Managers’ Action-Guiding Mental Models towards Mental Health-Related Organizational Interventions—A Systematic Review of Qualitative Studies

Melanie Genrich (), Peter Angerer, Britta Worringer, Harald Gündel, Friedrich Kröner and Andreas Müller
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Melanie Genrich: Institute of Psychology, Work & Organizational Psychology, University of Duisburg-Essen, 45141 Essen, Germany
Peter Angerer: Institute for Occupational, Social & Environmental Medicine, Centre for Health and Society, Medical Faculty, Düsseldorf University, 40225 Düsseldorf, Germany
Britta Worringer: Institute for Occupational, Social & Environmental Medicine, Centre for Health and Society, Medical Faculty, Düsseldorf University, 40225 Düsseldorf, Germany
Harald Gündel: Department of Psychosomatic Medicine and Psychotherapy, Ulm University Medical Center, 89081 Ulm, Germany
Friedrich Kröner: Institute of Psychology, Work & Organizational Psychology, University of Duisburg-Essen, 45141 Essen, Germany
Andreas Müller: Institute of Psychology, Work & Organizational Psychology, University of Duisburg-Essen, 45141 Essen, Germany

IJERPH, 2022, vol. 19, issue 19, 1-33

Abstract: Research indicates that managers’ active support is essential for the successful implementation of mental health-related organizational interventions. However, there is currently little insight into what subjective beliefs and perceptions (=mental models) make leaders support such interventions. To our knowledge, this is the first qualitative systematic review of this specific topic, and it considers 17 qualitative studies of managers’ perspective. Based on the theory of planned behavior, this review provides an overview of three action-guiding factors (attitudes, organizational norms and behavioral control) that can serve as starting points for engaging managers in the implementation of mental health-related measures and ensuring their success. Our results provide evidence that supportive organizational norms may particularly help to create a common sense of responsibility among managers and foster their perceived controllability with respect to changing working conditions. Our study thus contributes to a more differentiated understanding of managers’ mental models of health-related organizational interventions.

Keywords: work design; leadership; health promotion; attitude; implementation; social norms; behavioral control (search for similar items in EconPapers)
JEL-codes: I I1 I3 Q Q5 (search for similar items in EconPapers)
Date: 2022
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (1)

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Persistent link: https://EconPapers.repec.org/RePEc:gam:jijerp:v:19:y:2022:i:19:p:12610-:d:932102

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