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Background: Destructive leadership has been linked to negative consequences for both organizations and followers. Research has also shown that leader gender affects follower perceptions of leadership behavior and follower outcomes [1,2,3]. However, knowledge is limited as to whether this also applies to destructive leadership [4]. This study aims to combine gendered organization theory with destructive leadership research to investigate the role that gender plays in the relation between destructive leadership behavior and follower outcomes.

Methods: The data were collected in collaboration with Statistic Sweden. It is a representative sample from the working population in Sweden. We used a two-wave survey design and included 1,121 participants in the analysis.

Results: The results from structural equation models indicated that destructive leadership has negative consequences for follower burnout, job satisfaction, and turnover intention 6 months later. The results also showed that followers reported a greater intention to leave the organization if the leader was the same gender and used destructive leadership.

Conclusions: Our study contributes to destructive leadership research by showing that the gender of both the leader and follower matters for the relation between destructive leadership behavior and follower outcomes. Additionally, our study makes a theoretical contribution by integrating a gender research perspective into destructive leadership research.

Destructive leadership does not occur in a vacuum; rather, these behaviors are part of a social process in which leader and follower interact and influence each other. Still, knowledge regarding followers’ behaviors as antecedents to destructive leadership behavior is limited, even more so from a gender perspective. In this study, we investigate the relationship between perceived lack of team motivation and destructive leadership behavior, with the leader’s gender as a moderator. Together with Statistic Sweden, we collected data using a two-wave survey design. We included 784 participants in the analysis, using structural equation modeling (SEM). The results showed that perceived lack of team motivation was associated with active and passive destructive leadership behaviors. Beyond that, the leader’s gender moderated the relationship between leaders’ perception of team amotivation and active destructive leadership. The results show that male leaders are more prone to act destructively when they perceive a lack of team motivation. These results suggest that male leaders may be more susceptible to engaging in destructive leadership behaviors due to identity threat than female leaders. Therefore, we examine how the construction of gender and identity and the close association between masculinity and leader identity contribute to the risk of engaging in destructive leadership behavior.

To be a young manager is to deviate from the norm, because youth and management are perceived as contradictory social positions. Thus, young managers are positioned as nonprototypical, which poses challenges to gaining acceptance and claiming the managerial identity. In this multicase interview study, we show how available social prototypes of management and self-to-prototype comparisons are important as young managers approach the identity work process. We conducted interviews (N = 38) and workshops (N = 6) in three businesssectors with young and senior managers, subordinates, and those performing support functions. Based on an analysis of these interviews and workshops, we developed a theoretical model illustrating how young managers use implicit theories of leadership (ILT) to reduce the incongruity between internal self-conceptions and external prototypes of management as a benchmark toward managerial identity, revealing three main approaches to identity work. Young managers approach age-based drawbacks by acting based on noncontextualized ILTs, making adjustments in relation to available prototypes, and by making self-to-prototype insights. Our findings augment the identity work theory by providing an age perspective on this process and highlight the importance of future research engaging in depth with age as a sociodemographic factor in relation to the managerial role.

Healthcare employees are experiencing poor wellbeing at an increasing rate. The healthcare workforce is exposed to challenging tasks and a high work pace, a situation that worsened during and after the COVID-19 pandemic. In turn, exposure to these high demands contributes to poor health, increased turnover, reduced job satisfaction, reduced efficacy, and reduced patient satisfaction and safety. Therefore, it is imperative that we identify measures to mitigate this crisis. One piece of this puzzle is how to implement sustainable tools and processes to improve the work environment of healthcare organizations. In this paper, we present the study protocol for the outlining and piloting of a joint training for pairs of healthcare line managers and their associated health and safety representatives in a Swedish healthcare organization. The objective of the training is to aid and advance the implementation of interventions to improve the work environment at the unit level. Following recommendations in the literature, the training is based on a stepwise approach that considers the specific context and focuses on the involvement of employees in creating interventions based on their needs. A central component of the training is the development of the pairs’ collaboration in prioritizing, developing, implementing, and evaluating the interventions. The training is based on an on-the-job train-the-trainer approach in which participants are progressively trained during four workshops in the steps of a participatory intervention process. Between these workshops, the pairs follow the same progressive steps together with their employees to develop and implement interventions at their unit. The pilot will involve four pairs (i.e., eight participants) representing different parts and functions of the organization and will be conducted over a period of three months. We will use a mixed method design to evaluate preconditions, the process, and proximal transfer and implementation outcome factors of the training. The overall aim of the pilot is to appraise its feasibility and be able to adjust the training before a potential scale-up.

It has been suggested that with age comes experience in how to deal effectively with stressors, and therefore resources needed to uphold constructive leadership behaviors partly depend on managers’ age. This relation between age and leadership behaviors may also depend on the level of support that managers are given. In the present study, we depart from conservation of resource theory and lifespan theory to examine the link between managers’ age and inefficient leadership, with stress as a mediator in this relation. We also investigate whether social support buffers the relations between managers’ age, stress, and inefficient leadership. Self-report survey data from a randomly selected sample of swedish managers were collected at two time points, six months apart. In total, 781 managers answered the survey at both times. We found that, as expected, managers age was negatively related to inefficient leadership through stress. In other words, younger managers perceive themselves as more stressed andnbecause of that more inefficient. Contrary to what we expected, these relations were not influenced by social support. Our study is among the first to study managers’  age as an antecedent to inefficient leadership behaviors. The study also adds to the understanding of this relation by including stress as a mechanism. Furthermore, our research contributes to the examination of potential boundary conditions for when age may translate into stress and inefficient work behaviors by investigating social support as a potential moderator.

Objectives: This study aimed to investigate the reach of a large-scale health assessment delivered by the occupational health service in Sweden for almost 30 years.

Methods: A total of 418 286 individuals who participated in a health assessment (Health Profile Assessment, HPA) between 1995–2021 were included. A comparative sample was obtained from Statistics Sweden, comprising the entire working population for each year (4 962 127–6 011 829 unique individuals per time period). Sociodemographic and work organization characteristics were compared between the HPA and comparative population for six different periods. Under- and overrepresented groups in the private and public sectors were identified using the most recent data (2015–2021).

Results: With negative per cent indicating underrepresentation, the most notable changes over time in representation in the HPA population compared to the comparative were observed for women (-1.2% to -12.8%), private sector employees (-9.4% to 14.9%), individuals with ≥3 years of employment (14.5% to 0.9%), in personal care (0.8% to -8.8%) and manufacturing (0.7% to 6.4%) occupations. Consistently overrepresented groups (median representation across periods) included individuals who had a single income source (6.3%) and were middle-aged (10.8%), born in Sweden (5.9%), associate professionals (8.7%), and employed in companies with high operating profit (17.9%) and low staff turnover (14.3%). Conversely, individuals with low income (-34.0%) and employed in small companies/organizations (-10.9%) were consistently underrepresented. Middle-aged women in education occupations were most underrepresented in the public sector, while in the private sector, it was young women in service and shop sales occupations.

Conclusions: This health assessment has reached many professionals, including hard-to-reach groups, but did not fully represents the Swedish workforce throughout the years.

Although the organizational context has been identified as an important factor contributing to the success or failure of leadership training initiatives, exploration of the interaction between differing contextual perceptions in relation to the transfer of leadership training is lacking. Building on Oc’s framework on context and leadership, we examine how the degree of perceptual alignment of leader and teams on two contextual factors, formalization and employee orientation, were related to followers’ ratings of transformational leadership after a leadership training in the forest industry (n = 37 leaders). Polynomial regression with response surface analysis revealed that agreement between leaders and their teams on formalization and employee orientation predicted improvements in transformational leadership but only up to a certain point. At high levels of formalization agreement negatively impacted leaders’ development of transformational leadership, and at high levels of employee orientation the positive impact of agreement flattened out. Leaders who rated formalization and employee orientation higher than their teams increased their transformational leadership to a lesser extent as rated by their followers. Our findings extend the framework developed by Oc and offer a new perspective on the complex interplay between leader, follower, and contextual factors that all matter for successful leadership training transfer.

Extant research suggests the effectiveness of Occupational Health Psychology (OHP) interventions depends on their design in the broader organisational context. While the field recognises that pre- and posttest evaluation do not sufficiently capture the complex dynamics around OHP interventions, complex multi-level OHP interventions are still scarce in the literature. As established intervention implementation frameworks suggest, it remains difficult to address this complexity in practice. The present position paper re-evaluates lessons learned from two complex European OHP intervention projects, by applying the Integrated Process Evaluation Framework (IPEF) and related theories to bridge the gap between the theoretically recognised complexity and practical challenges. The re-evaluations emphasise that programme-multilevel theories rooted in OHP-perspectives contribute to adequately hypothesising around systemic factors and mechanisms relevant to OHP interventions. Concretely, middle range theories that outline how an intervention’s mechanisms work within a specific context to produce certain outcomes are crucial. Additionally, strategically and actively involving key stakeholders at all levels of the system and across the different intervention phases improves the embedding of OHP interventions in organisations. We elaborate on these insights with seven concrete recommendations for complex OHP intervention research.

Poor working conditions and high employee turnover in eldercare have frequently been addressed over the years. The aim of the study is to examine the relation between work overcommitment and employee well-being and turnover intentions in eldercare and whether leader support and role clarity moderate the relation between overcommitment and employee outcomes. A questionnaire was distributed to workplaces in eight Swedish municipalities. The results show that overcommitment was related to employees’ impaired well-being, as well as to their turnover intentions. We also found that leader support buffered the negative effects of overcommitment. The role clarity was quite high; however, it did not have a moderating effect.

Investigating online child sexual abuse (CSA) crimes is challenging for law enforcement agencies, demanding both digital expertise and knowledge about offences against children while exacting a mental toll on investigators. This article identifies challenges in the investigative process, drawing on audit reports, interviews with police management, observations of meetings, and a workshop with online CSA investigators. The findings reveal difficulties in resource allocation due to varying case sizes and rapid escalation. In addition, while online CSA investigators handle most cases, they require support from other police units; however, a widespread fear of these cases among non-specialized investigators complicates collaborative efforts. Lastly, a culture of organizational “compartmentalization” was described as hindering collaboration, as different branches of investigation remain separated. We discuss how these challenges pose problems to online CSA investigation practices.