In or out of reach? Long-term trends in the reach of health assessments in the Swedish occupational setting.

Objectives: This study aimed to investigate the reach of a large-scale health assessment delivered by the occupational health service in Sweden for almost 30 years.

Methods: A total of 418 286 individuals who participated in a health assessment (Health Profile Assessment, HPA) between 1995-2021 were included. A comparative sample was obtained from Statistics Sweden, comprising the entire working population for each year (4 962 127-6 011 829 unique individuals per time period).

A joint training of healthcare line managers and health and safety representatives in facilitating occupational health interventions: a feasibility study protocol for the Co-pilot project.

Healthcare employees are experiencing poor wellbeing at an increasing rate. The healthcare workforce is exposed to challenging tasks and a high work pace, a situation that worsened during and after the COVID-19 pandemic. In turn, exposure to these high demands contributes to poor health, increased turnover, reduced job satisfaction, reduced efficacy, and reduced patient satisfaction and safety.

A power-sharing perspective on employees' participatory influence over organizational interventions: conceptual explorations.

A participatory approach is widely recommended for organizational interventions aiming to improve employee well-being. Employees' participatory influence over organizational interventions implies that managers share power over decisions concerning the design and/or implementation of those interventions. However, a power-sharing perspective is generally missing in organizational intervention literature.

The well-being of young leaders: demands and resources from a lifespan perspective.

Building on the job demand resources (JD-R) model, we examined the experience of work environment and well-being among young leaders in a two-wave survey study of 1,033 leaders within the private sector in Sweden. Our results reveal that young leaders report higher levels of burnout and lower rates of vigor compared to older colleagues. Further, they appraise demand and resources differently, perceiving higher emotional demands and less organizational support, and they seem to struggle with the leader role, seeing it as unclear and conflicting.

Alignment in implementation of evidence-based interventions: a scoping review.

Background: Alignment (i.e., the process of creating fit between elements of the inner and outer context of an organization or system) in conjunction with implementation of an evidence-based intervention (EBI) has been identified as important for implementation outcomes.

Appetite for Destruction: A Psychometric Examination and Prevalence Estimation of Destructive Leadership in Sweden.

There is a growing awareness that destructive leadership has a significant negative impact on employe outcomes. However, little is known about the content and dimensionality of this multidimensional concept, and there are few reliable measures available for organizations and researchers to evaluate these behaviors. Based on a representative sample ( = 1132) of the Swedish workforce, the aim of this study is threefold: first, to examine the factor structure and validity of an easy-to-use multidimensional destructive leadership measure (Destrudo-L)in the general Swedish work context; second, to identify destructive leadership profiles using latent profile analysis (LPA), and determine in what way they are related to employe outcomes; third, to examine the prevalence of destructive leadership using population weights to estimate responses of a population total in the Swedish workforce ( = 3100282).

Cold wind of change: Associations between organizational change, turnover intention, overcommitment and quality of care in Spanish and Swedish eldercare organizations.

Aim: To examine the association between organizational change, turnover intentions, overcommitment and perceptions of quality of care among nurses and nursing assistants employed in eldercare organizations.

Design: A longitudinal survey (baseline, 12-month follow-up) was used.

Methods: A panel sample of 226 eldercare employees in Spain and Sweden responded to survey questions concerning organizational change, turnover intentions, overcommitment and perceptions of quality of care.

Evaluation of iLead, a generic implementation leadership intervention: mixed-method preintervention-postintervention design.

Objectives: The present study aimed to evaluate the iLead intervention and to investigate whether or not transfer of training can be supported by contextualising the intervention (recruiting all managers from one branch of the organisation while focusing on one implementation case, as well as training senior management).

Design: A pre-evaluation-postevaluation design was applied using mixed methods with process and effect surveys and interviews to measure the effects on three levels.

Setting: Healthcare managers from Stockholm's regional healthcare organisation were invited to the training.

How do iLead? Validation of a scale measuring active and passive implementation leadership in Swedish healthcare.

Objectives: This study aims to describe the creation of a scale-the iLead scale-through adaptations of existing domain-specific scales that measure active and passive implementation leadership, and to describe the psychometric properties of this scale.

Methods: Data collected from a leadership intervention were used in this validation study. Respondents were 336 healthcare professionals (90% female and 10% male; mean age 47 years) whose first-line and second-line managers participated in the intervention.

Making it fit: Associations of line managers' behaviours with the outcomes of an organizational-level intervention.

Line managers' behaviours are important during implementation of occupational health interventions. Still, little is known about how these behaviours are related to intervention outcomes. This study explored the relationship between line managers' intervention-specific transformational leadership (IsTL), intervention fit (the match between the intervention, persons involved, and the surrounding environment), and change in intrinsic motivation and vigour.

Meeting patient needs trumps adherence. A cross-sectional study of adherence and adaptations when national guidelines are used in practice.

Rationale, Aims And Objectives: In the evidence-to-practice pathway, guidelines are developed to provide a practical summary of evidence and stimulate change. However, when guidelines are used in practice, adherence to the recommendations in guidelines is limited, and adaptations are common. Thus, we need more detailed knowledge about adherence and adaptations when guidelines are used in practice to understand the end of the evidence-to-practice pathway.

The Dynamic Integrated Evaluation Model (DIEM): Achieving Sustainability in Organizational Intervention through a Participatory Evaluation Approach.

Recently, there have been calls to develop ways of using a participatory approach when conducting interventions, including evaluating the process and context to improve and adapt the intervention as it evolves over time. The need to integrate interventions into daily organizational practices, thereby increasing the likelihood of successful implementation and sustainable changes, has also been highlighted. We propose an evaluation model-the Dynamic Integrated Evaluation Model (DIEM)-that takes this into consideration.

iLead-a transformational leadership intervention to train healthcare managers' implementation leadership.

Background: Leadership is a key feature in implementation efforts, which is highlighted in most implementation frameworks. However, in studying leadership and implementation, only few studies rely on established leadership theory, which makes it difficult to draw conclusions regarding what kinds of leadership managers should perform and under what circumstances. In industrial and organizational psychology, transformational leadership and contingent reward have been identified as effective leadership styles for facilitating change processes, and these styles map well onto the behaviors identified in implementation research.