Leader-Member Exchange (LMX) and Psychosocial Factors at Work Among Healthcare Professionals
|Jan Johansson Hanse1,2*, Ulrika Harlin3, Caroline Jarebrant3,4, Kerstin Ulin5,6 and Jörgen Winkel7,8|
|1Professor, Nordic School of Public Health NHV, Sweden|
|2Professor, Department of Psychology, University of Gothenburg, Sweden|
|3Industrial researcher, Swerea IVF, Mölndal, Sweden|
|4PhD student, Department of Sociology and Work Science, University of Gothenburg, Sweden|
|5Senior lecturer, PhD, Institute of Health and Care Science, Sahlgrenska Academy, University of Gothenburg, Sweden|
|6Senior lecturer/nurse, Sahlgrenska University Hospital, Gothenburg, Sweden|
|7Senior professor, Department of Management Engineering, Technical University of Denmark, Denmark|
|8Senior professor, Department of Sociology and Work Science, University of Gothenburg, Sweden|
|Corresponding Author :||Professor Jan Johansson Hanse
Nordic School of Public Health
Box 12133, SE-40242 Gothenburg, Sweden
Tel: +46 (0)31 69 39 56
E-mail: [email protected]
|Received June 07, 2014; Accepted August 25, 2014; Published August 28, 2014|
|Citation: Hanse JJ, Harlin U, Jarebrant C, Ulin K, Winkel J (2014) Leader-Member Exchange (LMX) and Psychosocial Factors at Work Among Healthcare Professionals. J Nurs Care 3:193. doi:10.4172/2167-1168.1000193|
|Copyright: © 2014 Hanse JJ, et al. This is an open-access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.|
Aim: The study aims to examine the associations between leader–member exchange (LMX) and psychosocial factors at work.
Methods: A questionnaire-based cross-sectional study was undertaken at four units in two not-for-profit hospitals in southwestern Sweden. The study sample included 240 employees.
Results: Significant correlations were found between LMX items and most of the psychosocial domains and dimensions. The strongest correlations were found between the LMX item affect and rewards/recognition, role clarity and predictability, and the LMX item loyalty and rewards/recognition. In sum, high-quality LMX was associated with good psychosocial work conditions experienced by the employees.
Conclusions: The results support possible ways for managers and employees to strengthen their relationships and this may in turn lead to more sustainable systems in health care.