This document discusses health-promoting leadership and management's role in facilitating sustainable workplaces. It defines health-promoting leadership as a style concerned with creating a healthy workplace culture. Research shows managers in healthcare spend most of their time on staffing, scheduling, and development rather than health issues. New public management models in healthcare focus more on efficiency than quality of care, increasing pressure on managers. For workplaces to be truly sustainable, organizations must prioritize health and quality of care over short-term goals like efficiency. Effective leadership is key to developing an organization's capacity for health promotion.

1. The management’s possibilities for
facilitating sustainable workplaces
Andrea Eriksson, Dr PH, School of Technology and Health, KTH
Arne Orvik, MSc, ass. professor, Aalesund University College
Workshop “How can health promotion
facilitate sustainable workplaces?”
The 7th Nordic Research Conference in Health Promotion., June 2013

2. Content of presentation
• Concept of Health-promoting Leadership
• Reality of management in health care
• How to understand and deal with
management’s possibilities for facilitating
sustainable workplaces

3. The concept of
Health-promoting Leadership (HPL)
A leadership that is concerned with creating
a culture for health-promoting workplaces
including values to inspire and motivate the
employees to participate in such a
development.
Doctoral thesis, Eriksson 2011

4. HPL – part of organizational capacity
supporting a health-promoting setting
• The knowledge and skills of the managers
• The policies and structures of the organization
• Leadership engagement in the systematic
development of both the physical and
psychosocial work environment.
Doctoral thesis, Eriksson 2011

5. Planering och
omplanering
19%
Kombination av
flera
8%
Kliniskt arbete
2%
budget/ekonomi
5%verksamhetsutveck
ling
10%
arbetsmiljö
20%
bemanning/schem
a
36%
Time division of managerial work in health care
Dellve et al 2010
In mean time managers work alone:
66 % alone
18 % employees
1 % higher manager
10 % other managers
5 % mixed groups

6. Management in health care
• New Public Management = application of management
principles from the private sector in the public sector
• Related to increasing health problems in health
organizations:
- Focus on efficiency and productivity instead of quality
of care
- Increased pace
- Increased top-down governed re-organizations
- High pressure on managers
- Clash between different values

7. Health
organization
Health
institution
Health
enterprise
Organizational
health
Organizational
effectiveness?
Quality? Integrity?
Efficiency?
Sustainability
Organizational health
Organizational health as an inverse value pyramid in a health organization
(Modified model, based on Orvik, 2012).

8. Arman, Wikström & Dellve,2013
Llewellyn 2001, Dellve & Wikström 2009, Choi 2011
Ruiz et al 2010; Wong & Laschinger 2012