Leiderschap op de werkvloer: Onderzoek naar de praktijk van leiderschap bij zelforganisatie in de zorg

This research explores leadership in healthcare organizations that work with self-organizing teams. It was conducted within an organization that supports people with mental and/or physical disabilities. The organization aimed to improve its care approach by focusing on meaningful lives for clients and giving employees more autonomy. This required a different kind of leadership.

Leadership is viewed here as a form of communication, involving both formal and informal leaders. These interactions are shaped by habits, rules, and power dynamics. Goossens developed a model to better understand leadership in in the interaction between everyday care practices (the lifeworld) and organizational systems (rules and structures).

The study that spans twelve years identifies three key factors that help leaders support the everyday work of care teams:
1. Shared responsibility – employees and the organization work together toward common goals.
2. Continuity – guiding principles offer direction and trust without strict control.
3. Awareness of the broader context – leaders and teams look beyond the organization and seek collaboration.

When these factors are present, there is more room for dialogue, professional autonomy, and meaningful care relationships. However, power imbalances and limited control over resources can hinder progress.

The dissertation offers practical suggestions, such as reducing power gaps, working with shared values and guiding principles, and using participatory action research as a tool for change. These approaches can increase ownership and engagement among staff.

Finally, the research introduces a new model that can serve as a foundation for further studies on leadership and organizational development.