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Ökad vårdkvalitet- en studie om delat ledarskap inom hälso- och sjukvården

Alisic, Leticia LU and Gudmundson, Elin (2013) KSKK01 20131
Department of Service Management and Service Studies
Abstract (Swedish)
Bakgrund: Hälso- och sjukvården genomgår kontinuerligt omorganiseringar och utsätts för ständiga ekonomiska besparingar. Samtidigt ställer sjukvårdens snabba utvecklingstakt krav på ett ledarskap som kan hantera den problematik som en komplex verksamhet innebär. Konsekvenserna av förändringsarbetet har blivit att avdelningar har slagits samman och cheftätheten har blivit glesare. De chefer som är kvar blir ansvariga för upp till nittio medarbetare samtidigt som de har fått utökade ansvarsområden. Chefernas höga arbetsbelastning påverkar utvecklingsarbetet samt kvaliteten på vården som ges.
Syfte: Syftet är att undersöka vilka bakomliggande motiv som ligger till grund för införande av delat ledarskap inom hälso- och sjukvård i Sverige.... (More)
Bakgrund: Hälso- och sjukvården genomgår kontinuerligt omorganiseringar och utsätts för ständiga ekonomiska besparingar. Samtidigt ställer sjukvårdens snabba utvecklingstakt krav på ett ledarskap som kan hantera den problematik som en komplex verksamhet innebär. Konsekvenserna av förändringsarbetet har blivit att avdelningar har slagits samman och cheftätheten har blivit glesare. De chefer som är kvar blir ansvariga för upp till nittio medarbetare samtidigt som de har fått utökade ansvarsområden. Chefernas höga arbetsbelastning påverkar utvecklingsarbetet samt kvaliteten på vården som ges.
Syfte: Syftet är att undersöka vilka bakomliggande motiv som ligger till grund för införande av delat ledarskap inom hälso- och sjukvård i Sverige. Syftet är även att undersöka vilka förutsättningar som behövs för att delat ledarskap ska bli framgångsrikt samt vilka vinster det delade ledarskapet kan generera för hälso- och sjukvården.
Metod: Studien baseras på en kvalitativ forskning som vetenskaplig metod. Det empiriska materialet består av tio stycken djupintervjuer. Urvalet består av tre områdeschefer och sju enhetschefer som arbetar på två sjukhus i södra Sverige.
Resultat: Resultatet visar att bakomliggande motiv till införandet av delat ledarskap inom hälso- och sjukvård baseras på en för hög arbetsbelastning för ensamma enhetschefer samt för stora medarbetargrupper och avsaknaden av ett personalnära arbete. Därtill framkommer att förutsättningar som är viktiga för att ett delat ledarskap ska bli framgångsrikt är att det finns en gemensam grundsyn hos chefparet. Däremot ska individuella egenskaper och personlighet kompletteras där det är särskilt viktigt att sammanföra kombinationen med en innovatör och en slutförare i chefparet. Därmed blir rekryteringsprocessen en viktig förutsättning för ett bra samarbete i ett delat ledarskap. Ytterligare förutsättningar som framkommer som viktiga är prestigelöshet hos personerna som delar ett ledarskap samt att arbetsuppgifter växlas mellan personerna i paret. De vinster ett delat ledarskap kan generera inom hälso- och sjukvården framkommer i uppsatsen vara reducerad ensamhet, samt ett ökat välmående hos enhetscheferna då arbetsbördan i och med ett delat ledarskap delas av två. På verksamhetsnivå framkommer vinster i form av att mer tid frigörs för verksamhetsutveckling samt att enhetscheferna får mer tid för personalen. (Less)
Abstract
Introduction: The health care system is undergoing continuous reorganizations and subjected to constant demands for financial savings. The rapid pace of development requires leadership that can deal with the issues that arise in this complex operation, however, the impact of these changes have resulted in consolidated departments and fewer staff. The managers who are left will be responsible for up to ninety employees per department head in addition to other extended responsibilities. This added responsibility extends the managers already heavy workload, and in turn, effects the quality of care that is available for each patient.
Purpose: The purpose is to examine the underlying motives for the introduction of shared leadership in the... (More)
Introduction: The health care system is undergoing continuous reorganizations and subjected to constant demands for financial savings. The rapid pace of development requires leadership that can deal with the issues that arise in this complex operation, however, the impact of these changes have resulted in consolidated departments and fewer staff. The managers who are left will be responsible for up to ninety employees per department head in addition to other extended responsibilities. This added responsibility extends the managers already heavy workload, and in turn, effects the quality of care that is available for each patient.
Purpose: The purpose is to examine the underlying motives for the introduction of shared leadership in the health care industry in Sweden. It also aims to examine the conditions necessary for shared leadership to succeed, and the profit this program can generate for the healthcare institutions.
Methodology: The study is based on qualitative research as a scientific method. The empirical material consists of ten in-depth interviews. The sample consists of three regional managers and seven unit managers at two hospitals in southern Sweden.
Findings: The results show that the underlying motive for the introduction of shared leadership in health care is based on a high workload for single unit managers, as well as for large employee groups, and the lack of a personnel-related work. In addition, it appears that the conditions essential to a shared leadership program to be successful, is that the heads of the shared leadership program must have complimentary personal attributes, as well as individual ideas to supplement each others work. This will make the recruitment process challenging, in order find candidates that are able to understand the importance of strong communication and collaboration with their leadership partner. Additional complications can arise if the two leaders are not sharing the workload equally, and must be aware that they are a team, and neither employee is senior to the other. In addition to the benefits that shared leadership can generate within the health care system, leadership teams will experience reduced feelings of loneliness and increased feelings of well-being when workload is shared. The performance of the unit as a whole will increase with more time to engage in business development, and additional time for personnel related work.
Keywords: Shared leadership, shared governance, health care, benefits, unit managers. (Less)
Please use this url to cite or link to this publication:
author
Alisic, Leticia LU and Gudmundson, Elin
supervisor
organization
course
KSKK01 20131
year
type
M2 - Bachelor Degree
subject
keywords
Delat ledarskap, hälso- och sjukvård, mellanchefsnivå, enhetschefer, viktiga förutsättningar, vinster.
language
Swedish
id
4075961
date added to LUP
2014-06-03 13:18:34
date last changed
2014-06-03 13:18:34
@misc{4075961,
  abstract     = {Introduction: The health care system is undergoing continuous reorganizations and subjected to constant demands for financial savings. The rapid pace of development requires leadership that can deal with the issues that arise in this complex operation, however, the impact of these changes have resulted in consolidated departments and fewer staff. The managers who are left will be responsible for up to ninety employees per department head in addition to other extended responsibilities. This added responsibility extends the managers already heavy workload, and in turn, effects the quality of care that is available for each patient. 
Purpose: The purpose is to examine the underlying motives for the introduction of shared leadership in the health care industry in Sweden. It also aims to examine the conditions necessary for shared leadership to succeed, and the profit this program can generate for the healthcare institutions.
Methodology: The study is based on qualitative research as a scientific method. The empirical material consists of ten in-depth interviews. The sample consists of three regional managers and seven unit managers at two hospitals in southern Sweden.
Findings: The results show that the underlying motive for the introduction of shared leadership in health care is based on a high workload for single unit managers, as well as for large employee groups, and the lack of a personnel-related work. In addition, it appears that the conditions essential to a shared leadership program to be successful, is that the heads of the shared leadership program must have complimentary personal attributes, as well as individual ideas to supplement each others work. This will make the recruitment process challenging, in order find candidates that are able to understand the importance of strong communication and collaboration with their leadership partner. Additional complications can arise if the two leaders are not sharing the workload equally, and must be aware that they are a team, and neither employee is senior to the other. In addition to the benefits that shared leadership can generate within the health care system, leadership teams will experience reduced feelings of loneliness and increased feelings of well-being when workload is shared. The performance of the unit as a whole will increase with more time to engage in business development, and additional time for personnel related work.
Keywords: Shared leadership, shared governance, health care, benefits, unit managers.},
  author       = {Alisic, Leticia and Gudmundson, Elin},
  keyword      = {Delat ledarskap,hälso- och sjukvård,mellanchefsnivå,enhetschefer,viktiga förutsättningar,vinster.},
  language     = {swe},
  note         = {Student Paper},
  title        = {Ökad vårdkvalitet- en studie om delat ledarskap inom hälso- och sjukvården},
  year         = {2013},
}