Ole Kristian Sandnes Håvold

• Håvold, Ole Kristian Sandnes; Håvold, Jon Ivar & Glavee-Geo, Richard (2021). Trust in leaders, work satisfaction and work engagement in public hospitals. International Journal of Public Leadership. ISSN 2056-4929. 17(2), s. 145–159. doi: 10.1108/IJPL-07-2020-0061.
• Håvold, Ole Kristian Sandnes (2019). All roads lead to rome: Discretionary reasoning on medically objective injuries at the Norwegian labour and welfare offices. Professions and Professionalism. ISSN 1893-1049. 9(1), s. 1–16. doi: 10.7577/p2283.
• Harsløf, Ivan; Slomic, Mirela & Håvold, Ole Kristian Sandnes (2019). Establishing Individual Care Plans for Rehabilitation Patients: Traces of Self-Targeting in the Norwegian Universal Welfare State. Nordic Journal of Social Research. ISSN 1892-2783. 10(1), s. 24–47. doi: 10.7577/njsr.2686.
• Håvold, Jon Ivar & Håvold, Ole Kristian Sandnes (2019). Power, trust and motivation in hospitals. Leadership in Health Services. ISSN 1751-1879. 32(2), s. 195–211. doi: 10.1108/LHS-03-2018-0023. Fulltekst i vitenarkiv Vis sammendrag

  Purpose The purpose of this paper is to improve understanding of how different kinds of power influence trust and motivation in hospitals. Design/methodology/approach To analyze the links between power, trust and motivation, a framework of social power is tested on measures of trust in managers and motivation. Quantitative data from 137 respondents were collected. Partial least square is used to evaluate the theoretical model. Findings Legitimate, referent and reward power has a positive influence on trust, while coercive power has a negative influence on trust. In total, 41.8 per cent of the variation in trust in managers was explained by power. Trust, reward power and expert power explained 30.9 per cent of the variation in motivation. Practical implications The research indicates that in knowledge organizations such as hospitals, leaders should be careful in using coercive power. Expert power seems to influence motivation but not trust, while legitimate power seems to influence trust directly and motivation only through trust. Referent power seems to have a weak influence on trust and no direct influence on motivation. Reward power has a very strong influence both on trust and motivation. Originality/value It is important for leaders to consider how power can influence trust, motivation and the performance of a health organization. Although this study was conducted in Norway and Finland, the findings may have relevance on a broader scale.

• Håvold, Ole Kristian Sandnes; Harsløf, Ivan & Andreassen, Tone Alm (2018). Externalizing an ‘Asset Model’ of Activation: Creative Institutional Work by Frontline Workers in the Norwegian Labour and Welfare Service . Social Policy & Administration. ISSN 0144-5596. 52(1), s. 178–196. doi: 10.1111/spol.12305.
• Håvold, Ole Kristian Sandnes (2017). Opportunity Talk, Work Talk and Identity Talk: Motivating Strategies Used by the Norwegian Labour and Welfare Offices. Nordic Social Work Research. ISSN 2156-857X. s. 1–13. doi: 10.1080/2156857X.2017.1405836.

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• Fineide, Mona Jerndahl; Håvold, Ole Kristian Sandnes & Wenstøb, Bengt Morten Maximilian (2023). Does One Size Fit All? - People’s expectations of Future Health and Welfare Services .
• Håvold, Ole Kristian Sandnes; Fineide, Mona Jerndahl & Wenstøb, Bengt Morten Maximilian (2023). Will the welfare state survive the future? How people legitimize the welfare state.
• Håvold, Ole Kristian Sandnes (2016). Restoring Hope: Strategies Employed by Frontline Workers at the Norwegian Local Work and Welfare Offices in order to instil an ‘asset-model’ in the Clients.
• Håvold, Ole Kristian Sandnes (2018). Frontline Workers at the Intersection of Welfare, Labour and Health:Re-Integrating users with Severe Health Problems in the Labour Market. OsloMet - storbyuniversitetet. ISSN 978-82-8364-1271.

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