umu.sePublications
Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Are We All in the Same Boat?: The Role of Perceptual Distance in Organizational Health Interventions
Umeå University, Faculty of Social Sciences, Department of Psychology. Karolinska Inst, Procome Res Grp, Stockholm, Sweden.
2016 (English)In: Stress and Health, ISSN 1532-3005, E-ISSN 1532-2998, Vol. 32, no 4, 294-303 p.Article in journal (Refereed) Published
Abstract [en]

The study investigates how agreement between leaders' and their team's perceptions influence intervention outcomes in a leadership-training intervention aimed at improving organizational learning. Agreement, i.e. perceptual distance was calculated for the organizational learning dimensions at baseline. Changes in the dimensions from pre-intervention to post-intervention were evaluated using polynomial regression analysis with response surface analysis. The general pattern of the results indicated that the organizational learning improved when leaders and their teams agreed on the level of organizational learning prior to the intervention. The improvement was greatest when the leader's and the team's perceptions at baseline were aligned and high rather than aligned and low. The least beneficial scenario was when the leader's perceptions were higher than the team's perceptions. These results give insights into the importance of comparing leaders' and their team's perceptions in intervention research. Polynomial regression analyses with response surface methodology allow three-dimensional examination of relationship between two predictor variables and an outcome. This contributes with knowledge on how combination of predictor variables may affect outcome and allows studies of potential non-linearity relating to the outcome. Future studies could use these methods in process evaluation of interventions.

Place, publisher, year, edition, pages
2016. Vol. 32, no 4, 294-303 p.
Keyword [en]
shared perceptions, leader-team agreement, organizational learning, leadership training
National Category
Applied Psychology
Identifiers
URN: urn:nbn:se:umu:diva-130053DOI: 10.1002/smi.2703ISI: 000388619300006PubMedID: 27501357OAI: oai:DiVA.org:umu-130053DiVA: diva2:1065411
Available from: 2017-01-16 Created: 2017-01-11 Last updated: 2017-01-16Bibliographically approved

Open Access in DiVA

No full text

Other links

Publisher's full textPubMed

Search in DiVA

By author/editor
Tafvelin, Susanne
By organisation
Department of Psychology
In the same journal
Stress and Health
Applied Psychology

Search outside of DiVA

GoogleGoogle Scholar

Altmetric score

Total: 18 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf