Leading Well-being and the Psychosocial Working Environment - A Cluster-randomized Waitlist Controlled Trial of a Training Program for Middle Managers in a Danish Healthcare Setting
试验速览
- 阶段
- 不适用
- 状态
- 已完成
- 入组人数
- 160
- 试验地点
- 1
- 主要终点
- Change in job satisfaction in middle managers and employees
研究概览
简要总结
The design comprises a cluster, randomized waitlist controlled design. The goal of the study is to prevent stress and burnout in middle managers and employees in a hospital setting. The study population is middle managers in a hospital setting.
The intervention comprises five training modules with practice in small groups in between. Training will take place over 5 months. The training will be received in groups of 20 middle managers and the training will be facilitated by 2 facilitators. Themes of training are inspired by the concept of Health Oriented Leadership which takes into account that the well-being of managers is important for the well-being of employees. Central themes of the training are: 1) Self-care and well-being of the manager and how to cope with stress as a manager. 2) Employee well-being and reducing risk-factors in the psychosocial working environment of employee mental health problems. 3) Enhancing protective factors social social support and a healthy team climate. 4) Responding to employees at risk and how to handle difficult conversations and procedures on return to work. 5) Managing well-being in employees during changes and pressure.
In order to establish commitment for the waitlist control group, the control group will receive an offer of a webinar and some written information.
Middle managers in both intervention arms will receive a questionnaire at baseline, after the intervention and at 6 months follow-up. The intervention group will also receive a short questionnaire after each training.
The following expectations are hypothesized:
The training will improve self-care and perceived staff-care in middle managers and employees in the intervention group when compared to the control group
The training will improve psychological outcomes of stress, well-being, exhaustion and psychological symptoms among middle managers and employees in the intervention group when compared to the control group
The training will improve the perceived psychosocial working environment (PSWE) among middle managers and employees in the intervention group when compared to the control group
The training will reduce sickness absence and retention among middle managers and employees in the intervention group when compared to the control group
Middle managers who adhere more to the training will experience larger improvements in self-care, staff-care and mental outcomes
详细描述
The design comprises a two-armed cluster, randomized waitlist controlled design. The goal of the study is to prevent stress and burnout in middle managers and employees in a hospital setting. The study population is middle managers in a hospital setting. These managers are randomized by unit and stratified on number of managers enrolled from each unit to obtain equal numbers in each arm.
The intervention comprises five training modules with practice in small groups in between. Training will take place over 5 months. The training will be received in groups of 20 middle managers and the training will be facilitated by 2 facilitators. Themes of training are inspired by the concept of Health Oriented Leadership which takes into account that the well-being of middle managers is important for the well-being of employees. Central themes of the training are: 1) Self-care and well-being of the manager and how to cope with stress as a manager. 2) Employee well-being and reducing risk-factors in the psychosocial working environment of employee mental health problems. 3) Enhancing protective factors social social support and a healthy team climate. 4) Responding to employees at risk and how to handle difficult conversations and procedures on return to work. 5) Managing well-being in employees during changes and pressure.
In order to establish commitment for the waitlist control group, the control group will receive an offer of a webinar and some written information.
Middle managers in both intervention arms will receive a questionnaire at baseline, after the intervention and at 6 months follow-up. The intervention group will also receive a short questionnaire after each training.
The following expectations are hypothesized:
研究设计
- 研究类型
- Interventional
- 分配方式
- Randomized
- 干预模型
- Parallel
- 主要目的
- Prevention
- 盲法
- Single (Outcomes Assessor)
盲法说明
As the design is a waitlist controlled trial, the participants, the consultans and the some of the involved researchers will know what individuals received the intervention in 2023 (i.e. the treatment group), and 2024 (i.e. the control group).
入排标准
- 性别
- All
- 接受健康志愿者
- 是
入选标准
- •Included managers are middle managers in hospitals in the Danish Central Region
- •Included managers must be directly responsible for employees
- •Included managers must be responsible for yearly assesment talks
排除标准
- •If the above is not true, based on the data collected when the manager signed up for the study, the manager is not included in the study
研究组 & 干预措施
Treatment group
Leadership training comprising 5 modules and group exercises
干预措施: Training leaders in leading well-being and the psychosocial working environment (Behavioral)
Control group
Active control group receiving the offer of a webinar and written material
干预措施: The offer of a webinar and written material (Behavioral)
结局指标
主要结局
Change in job satisfaction in middle managers and employees
时间窗: Baseline, post training (6 months follow-up) and 12 months follow-up
Measured with the Danish Psychosocial Questionnaire (Clausen et al. 2019), the job satisfaction item is scored on scale ranging from 0 (very unsatisfied) to 10 (very satisfied)
Change in perceived Staffcare in middle managers and employees
时间窗: Baseline, post training (6 months follow-up) and 12 months follow-up
Measured with 18 items using an adapted version of the staffcare scale from The Health-Oriented Leadership questionnaire (Franke et al. 2014). Items are scored using a 5 point Likert scale ranging from 1 (a very low degree) to 5 (a very high degree) indicating to which extent they practice selfcare in relation to their work life.
Change in perceived stress in middle managers and employees
时间窗: Baseline, post training (6 months follow-up) and 12 months follow-up
Measured with the Danish consensus version of the Perceived Stress Scale 10 (Eskildsen et al. 2015). The scale comprises 10 items measured on a five point likert scale ranging from 0 (never) to 4 (very ofte). A higher score indicates higher stress levels.
Change in burnout in middle managers and employees
时间窗: Baseline, post training (6 months follow-up) and 12 months follow-up
Measured with the Copenhagen Burnout Inventory. 19 Items are answered on a 6-point likert scale ranging from 0 (never) to 5 (always). The CBI understands the core components of burnout as fatigue and exhaustion.
Change in perceived selfcare in middle managers and employees
时间窗: Baseline, post training (6 months follow-up) and 12 months follow-up
Measured with 16 items using an adapted version of the selfcare scale from The Health-Oriented Leadership questionnaire (Franke et al. 2014). Items are scored using a 5 point Likert scale ranging from 1 (a very low degree) to 5 (a very high degree) indicating to which extent they practice selfcare in relation to their work life
Registered sickness absence in middle managers and employees
时间窗: 12 months
Measured with registered sickness absence from the business Intelligence department at the Central Denmark Region administration of sick-leave
次要结局
- Change in central aspects of the psychosocial work environment among employees in employees(Baseline, post training (6 months follow-up) and 12 months follow-up)
- Psychological saftety(Baseline, post training (6 months follow-up) and 12 months follow-up)
- Change in Well-being among middle managers and employees(Baseline, post training (6 months follow-up) and 12 months follow-up)
- Change in the perceived psychosocial working environment in middle managers and employees(Baseline, post training (6 months follow-up) and 12 months follow-up)
- Change in turnover intention among middle managers and employees(Baseline, post training (6 months follow-up) and 12 months follow-up)
- Actual turnover among employees(12 months)
- Change in perceive leadership quality among employees(Baseline, post training (6 months follow-up) and 12 months follow-up)
- Change in perceived confidence among middle managers(Baseline, post training (6 months follow-up) and 12 months follow-up)
- Psychosocial safety climate among employees(Baseline, post training (6 months follow-up) and 12 months follow-up)