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Browsing by Subject "palveleva johtaminen"

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  • Palvelevan johtamisen yhteys opettajien kokemaan työn imuun ja työuupumukseen 
    Manninen, Ursula (2020)
    Aims. This study investigated to what extent servant leadership is associated with teachers’ work engagement and burnout and whether the form of teacher’s employment relationship influenced this association. The job demands-resources (JD-R) model and conservation of resources theory were used as a theoretical framework of the study. Previously it has been found that servant leadership is positively associated with work engagement and negatively associated with burnout. There are incoherent results on the effects of the form of employment relationship on work engagement and burnout, but recent study suggests that those on a permanent contract experience more work engagement compared to those on a fixed-term contract. It is hypothesized that servant leadership is positively associated with work engagement and negatively associated with burnout. It is also hypothesized that servant leadership and permanent contract are positively associated with work engagement and for those on fixed-term contracts, servant leadership is negatively associated with burnout. Methods. The material of this study is from a study in which teachers from Mind the Gap -research schools participated in 2015. The participants filled in an online questionnaire concerning servant leadership, work engagement and burnout. The data was analysed using linear regression analysis. Results and conclusions. The results showed that servant leadership was positively associated with work engagement and negatively associated with burnout. Considering the form of the employment relationship, it was noticed that for both those with a fixed-term and permanent employment relationship, servant leadership was positively associated with work engagement and negatively associated with burnout. As a conclusion, leadership style is associated with employees’ wellbeing at work. Workplaces could pay attention to leadership styles and develop policies that support wellbeing at work. There should be more specific studies about the association between employment relationship and wellbeing at work.
  • Työhyvinvointi työn imun ja johtamiskäytäntöjen näkökulmasta : tapaustutkimus helsinkiläisestä varhaiskasvatusalueesta 
    Nieminen, Tuulia (2018)
    The aim of this study was to find out about the heads of daycare units (n = 11) well-being at work in Helsinki early childhood education area from the viewpoints of work engagement and leadership practices of the local district manager (n = 1). The survey asks: 1) In what ways work engagement is a part of the heads of daycare units well-being at work? and 2) What kind of leadership practices are recognized in leadership of the local district manager? The starting points for making the thesis were the work engagement model (Schaufeli & Bakker, 2004) and model for servant leadership (Van Dierendonck, 2011). Experiences of vigor, dedication and absorption are characteristic for work engagement. It is possibile to experience work engagement when the leader acts like a servant leader (Hakanen, 2011). The data was collected in the spring of 2016. All the participants were themeinterviewed and the heads of daycare units answered to the work engagement scale, UWES Utrecht work engagement scale. In addition the investigator observed one areameeting. The qualitative research data analysis were applied theory based content analysis approach (work engagement) and theory guided content analysis approach (leadership practices). Quantitative data was analysed statistically with basic statistics. According to the results the heads of daycare units experience dedication the most. The most typical experiences were feelings that their job is significant. They experienced vigor about once or twice a week and the right amount of challenge in work supported it. Work experience was a positive resource in challenging situations. For absorption it was challenging that work seemed to be interrupted often and that priority of the duties had to be organized often once more. The leadership of the local district manager included providing direction, empowering and developing people and interpersonal acceptance, as in the model of Van Dierendonck (2011). Empowering and developing people seemed to make providing direction possible. In the early childhood education area, there were mutual trust between heads of daycare units and the local district manager. The local district manager allowed a lot of freedom to work to the heads of daycare units and she was there for them when in need.

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