Based on research and practical experience we can say that it is proven that good leadership correlates with most beneficial factors in working life like good work well-being, low employee turnover, low sick leave, less early retirements, high productivity, and good profitability.

KivaQ has for two decades used our short KivaQ W questionnaire with only 7 standard questions (scale 1-10).

1: Have you enjoyed coming to work in the last weeks?

2: How meaningful do you regard your job?

3: How well do you feel in control of your work?

4: How well do you get on with your fellow-workers?

5: How well does your immediate superior perform as superior?

6: How certain are you that you will keep your job with this employer?

7: How much can you influence factors concerning your job?

We looked at all questionnaires in our reference material during 2013-first half of 2022. We currently have 26414 answers in this reference material.

When cross tabulating question 5 with question 4 we get a correlation.

Employees deeming their superior a good leader get on much better with their fellow-workers than those deeming their superior a bad leader.

Therefore, KivaQ has actively for two decades assisted organizations to increase their work wellbeing through joint participation. We think that also leadership should be developed together in each team with all members and the immediate superior attending. Having leadership education for only the leaders is not enough for implementing good leadership because the behavior of every individual in the team strongly affects the leadership.

KivaQ recommends: Enable joint development of leadership in every team throughout the organization not forgetting the management team.

In Finland there seems to be an important consensus around the individual worker´s ability to influence his/her own work. Most employees regard their job more meaningful if they can influence factors concerning their work. Job meaningfulness has positive effects on the employees´ work wellbeing, it prevents burnout and adds to the favourable pull factors to stay with their employer.

KivaQ has for two decades used our short KivaQ W questionnaire with only 7 standard questions.

1: Have you enjoyed coming to work in the last weeks?
2: How meaningful do you regard your job?
3: How well do you feel in control of your work?
4: How well do you get on with your fellow-workers?
5: How well does your immediate superior perform as superior?
6: How certain are you that you will keep your job with this employer?
7: How much can you influence factors concerning your job?

We looked at all questionnaires in our reference material during 2013-first half of 2022. We currently have 26414 answers in our reference material

The degree of meaningfulness increases linearly throughout the scale 1-10 when the possibility to influence factors concerning your job increases.
Therefore, KivaQ has actively for two decades assisted organizations to increase their work wellbeing and meaningfulness through joint participation. Implementing the creative and innovative KivaQ workshop results in concrete, custom-made, practical actions for improving wellbeing at work and a strong feeling of possibility to influence your job and work environment.
The top management´s task is to allocate resources to make it possible for employees and their immediate superior to work together to develop their own jobs.

KivaQ recommends: Even in bigger organization it is important to delegate the improvement of work wellbeing in the daily working life to the team level and to implement scientifically proved methods.

In Finland as in most other countries we have due to extensive research a consensus that good leadership is crucial in all organizations. Good leadership correlates with all positive benefits like productivity, profitability, lower sick leave, longer working life, work wellbeing, motivation etc. This list would be endless if everything is listed. Has anybody seen any negative features resulting from good leadership? Probably not. Would it be clever to direct more or maybe all resources on implementing methods that have both scientifically and in practice been proven to improve leadership and less on new research?

KivaQ has over two decades used our short KivaQ W questionnaire with only 7 standard questions.

1: Have you enjoyed coming to work in the last weeks?

2: How meaningful do you regard your job?

3: How well do you feel in control of your work?

4: How well do you get on with your fellow-workers?

5: How well does your immediate superior perform as superior?

6: How certain are you that you will keep your job with this employer?

7: How much can you influence factors concerning your job?

We looked at all questionnaires in our reference material during 2013-2022 with at this moment 26402 answers.

The perception of leadership correlates linearly with work wellbeing. Interesting is that the work wellbeing did not stop improving when you had reached a very good level (9 of 10). The linearity continued to the top of the scale 10.

KivaQ recommends: Engage the whole team in developing leadership together with the immediate superior to reach a possibly high average in question 5 (How well does your immediate superior perform as superior?).

Uusi tutkimus todisti: Ahvenanmaan hyvinvointialueen (ÅHS) KivaQ-menetelmällä toteutetulla hankkeella oli positiivinen työhyvinvoinnin pitkäaikaisvaikutus (4 vuotta).

Tausta
Työhyvinvointihankkeita tehdään työpaikoilla paljon, mutta pitkäaikaisvaikutuksista tiedetään hyvin vähän.
Ahvenanmaalla on toiminut hyvinvointialue ÅHS jo vuodesta 1994. Alue on pieni ja henkilöstön määrä on n. 1000 henkilöä Välkommen till ÅHS | Ålands hälso- och sjukvård. KivaQ Oy Ab on työhyvinvoinnin kehittämiseen erikoistunut yritys, joka on perustettu vuonna 2002 KivaQ | Työhyvinvointi | Työhyvinvoinnin kehitys ja asiantuntijayritys.
KivaQ menetelmällä (kysely ja workshop) on saavutettu hyviä tuloksia mm Raaseporin kaupungin FEELIT-hankkeessa 2011-2013. Hankkeen jälkeen vuonna 2015 kaupungin koko henkilöstö vastasi KivaQ W kyselyyn. Workshopeihin osallistuneiden työhyvinvoinnin kehitys oli selkeästi parempi verrattuna ei osallistuneiden kehitykseen (Kuva 1).

Kuva 1. Raaseporin kaupungin henkilöstön työhyvinvoinnin kehitys FEELIT-hankkeen jälkeen.

Hanke
ÅHS käynnisti vuonna 2017 työhyvinvoinnin kehittämishankkeen KivaQ-menetelmällä. ÅHS:n 8 yksikköä osallistui workshoptoimintaan ja muut 39 yksikköä muodosti vertailuryhmän. Koko henkilöstö vastasi KivaQ W työhyvinvointikyselyyn ennen hankkeen alkua 2017 sekä kahden vuoden jälkeen 2019 ja neljän vuoden jälkeen 2021.

Tulos
Interventioyksiköiden työhyvinvointi KivaQ W indeksillä mitattuna oli hankkeen alussa 6,87 (asteikko 1-10) eli merkitsevästi alempi kuin kontrolliyksiköiden 7,75. Kahden vuoden päästä interventioyksiköiden työhyvinvointi oli parantunut alkutilanteesta merkitsevästi 7,52, ja ne pitivät tuloksensa neljänkin vuoden kohdalla 7,44. Kontrolliryhmillä tilastollisesti merkitsevää muutosta ei ollut. Kuva 2.

Kuva 2. KivaQ W indeksin kehitys

 

Kuvassa 3 on mukana ainoastaan lähtötaso verrattuna pitkäaikaistulokseen nejän vuoden jälkeen.

Kuva 3. Interventioyksiköiden (8kpl) ja kontrolliyksiköiden (39 kpl) vertailu. Kuvassa verrataan lähtötasoa pitkäaikaistulokseen neljän vuoden jälkeen.

Koko raportti ladattavissa tästä Microsoft Word – TSR hankeraportti – KivaQ-menetelmä Työhyvinvointihankkeen pitkäaikaisvaikutukset kunnallisessa terveydenhuoltoyksikössä 30.03.2022.docx

Johtopäätös
Tämä hanke osoittaa, että positiivisiä työhyvinvoinnin kehittämisen pitkäaikaisvaikutuksia voidaan saavuttaa menetelmällä, joka strukturoidusti osallistaa henkilöstön sekä suunnitteluun, toteutukseen että seurantaan, kehittää työtä konkreettisesti työpaikan tarpeiden mukaan ja johon ylin johto on näkyvästi sitoutunut.
Mikäli haluatte toteuttaa samankaltaista hanketta yhteistyössä KivaQn kanssa niin ottaakaa yhteyttä info@kivaq.fi