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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

Deveau, R., McGill, P. (2016) 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. Research in Developmental Disabilities, 56 . pp. 160-164. ISSN 0891-4222. (doi:10.1016/j.ridd.2016.05.020)

Abstract

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.

Item Type: Article
DOI/Identification number: 10.1016/j.ridd.2016.05.020
Uncontrolled keywords: leadership, management, staff stress, challenging behaviour, intellectual disabilities
Subjects: H Social Sciences
Divisions: Faculties > Social Sciences > School of Social Policy Sociology and Social Research > Tizard
Depositing User: Jo Ruffels
Date Deposited: 01 Dec 2016 12:01 UTC
Last Modified: 29 May 2019 18:23 UTC
Resource URI: https://kar.kent.ac.uk/id/eprint/59329 (The current URI for this page, for reference purposes)
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