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Silence Among First-Line Managers in Eldercare and Their Continuous Improvement Work During Covid-19
Lotta Dellve1, Mimmi Kheddache Jendeby1
1University of Gothenburg, Göteborg, Sweden.
Summary
Managerial silence, particularly quiescent and acquiescent forms, hinders continuous improvement in eldercare. Supportive leadership and trust are crucial to reduce silence and enhance operational effectiveness.
Area of Science:
- Healthcare Management
- Organizational Psychology
- Public Administration
Background:
- The eldercare sector faced significant challenges during COVID-19, impacting daily operations and continuous improvement.
- First-line managers in public, hierarchical eldercare organizations play a vital role in facilitating learning but may encounter obstacles.
- Managerial silence, a prevalent issue, can impede effective operations and development within these settings.
Purpose of the Study:
- To investigate the prevalence and nature of silence among first-line managers in Swedish public eldercare.
- To identify the organizational conditions and supportive factors influencing this silence.
- To understand the implications of managerial silence for daily operations and continuous improvement initiatives.
Main Methods:
- A mixed-method study involving a questionnaire distributed to 189 first-line managers across 33 Swedish municipal eldercare organizations.
- Analysis included qualitative coding of organizational conditions, descriptive statistics, and stepwise regressions.
- Utilized instruments such as the Communication of Critical Issues at Work and Managerial Work.
Main Results:
- Quiescent (fear-based) and acquiescent (demotivation-based) silence were the most common forms observed.
- Strict hierarchical governance, lack of support, and feeling undervalued were key organizational factors contributing to silence.
- Managerial silence negatively impacted managerial work, particularly hindering continuous improvement efforts.
Conclusions:
- Managerial silence is detrimental to continuous improvement in eldercare, especially in organizations valuing organizational professionalism over individual input.
- Supportive leadership from superiors and management teams, fostering trust and occupational professionalism, can significantly decrease managerial silence.
- Improving supportive conditions is essential to mitigate silence and enhance continuous improvement in eldercare operations.
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