Title: Leaders Can Make or Break an Intervention – But Are They the Villains of the Piece?
Abstract: Chapter 10 Leaders Can Make or Break an Intervention – But Are They the Villains of the Piece? Karina Nielsen, Karina NielsenSearch for more papers by this author Karina Nielsen, Karina NielsenSearch for more papers by this author Book Editor(s):Prof E. Kevin Kelloway, Prof E. Kevin KellowaySearch for more papers by this authorProf Karina Nielsen, Prof Karina NielsenSearch for more papers by this authorDr Jennifer Dimoff, Dr Jennifer DimoffSearch for more papers by this author First published: 17 April 2017 https://doi.org/10.1002/9781394259250.ch10 AboutPDFPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShareShare a linkShare onEmailFacebookTwitterLinkedInRedditWechat Summary Organizational occupational health interventions can be defined as those interventions that aim to improve employee health and well-being through the way work is organized, designed and managed. Such interventions typically go through five phases: initiation, identification of sources of poor well-being and heath (screening), development of action plans, implementation of action plans, and evaluation of processes and outcomes. Although senior management may be a necessary prerequisite for organizational interventions to succeed, it is suggested that line managers take on the day-to-day management and therefore have the power to make or break an intervention. This chapter therefore focuses on leaders at the level of line managers. It discusses the ways in which line managers may make or break an intervention. Just as leaders may job craft to make an intervention, they may also break the intervention. References Armenakis , A. A. & Bedeian , A. G. ( 1999 ). Organizational change: A review of theory and research in the 1990s . Journal of Management , 25 , 293 – 315 . 10.1177/014920639902500303 Web of Science®Google Scholar Biron , C. , Gatrell , C. & Cooper , C. L. ( 2010 ). Autopsy of a failure: Evaluating process and contextual issues in an organizational-level work stress intervention . International Journal of Stress Management , 17 ( 2 ), 135 – 58 . 10.1037/a0018772 Web of Science®Google Scholar Björklund , C. , Grahn , A. , Jensen , I. & Bergström , G. ( 2007 ). Does survey feedback enhance the psychosocial work environment and decrease sick leave? European Journal of Work and Organizational Psychology , 16 , 76 – 93 . 10.1080/13594320601112169 Web of Science®Google Scholar Blau , P. M. 1964 . Exchange and Power in Social Life . New York : Wiley . Web of Science®Google Scholar Coyle-Shapiro , J. A.-M. ( 1999 ). Employee participation and assessment of an organizational change intervention: A three-way study of total quality management . Journal of Applied Behavioral Science , 35 , 439 – 56 . 10.1177/0021886399354006 Google Scholar Donaldson-Feilder , E. , Yarker , J. & Lewis , R. ( 2011 ). Preventing Stress in Organizations: How to Develop Positive Managers . Chichester, UK : Wiley-Blackwell . 10.1002/9780470978122 Google Scholar Edwards , J. A. , Webster , S. , Van Laar , D. , & Easton , S. ( 2008 ). Psychometric analysis of the UK Health and Safety Executive's Management Standards work-related stress Indicator Tool . Work & Stress , 22 ( 2 ), 96 – 107 . 10.1080/02678370802166599 Web of Science®Google Scholar Fredrickson , B. L. ( 2001 ). The role of positive emotions in positive psychology . American Psychologist , 56 , 218 – 26 . 10.1037/0003-066X.56.3.218 CASPubMedWeb of Science®Google Scholar Gouldner , A. W. 1960 . The norm of reciprocity: A preliminary statement . American Sociological Review , 25 , 161 – 78 . 10.2307/2092623 Web of Science®Google Scholar Greasley , K. & Edwards , P. ( 2015 ). When do health and well-being interventions work? Managerial commitment and context . Economic and Industrial Democracy , 36 , 355 – 77 . 10.1177/0143831X13508590 Web of Science®Google Scholar Guth , W. D. & Macmillan , I. C. ( 1986 ). Strategy implementation versus middle manager self-interest . Strategic Management Journal , 7 , 313 – 27 . 10.1002/smj.4250070403 Web of Science®Google Scholar Haslam , S. A. & Platow , M. J. ( 2001 ). The link between leadership and followership: How affirming social identity translates vision into action . Personality and Social Psychology Bulletin , 27 , 1469 – 79 . 10.1177/01461672012711008 Web of Science®Google Scholar Hasson , H. , von Thiele Schwarz , U. , Nielsen , K. & Tafvelin , S. ( 2016 ). Are we all in the same boat? The role of perceptual distance in organizational health interventions . Stress & Health . doi: 10.1002/smi.2703 Google Scholar Herold , D. M. , Fedor , D. B. & Caldwell , S. D. ( 2007 ). Beyond change management: A multilevel investigation of contextual and personal influences on employees' commitment to change . Journal of Applied Psychology , 92 , 942 – 51 . 10.1037/0021-9010.92.4.942 PubMedWeb of Science®Google Scholar Hobfoll , S. E. ( 1989 ). Conservation of resources: A new attempt at conceptualizing stress . American Psychologist , 44 ( 3 ), 513 – 24 . 10.1037/0003-066X.44.3.513 CASPubMedWeb of Science®Google Scholar Hogg , M. A. ( 2001 ). A social identity theory of leadership . Personality and Social Psychology Review , 5 , 184 – 200 . 10.1207/S15327957PSPR0503_1 Web of Science®Google Scholar Jetten , J. , Postmes , T. & McAuliffe , B. J. ( 2002 ). We're all individuals: Group norms of individualism and collectivism, levels of identification, and identity threat . European Journal of Social Psychology , 32 , 189 – 207 . 10.1002/ejsp.65 Web of Science®Google Scholar Kira , M. , van Eijnatten , F. M. & Balkin , D. B. ( 2010 ). Crafting sustainable work: Development of personal resources . Journal of Organizational Change Management , 23 , 616 – 32 . 10.1108/09534811011071315 Web of Science®Google Scholar Kompier . M. , Cooper , C. & Geurts , S. ( 2000 ). A multiple case study approach to work stress prevention in Europe . European Journal of Work and Organizational Psychology , 9 , 371 – 400 . 10.1080/135943200417975 Google Scholar Kompier , M. , Geurts , S. , Grundemann , R. , Vink , P. & Smulders , P. ( 1998 ). Cases in stress prevention: The success of a participative and stepwise approach . Stress Medicine , 14 , 155 – 68 . 10.1002/(SICI)1099-1700(199807)14:3<155::AID-SMI773>3.0.CO;2-C Web of Science®Google Scholar Mellor , N. , Mackay , C. Packham , C. , Jones , R. , Palferman , D. , Webster , S. & Kelly , P. ( 2011 ). 'Management standards' and work-related stress in Great Britain: Progress on their implementation . Safety Science , 49 , 1040 – 6 . 10.1016/j.ssci.2011.01.010 Web of Science®Google Scholar Monat , A. & Lazarus , R. S. ( 1991 ). Introduction: Stress and coping – some current issues and controversies . In A. Monat & R. S. Lazarus (eds), Stress and Coping: An Anthology . New York : Columbia University Press , pp. 1 – 16 . 10.7312/mona92982-023 Google Scholar Nielsen , K. ( 2013 ). Review article: How can we make organizational interventions work? Employees and line managers as actively crafting interventions . Human Relations , 66 , 1029 – 50 . 10.1177/0018726713477164 Web of Science®Google Scholar Nielsen , K. & Daniels , K. ( 2012 ). Enhancing team leaders' well-being states and challenge experiences during organizational change: A randomized controlled study . Human Relations , 65 , 1207 – 31 . 10.1177/0018726711433312 Web of Science®Google Scholar Nielsen , K. , Fredslund , H. , Christensen , K. B. & Albertsen , K. ( 2006 ). Success or failure? Interpreting and understanding the impact of interventions . Work & Stress , 20 ( 3 ), 272 – 87 . 10.1080/02678370601022688 Web of Science®Google Scholar Nielsen , K. & Randall , R. ( 2009 ). Managers' active support when implementing teams: The impact on employee well-being . Applied Psychology: Health and Well-being , 1 , 374 – 90 . 10.1111/j.1758-0854.2009.01016.x Web of Science®Google Scholar Nielsen , K. & Randall , R. ( 2011 ). The importance of middle manager support for change: A case study from the financial sector in Denmark . In P.-A. Lapointe , J. Pelletier & F. Vaudreuil (eds), Different Perspective on Work Changes: Papers from the Second International Workshop on Work and Intervention Practices, Québec, August 27, 28, 29, 2008 . Quebec : Presse de l'Université Laval , pp. 95 – 102 . Google Scholar Nielsen , K. & Randall , R. ( 2012 ). The importance of employee participation and perception of changes in procedures in a teamworking intervention . Work and Stress , 29 , 91 – 111 . 10.1080/02678373.2012.682721 Google Scholar Nielsen , K. & Randall , R. ( 2013 ). Opening the black box: Presenting a model for evaluating organizational-level interventions . European Journal of Work and Organizational Psychology , 22 ( 5 ), 601 – 17 . 10.1080/1359432X.2012.690556 Web of Science®Google Scholar Nielsen , K. , Randall , R. & Christensen , K. B. ( 2010 ). Does training managers enhance the effects of implementing team-working? A longitudinal, mixed methods field study . Human Relations , 63 ( 11 ), 1719 – 41 . 10.1177/0018726710365004 Web of Science®Google Scholar Nielsen , K. , Randall , R. & Christensen , K. B. ( 2015 ). Do different training conditions facilitate team implementation? A quasi-experimental mixed methods study . Journal of Mixed Methods Research . doi: 10.1177/1558689815589050 . Google Scholar Nielsen , K. , Randall , R , Holten , A. L. & Rial González , E. ( 2010 ). Conducting organizational-level occupational health interventions: What works? Work & Stress , 24 , 234 – 59 . 10.1080/02678373.2010.515393 Web of Science®Google Scholar Parker , S. & Williams , H. ( 2001 ). Effective Teamworking: Reducing the Psychosocial Risks . Sudbury, UK : HSE Books . Google Scholar Petrou , P. , Demerouti , E. & Schaufeli , W. ( 2015 ). Job crafting in changing organizations: Antecedents and implications for exhaustion and performance . Journal of Occupational Health Psychology , 20 , 470 – 80 . 10.1037/a0039003 PubMedWeb of Science®Google Scholar Rafferty , A. E. , Jimmieson , N. L. & Armenakis , A. ( 2013 ). Change readiness: A multilevel review . Journal of Management , 39 ( 1 ), 110 – 35 . 10.1177/0149206312457417 Web of Science®Google Scholar Randall , R. , Nielsen , K. & Tvedt , S. D. ( 2009 ). The development of five scales to measure employees' appraisals of organizational-level stress management interventions . Work & Stress , 23 , 1 – 23 . 10.1080/02678370902815277 Web of Science®Google Scholar Richardson , K. M. & Rothstein , H. R. ( 2008 ). Effects of occupational stress management intervention programs: A meta-analysis . Journal of Occupational Health Psychology , 13 , 69 – 93 . 10.1037/1076-8998.13.1.69 PubMedWeb of Science®Google Scholar Seo , M. G. , Putnam , L. L. & Bartunek , J. M. ( 2004 ). Dualities and tensions of planned organizational change . In M. Poole and A. H. Van de Ven (eds), Handbook of Organizational Change and Innovation . New York : Oxford University Press , pp. 73 – 107 . 10.1093/oso/9780195135008.003.0004 Google Scholar Sørensen , O. H. & Holman , D. ( 2014 ). A participative intervention to improve employee well-being in knowledge work jobs: A mixed-methods evaluation study . Work & Stress , 28 ( 1 ), 67 – 86 . 10.1080/02678373.2013.876124 Web of Science®Google Scholar Weyman , A. & Boocock , M. ( 2015 ). Managing work-related musculoskeletal disorders – Socio-technical 'solutions' and unintended psychosocial consequences . In M. Karanika-Murray & C. Biron (eds), Derailed Organizational Interventions for Stress and Well-Being: Confessions of Failure and Solutions for Success . Dordrecht : Springer , pp. 45 – 58 . 10.1007/978-94-017-9867-9_5 Google Scholar Wrzesniewski A. & Dutton , J. E. ( 2001 ). Crafting a job: Revisioning employees as active crafters of their work . Academy of Management Review 26 ( 2 ): 179 – 201 . 10.2307/259118 Web of Science®Google Scholar Wrzesniewski , A. , LoBuglio , N. , Dutton , J. E. & Berg , J. M. ( 2013 ). Job crafting and cultivating positive meaning and identity in work . In A. B. Bakker (ed.), Advances in Positive Organizational Psychology . Bingley, UK : Emerald Group , pp. 281 – 302 . 10.1108/S2046-410X(2013)0000001015 Google Scholar Zoni , S. & Lucchini , R. G. ( 2012 ). European approaches to work-related stress: A critical review on risk evaluation . Safety and Health at Work , 3 ( 1 ), 43 – 9 . 10.5491/SHAW.2012.3.1.43 PubMedGoogle Scholar Leading to Occupational Health and Safety: How Leadership Behaviours Impact Organizational Safety and Wellbeing: How Leadership Behaviours Impact Organizational Safety and Wellbeing ReferencesRelatedInformation
Publication Year: 2017
Publication Date: 2017-04-17
Language: en
Type: other
Indexed In: ['crossref']
Access and Citation
Cited By Count: 8
AI Researcher Chatbot
Get quick answers to your questions about the article from our AI researcher chatbot