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The impact of restricted decision‐making autonomy on health care managers’ health and work performance

Journal article
Authors Sara L Fallman
Göran Jutengren
Lotta Dellve
Published in Journal of nursing management
Volume 27
Issue 4
Pages 706-714
ISSN 1365-2834
Publication year 2019
Published at Department of Sociology and Work Science
Centre for Ageing and Health (Agecap)
Pages 706-714
Language en
Links dx.doi.org/10.1111/jonm.12741
www.ncbi.nlm.nih.gov/entrez/query.f...
Subject categories Work Sciences

Abstract

The aim of this study was to investigate how restricted decision making autonomy and conflicting demands impact operational managers' work performance and health.Managers at operational level (first and second-line managers') in health care organizations are commonly exposed to strain in their work situation with high demands and a challenging work context. Although they play an important role, the knowledge about the causal associations between stressful job demands and their consequences is limited.A prospective design with questionnaire data collected at two points in time, one year apart, from a sample of operational managers (N = 162) at five Swedish hospitals was used to conduct a structural equation model (SEM) analysis with cross-lagged paths.Restricted decision making autonomy was negatively associated with both the managers' health and their managerial work performance over time.Health care managers' work performance and health may be sustained by the top management allowing them a higher degree of autonomy in their decision making.This study suggests that nursing leaders should create the circumstances for operational managers' to have higher levels of autonomy in their area of responsibility and the freedom to prioritize their managerial workload. This article is protected by copyright. All rights reserved.

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