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[Leadership and professionalism].

E O Eriksen1, M L Larsen

  • 1Institutt for samfunnsvitenskap, Universitetet i Tromsø.

Tidsskrift for Den Norske Laegeforening : Tidsskrift for Praktisk Medicin, Ny Raekke
|May 30, 1992
PubMed
Summary

A 1990 hospital reform in Tromsø introduced decentralized, team-based leadership. While some teams struggled, the innovative workshop model and overall employee support indicate a positive shift in organizational practices.

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Area of Science:

  • Healthcare Management
  • Organizational Behavior
  • Hospital Administration

Background:

  • A new decentralized, team-based leadership structure was implemented in 1990 at the regional and university hospital of Tromsø.
  • This reform replaced a traditional dual leadership model (doctor and nurse) with shared responsibility for departments.

Purpose of the Study:

  • To analyze organizational practices following the 1990 leadership reform.
  • To evaluate the effectiveness of the new decentralized structure compared to traditional models.

Main Methods:

  • Development of three organizational models: hierarchical, professional, and workshop.
  • Analysis of five hospital teams based on these models.
  • Assessment of leadership styles and employee satisfaction within teams.

Main Results:

  • One team adopted a hierarchical model with autocratic leadership and employee dissatisfaction.
  • Three teams largely retained pre-reform conditions, resembling the professional model.
  • One team evolved into a workshop model with joint decision-making and innovative functioning.

Conclusions:

  • The new organizational structure yielded divergent outcomes across teams.
  • Despite challenges with some leaders, the majority of hospital employees supported the reform.
  • The workshop model demonstrated innovative potential within the decentralized framework.

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