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Leadership and the Elder Care Home Sector: Personal Life vs Work Life of Health Care Workers

by Nadeem Moiden

232 pages; quality trade paperback (softcover); catalogue #03-0917; ISBN 1-4120-0547-7; US$23.99, C$31.00, EUR20.15, £14.99

Increase productivity and quality of care by promoting a balance between workers' personal and work lives. A revolutionary new approach to care delivery in the Elder Care Home Sector.

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about the book      about the author      table of contents      catalogue info

About the Book This study was undertaken to explore whether current leadership in the elder care home sector promotes a balance between personal and work life of healthcare staff. A case study approach was used to carry out the study using structured interviews, semi-structured interview and participant-observation as major data collection methods. The sample, a combination of enrolled nurses, experienced and inexperienced carers, were representative of the employees in care homes studied. This consisted of 18 subjects, 10 from a private care home and 8 from a charity care home. The structured interviews consisted of all 18 participants and the semi-structured interviews consisted of 6 participants from the 18 (2 carers and 1 nurse from each setting). For participant observation both homes were observed for 8 days from the three months spent in each. During interviews data were collected on the leaders style, leaders role, staff home life and work life and leaders support. During participant-observation the work environment, climate, leader and staff interaction were observed and key points were recorded. The data were analysed using the Ethnograph v4.0, a program for the analysis of text-based data. For the research purpose a codebook of 99 codes that would identify different aspects of the data in the interviews and participant observation was created. Content and thematic aproach were taken towards analysis using the computer software. The result from this study showed that (1) staff are seen to prefer their leader to be democratic as there is room for negotiation, participation, consideration and understanding; (2) the staff's perception of the leader is an individualistic as well as every aspect of their needs being met due to variables such as age, gender, marital status, experience, dependants, education, position and language; (3) the level of effect of leadership style on the individual is dependent on individual circumstances; (4) the extent to which the staff*s personal and work life balance are not promoted depends in the different combination of leadership style of the leader as leader is not autocratic, democratic or laissez-faire at all times; (5) the more democratic the leaders are, the more understanding and flexible they are in promoting a balance between personal and work life of their followers; (6) staff with different personal circumstances and background view their leaders differently; (7) none of the staff want their leader to be liberal; (8) staff psychosocial needs are not with leadership high in autocratic approach. These findings have implications for nurse training and education, and leadership development. Trained appropriately and applying the results and recommendations from this study, the leaders will assist towards staff retention, increase productivity and increase the quality of care in the elder care home sector, and promote a healthy and cost effective workforce.

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About the Author Born in Mauritius in 1969, I landed in the United Kingdom in summer of 1990 full of energy and determination. I started my nurse training with Buckinghamshire College of Higher Education in September 1990, and pursued my interest in developing leadership in the elder care sector through personal experience, reviewing a wide range of literature and attending various Higher Education Institutions in London. I have experience of working in corporate, private and voluntary residential and nursing homes in United Kingdom and I am currently employed by a nationally and internationally renowed organisation, Agudas Israel Housing Association. I, still function in the front line of care provision as I believe that my knowledge, experience and commitment to this field can only progress through practice.

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Table of Contents

PREFACE

Acknowledgement.

Abstract.

CHAPTER 1. Introduction

Core concepts.
The nature of leadership.
The nature of management.
Distinction between leadership and management.
The nature of work life balance.
Leadership in elder care home sector.
Theoretical framework of the study.
Aim of the study.
Conclusion

CHAPTER 2. Developments and Theories of leadership Introduction.

History of nursing leadership and management.
The development of leadership.
The politics of leadership.
Theories of Leadership.
Constitutional theories.
Charismatic theories.
Circumstantial theories.
Contractual theories.
Constructivist theories.
Styles of leadership.
Authoritarian style of leadership.
Democratic style of leadership.
Laissez-Faire (Permissive, free-rein or liberal) style of leadership.
Conclusion.

CHAPTER 3. Leadership in action.

Introduction.
Leaders and leadership styles.
Leadership style and behaviour.
Leadership in Health Care.
The effect of leadership on work patterns and processes.
The concept of followership.
The characteristics and expectations of followers.
The motives of followers.
The leader-follower relationship.
Conclusion.

CHAPTER 4. Research Design: Methodology and Methods.

Introduction.
Rationale for chosen approach.
Outline of the design.
Ethical and access issues.
Sample.
Pilot study.
Data collection and analysis.
Structured interview.
Semi-structured interview.
Participant-observation.
Strengths, weaknesses and limitations.
Design.
Data collection.
Data analysis.
Fieldwork issues.
Practical issues.
Conclusion.

CHAPTER 5. Leaders and leadership styles in the elder care homes.

Introduction.
Leaders.
Leadership styles.
The context of leadership.
Flexibility of the leader.
Leader's attitude as perceived by staff.
Inconsistencies between leaders.
Conflicts.
Interactions.
Leadership in different settings.
Conclusion.

CHAPTER 6. The followers and the effects of leadership styles.

Introduction.
Variables.
Carer and leader: The nature of the relationship.
The flexibility of the staff.
The relationship between work and personal life.
Promoting personal and work life balance.
Staff preference of leadership style.
Conclusion.

CHAPTER 7. The way forward.

Introduction.
The leader and leadership styles.
Flexibility of leaders and followers.
Inconsistencies, conflicts and interactions.
Understanding followership.
The relationship between work and personal life.
Culture in the workplace.
Work relationships.
Teamwork and cohesion.
Communication.
Occupational stress.
Morale and climate.
Job satisfaction.
Shift pattern.
Turnover of staff and its effects on the organisation and the consumers.
Awareness of the health care workers needs.
Assessing needs of health care workers.
Developing human resources.
The Care Standard Act 2000.
Conclusion.
A framework to promote balance between personal and work life.

CHAPTER 8. Conclusion.

Introduction.
Recognising health are worker needs.
Leader's role.
Qualities of the leader.
Working towards a shared philosophy.
Culture in the elder care home.
Health care market.
Conclusion.

Bibliographic references.

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Catalogue Information

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