The Line Manager's Role in Implementing Successful Organizational Interventions

Area of Science:

• Occupational Health
• Organizational Psychology
• Management Science

Background:

• Line managers significantly influence organizational intervention outcomes.
• Existing literature lacks comprehensive understanding of the line manager's role throughout the entire intervention process.
• The influence of different contextual levels on line managers requires further exploration.

Purpose of the Study:

• To discuss the line manager's role in planning, implementing, and evaluating organizational interventions.
• To analyze how contextual factors (Individual, Group, Leadership, Organizational levels) impact line managers.
• To provide recommendations for supporting line managers in intervention processes.

Main Methods:

• Analysis of line manager roles within a five-phase organizational intervention cycle (preparation, screening, action planning, implementation, evaluation).
• Application of the IGLO-model (Individual, Group, Leadership, Organizational) to understand contextual influences.
• Drawing on practical experiences from the ARK-program.

Main Results:

• Line managers play a pivotal role across all five phases of organizational interventions.
• Contextual factors at individual, group, leadership, and organizational levels significantly shape line manager involvement and effectiveness.
• Specific needs and contributions of line managers vary across intervention phases.

Conclusions:

• Effective organizational interventions require active and supported line manager engagement.
• Tailored support and resources are necessary for line managers to successfully navigate intervention phases.
• The IGLO-model provides a valuable framework for understanding and addressing contextual influences on line managers.