Articlehybrid2020

Changing to improve? Organizational change and change-oriented leadership in hospitals

Olaug Øygarden · Espen Olsen · Aslaug Mikkelsen

47 citations0/0 files storedJournal of Health Organization and Management

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Organizational Change and Leadership Healthcare Quality and Management Organizational Leadership and Management Strategies

Abstract

PURPOSE: This paper aims to fill gaps in one's knowledge of the impact of organizational change on two outcomes relevant to hospital service quality (performance obstacles and physician job satisfaction) and in one's knowledge of the role of middle manager change-oriented leadership in relation to the same outcomes. Further, the authors aim to identify how physician participation in decision-making is impacted by organizational change and change-oriented leadership, as well as how it mediates the relationships between these two variables, performance obstacles and job satisfaction. DESIGN/METHODOLOGY/APPROACH: = 556). A hypothetical model was developed based on existing theory, confirmatory factor analysis was carried out in order to ensure the validity of measurement concepts, and the structural model was estimated using structural equation modelling. FINDINGS: The organizational changes in question were positively related to performance obstacles both directly and indirectly through participation in decision-making. Organizational change was also negatively related to job satisfaction, both directly and indirectly. Change-oriented leadership was negatively related to performance obstacles, but only indirectly through participation in decision-making, whereas it was positively related to job satisfaction both directly and indirectly. ORIGINALITY/VALUE: The authors developed a theoretical model based on existing theory, but to their knowledge no other studies have tested these exact relationships within one model. These findings offer insights relevant to current and ongoing developments in the healthcare field and to the question of how hospitals may deal with continuous changes in ways that could contribute positively towards outcomes relevant to service quality.

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References

1992Alternative Ways of Assessing Model Fit 2001The role of positive emotions in positive psychology: The broaden-and-build theory of positive emotions.2001The job demands-resources model of burnout.2007The Job Demands‐Resources model: state of the art 1991A PUBLIC MANAGEMENT FOR ALL SEASONS?1976The nature and causes of job satisfaction 2017Conservation of Resources in the Organizational Context: The Reality of Resources and Their Consequences 20092 How Actors Change Institutions: Towards a Theory of Institutional Entrepreneurship

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