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Developing positive leadership in health and human services
Shannon, EA and van Dam, P, Developing positive leadership in health and human services, SA Journal of Industrial Psychology, 39, (2) pp. 1-11. ISSN 0258-5200 (2013) [Refereed Article]
Licensed under Creative Commons Attribution 3.0 Unported (CC BY 3.0) http://creativecommons.org/licenses/by/3.0/
Orientation: Measuring the target outcomes of leadership development programmes provides evidence for the effectiveness of these interventions and the validity of their theoretical underpinnings.
Research purpose: The aim of this study was to determine whether staff from the Tasmanian Department of Health and Human Services (Australia) experienced increased levels of selfefficacy, social support within the workplace and positive affect, following participation in a leadership development programme.
Research design, approach and method: Quantitative and qualitative methods were used, allowing for triangulation of results. The General Self-Efficacy Scale and the Berlin Social- Support Scale (perceived available support, instrumental) were applied in an online survey administered before and nine months following the programme. Participant satisfaction surveys captured immediate responses and semi-structured interviews captured longer-term reflections.
Main findings: Descriptive statistics indicated a moderate overall increase in self-efficacy, with strong increases in resilience, dealing with opposition, resourcefulness and problem solving. There was some evidence of greater overall social support and a strong increase in the development of social support networks. There was no support for an increase in participantsí positive orientation towards their jobs in the quantitative data. The impact of adverse environmental factors on participantsí perceptions also became evident through the interviews.
Practical implications: Leadership development programmes that strengthen positive psychological resources provide participants with confidence and resilience in times of change. Organisations benefit from increased levels of employee self-efficacy as engagement and problem-solving abilities are enhanced.
Contribution/value-add: These results contribute to the body of knowledge associated with effective leadership development.
|Item Type:||Refereed Article|
|Keywords:||leadership development, health services, evaluation, positive organisational behaviour, self-efficacy, Australia|
|Research Division:||Health Sciences|
|Research Group:||Health services and systems|
|Research Field:||Health care administration|
|Objective Group:||Evaluation of health and support services|
|Objective Field:||Health policy evaluation|
|UTAS Author:||Shannon, EA (Dr Elizabeth Shannon)|
|UTAS Author:||van Dam, P (Dr Pieter Van Dam)|
|Downloads:||389 View Download Statistics|
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