With the latest structural reform and the Emergency Plan, the Danish hospitals are obligated to restructure and change in several ways. At Sygehus Sønderjylland one of the changes include the collaboration between doctors and nurses in their management of the hospital wards. Higher degree of shared leadership between the two is now necessitated, and as a response to this, the present master thesis focuses on the implementation of this new management structure. The thesis is based on an empirical, qualitative study, which from an inductive perspective aim to build new knowledge with special attention to the relation between the nurses and the doctors in their management of the ward. The purpose of the study is to inspire Sygehus Sønderjylland in optimizing their further implementation of the shared leadership structure. Based on Weicks (1995) sensemaking theory, and Harré and Langenhoves (1999) positioning theory, the overall proposition of the analysis is that the ward managers’ implementation of the new management structure is influenced by their different convictions regarding their profession and management. These convictions have an impact on how the managers create meaning of the new structure, and these different constructions of meaning influence the relation in which the managers engage with their partner. Ultimately, this creates ward managements that are characterized by either a low or a high degree of solidarity between the two. Based on this, the study discusses what the different needs of the ward managers are in regard to optimal ward management. Some nurses and doctors wish to continue the existing split leadership style, whereas others desire to continue the high degree of solidarity they have established already. Finally it is discussed how the ward managers and the top management can ensure an implementation of what they see as successful shared leadership. Some ward managers shall focus on i.e. decoupling their management from the shared leadership style, for them to continue managing the way they find it successful. Others should focus on reinforcing their high degree of solidarity by strengthening the trust between them. Regarding those ward managers who wish to continue the split leadership style the top management must make the managers see the advantages of the shared leadership. In the case of those managers who already have a high degree of solidarity, the top management should create a dialogue that emphasizes the advantages of this new structure, and furthermore ensure the conditions needed for them to perform this kind of shared leadership.
|Educations||MSc in Psychology, (Graduate Programme) Final Thesis|
|Number of pages||125|