EconPapers    
Economics at your fingertips  
 

Do leadership behaviours, work environments and the health of managers in Sweden and outside Sweden differ?—a study of a large international mining company

Stig Vinberg (), Joel Lööw (), Mats Jakobsson (), Malin Mattson Molnar () and Johan Larsson ()
Additional contact information
Stig Vinberg: Mid Sweden University
Joel Lööw: Luleå University of Technology
Mats Jakobsson: Luleå University of Technology
Malin Mattson Molnar: Karolinska Institutet
Johan Larsson: Luleå University of Technology

Mineral Economics, 2023, vol. 36, issue 4, No 7, 655-666

Abstract: Abstract The mining industry faces specific challenges related to the working conditions and safety of employees. Studies indicate that the leadership behaviours, working conditions and health of managers are of importance for the working conditions and health of subordinates. Therefore, the aim here is to study these factors in a large international mining company with its head office in Sweden. The specific focus is on identifying similarities and differences that may exist between managers in Sweden and managers outside Sweden. An online survey with validated questions has been distributed to all managers in the company. The main findings are that both managers in and outside of Sweden report relatively high values regarding relation-, structure- and change-oriented leadership behaviours. In addition, managers also rated HEL (healthy and effective leadership) behaviours with relatively high values. The managers in Sweden rate relation orientation with the highest value and the managers outside Sweden rate structure orientation with the highest value. These differences have been confirmed by a regression analysis that identified significant associations between the group of managers based outside Sweden and higher structure orientated leadership behaviours. Both manager groups rate relatively high values regarding job satisfaction and self-rated health. However, they rate relatively high work demand values. The main conclusions are that there are different patterns in leadership behaviours between these two manager groups that can be related to cross-culture factors. Further investigation of the reasons for these differences is important in this industrial sector.

Keywords: Mining; Leadership behaviours; Working conditions; Health; Culture (search for similar items in EconPapers)
Date: 2023
References: View references in EconPapers View complete reference list from CitEc
Citations:

Downloads: (external link)
http://link.springer.com/10.1007/s13563-023-00375-1 Abstract (text/html)
Access to the full text of the articles in this series is restricted.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:minecn:v:36:y:2023:i:4:d:10.1007_s13563-023-00375-1

Ordering information: This journal article can be ordered from
http://www.springer.com/economics/journal/13563

DOI: 10.1007/s13563-023-00375-1

Access Statistics for this article

Mineral Economics is currently edited by Magnus Ericsson and Patrik Söderholm

More articles in Mineral Economics from Springer, Raw Materials Group (RMG), Luleå University of Technology
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().

 
Page updated 2025-04-20
Handle: RePEc:spr:minecn:v:36:y:2023:i:4:d:10.1007_s13563-023-00375-1