Impact of practice leadership management style on staff experience in services for people with intellectual disability and challenging behaviour: a further examination and partial replication

Background and Aims

Practice leadership (PL) style of frontline management has been shown to be associated

with better experiences for staff working with people who may exhibit challenging

behaviours (Anonymous, 2014). This study aimed to examine additional staff experience

factors with a different, larger sample and to partially replicate the findings of (Anonymous,

2014).

Methods

This study was a survey of staff self-reported data collected as part of a larger study.

Information was collected on PL and staff experiences of: stress, turnover, job satisfaction

and positive work experiences.

Results and Conclusions

The results broadly supported Deveau & McGill (2014) and demonstrated an association

between PL and greater job satisfaction and positive experiences for staff. Results on staff

turnover were inconsistent. The positive impact of PL on staff experience was further

supported by this study. Suggestions are made for further research.

Implications

These findings suggest further research is needed to examine the potential of interventions

in frontline management/leadership practice to improve staff experience of working in

challenging environments.

What this paper adds. Firstly, to the somewhat limited research literature on

management/leadership in intellectual and developmental disabilities. Secondly,

contributes additional evidence that a PL style of frontline management has beneficial

effects upon frontline staff’s experience of working in challenging environments i.e.

suggests a new intervention in an important area of policy and practice. Thirdly, suggests

that the IDD sector needs to place more emphasis upon frontline management

development and practice.