Data

Coaching leadership in social welfare and health care

Published 7.10.2020

Repeated survey

Leadership in social welfare and health care sector​​

2019
Physiotherapists and occupational therapists

Coaching leadership (Physiotherapists and occupational therapists)

The supervisor solvesconflicts in work-life balancein co-operation with employeesin a flexible mannerThe immediate supervisorencourages their employees towork independentlyThe immediate supervisorencourages their employees toco-operateThe immediate supervisorstrengthens their employees’competenciesPercentage of respondents, %​010203040506070Physiotherapists and occupational therapistsProfessions average

Opportunities to influence (Physiotherapists and occupational therapists)

Here you can compare the selected profession with the most and least similar profession in terms of leadership quality.
No opportunities to influencechanges in work​​Percentage of respondents, %​0510152025303540Physiotherapists and occupational therapistsThe profession with the most similar results​
No opportunities to influencechanges in work​​Percentage of respondents, %​05101520253035404550Physiotherapists and occupational therapistsLaboratory technicians and laboratory workersThe profession with the least similar results​

Quality of leadership​ (2019)

Five professions with the highest quality of leadership
Senior and head nursesManagement andSpecialistPhysiotherapists andoccupational therapistsSocial welfare and otheradvisersDoctorsPer cent, %01020304050607080Indicator average

The effect of supervisory position on leadership​​​

2019

Coaching leadership

The supervisor solvesconflicts in work-life balancein co-operation with employeesin a flexible mannerThe immediate supervisorencourages their employees towork independentlyThe immediate supervisorencourages their employees toco-operateThe immediate supervisorstrengthens their employees’competenciesPercentage of respondents, %0102030405060708090Directors and managementImmediate supervisorsNo supervisory position

Opportunities to influence

A supervisory position increases opportunities to influence.
No opportunities to influencechanges in work​​Percentage of respondents, %05101520253035404550Directors and managementImmediate supervisorsNo supervisory position

One of the themes of the Finnish Institute of Occupational Health’s Mitä kuuluu? well-being at work survey is leadership and supervisory work. The theme is about studying the leadership of supervisors and the employees’ opportunities to influence any changes related to work.

Description

The Finnish Institute of Occupational Health’s Mitä kuuluu? well-being at work survey is designed for the personnel of social welfare and health care joint municipal authorities and hospital districts. The survey has been carried out annually since 2018. In 2018, the survey included seven social welfare and health care organizations and approximately 24,000 respondents. In 2019, there were nine organizations and approximately 21,000 respondents. The results of the survey are processed by the work units and management teams of social welfare and health care organizations and they are used to develop the personnel’s well-being at work. Through these regular surveys, social welfare and health care organizations are provided with comparative information about changes in well-being at work, also in relation to other organizations that participated in the survey. Experiences of supervisory work and opportunities to influence any changes in work are one of the themes of the survey.

What the indicators suggest

The aspects of leadership and supervisory work being analyzed include the supervisor’s activity in solving conflicts in work-life balance and three indicators of how well the supervisor is felt to apply a coaching leadership approach. In addition, the analysis includes the personnel’s experiences of their opportunities to influence any changes in work. The final item is a summarizing graph of the quality of leadership that includes the average of the four coaching leadership indicators described above and the reverse percentage of the “no opportunities to influence changes in work” indicator, which means that the average includes the percentage of respondents who feel that they have at least some opportunities to influence.

The indicators can be compared either by profession group or supervisory position. A group’s results can be compared with the results of all respondents in the profession group comparison of coaching leadership experiences. A profession group’s opportunities to influence can be compared in relation to the profession groups with the most and least similar results.

The material is based on the replies to the Mitä kuuluu? well-being at work survey and it is updated on an annual basis.

Contact information

Risto Nikunlaakso

+358 30 474 2505

Creative Commons License

Creative Commons License

The publication is licensed under Creative Commons 4.0 International -license.

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