外部环境或对开展和完成对话所需框架的无知的限制。
应向一线领导提供指导，以了解有意识地选择和加强领导力中的沟通要素的后果。
原创性/价值：对对话的积极评价并不总是体现在实际行动中。不使用对话的一个重要后果是，对组织效率和财务有影响的信息在管理系统中向上传达。
