All Stories

  1. Who stays and who leaves? Career turnover among young managers
  2. Validation of the Danish Psychosocial Questionnaire (DPQ) in a Swedish healthcare context
  3. The Influence of Organizational and Social Work Environmental Factors on Patient Safety Climate
  4. From checkups to change: Longitudinal changes in lifestyle-related factors following repeated occupational health assessments among 106 005 Swedish workers
  5. Motivational Implications of Automation at Work: A Large-Scale Survey Study Among Social Workers in Sweden
  6. Wellbeing Among Police Personnel Investigating Online Child Sexual Abuse: A Scoping Review
  7. Organizational change from a leader’s perspective: change characteristics as antecedents to leaders’ role clarity and laissez-faire leadership behaviors
  8. Does gender matter? The impact of gender and gender match on the relation between destructive leadership and follower outcomes
  9. Co-Creation to Increase Cross-Functional Collaboration in Police Investigations of Online Child Sexual Abuse: A Qualitative Study Protocol
  10. “My team made me do it”: the differential influence of team amotivation on leaders’ destructive leadership behavior, from a gender perspective
  11. The Investigation of Online Child Sexual Abuse Cases in Sweden
  12. Nonprototypical managers: The identity work of young managers in relation to age-based stereotypes
  13. In or out of reach? Long-term trends in the reach of health assessments in the Swedish occupational setting
  14. More is not always merrier: does leader-team perceptual distance on context influence leadership training transfer?
  15. Overcommitment and employee outcomes in Swedish eldercare: the buffering effects of role clarity and leader support
  16. 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
  17. Age as an antecedent to managers’ stress and inefficient leadership, with social support as a potential buffer
  18. Opportunities and challenges in designing and evaluating complex multilevel, multi-stakeholder occupational health interventions in practice
  19. Are young leaders more sensitive to contextual influences? A lifespan perspective on organizational antecedents of transformational leadership
  20. Depleting pathways of self-sacrificial and laissez-faire leadership: The roles of leader gender and perceived organizational support.
  21. A power-sharing perspective on employees’ participatory influence over organizational interventions: conceptual explorations
  22. The well-being of young leaders: demands and resources from a lifespan perspective
  23. Why do leaders engage in destructive behaviours? The role of leaders’ working environment and stress
  24. Alignment in implementation of evidence-based interventions: a scoping review
  25. The influence of job crafting on the quality of care provided by nursing home employees: The moderating effect of organizational identification
  26. Appetite for Destruction: A Psychometric Examination and Prevalence Estimation of Destructive Leadership in Sweden
  27. Consequences of Managers’ Laissez-faire Leadership During Organizational Restructuring
  28. Cold wind of change: Associations between organizational change, turnover intention, overcommitment and quality of care in Spanish and Swedish eldercare organizations
  29. No leader is an island: contextual antecedents to line managers' constructive and destructive leadership during an organizational intervention
  30. Evaluation of iLead, a generic implementation leadership intervention: mixed-method preintervention–postintervention design
  31. Aligning job redesign with leadership training to improve supervisor support: a quasi-experimental study of the integration of HR practices
  32. Line managers’ influence on employee usage of a web-based system for occupational health management
  33. How do iLead? Validation of a scale measuring active and passive implementation leadership in Swedish healthcare
  34. Making it fit: Associations of line managers' behaviours with the outcomes of an organizational-level intervention
  35. Leading for change: line managers’ influence on the outcomes of an occupational health intervention
  36. Meeting patient needs trumps adherence. A cross-sectional study of adherence and adaptations when national guidelines are used in practice
  37. The Dynamic Integrated Evaluation Model (DIEM): Achieving Sustainability in Organizational Intervention through a Participatory Evaluation Approach
  38. iLead—a transformational leadership intervention to train healthcare managers’ implementation leadership