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Abstract

Introduction:

In the Danish public healthcare sector, leading occupational therapists (LOTs) and physiotherapists (LPTs) hold key managerial roles. However, fewer LOTs engage in management development activities compared to LPTs, despite both needing similar tools for effective management. This study explores (1) the leadership styles of LOTs and LPTs, (2) their expectations from management practices, and (3) any discrepancies in their leadership roles.

Method:

A phenomenological-hermeneutic design was used, with in-depth interviews conducted with eight LOTs and eight LPTs. A comparative analysis identified differences in their leadership practices. The interview guide was based on Danish management studies and theories of motivation and leadership identity. The data were analyzed using qualitative content analysis.

Results:

Both LOTs and LPTs, with 10 years of managerial experience, are motivated by personnel management and value a modern leadership style. LOTs appear to have a stronger professional identity as occupational therapists. Minor differences were observed, with LOTs being more reserved in decision-making and seeking internal support, while LPTs were more direct and sought external guidance.

Conclusion:

The study found slight discrepancies between LOTs and LPTs regarding management identity, decision-making, and support needs. LPTs may benefit from strategic management support, while LOTs could strengthen their managerial identity.

Keywords

Managements ambitions management identity management’s roles management’s values motivational factors for management leading therapist

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When occupational therapists and physiotherapists are leading—same or different? A qualitative study of management practice

Abstract

Introduction:

Method:

Results:

Conclusion:

Keywords

Get full access to this article

References

Supplementary Material