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The purpose of this paper is to identify how the factors associated with sense of community at work are connected with job satisfaction among the front-line managers and middle managers in social and health-care services in Finland.

A questionnaire prepared for this study was sent to 241 social and health-care managers (front line and middle managers) in Finland. A total of 136 of managers responded to the survey (response rate was 56 per cent). Data were analyzed by using descriptive statistics, exploratory factor analysis and multiple linear regression analysis.

Alongside job meaningfulness, open communication and good flow of information within the organization, sense of security provided by close relationships at work and managers’ own superiors’ appreciation of their leadership skills all are related to managers’ job satisfaction.

The study adds to our understanding of factors which are connected to the job satisfaction among social and health-care managers’. The findings of this study can be used in the development of leadership to support managers in coping at work.

The purpose of this study is to identify factors that foster or prevent sense of belonging among frontline and middle managers in social and health-care services in Finland.

The data have been collected among social and health-care managers (n = 135; 64 per cent nursing managers) through two open-ended questions in a questionnaire concerning sense of community. The results of the open-ended questions have been analyzed using qualitative content analysis.

Among managers, six categories of factors that foster sense of belonging (open interaction, effective conversation culture, support and encouragement, common values, a shared vision of the work and its objectives and structure of leadership) and five categories of factors that prevent sense of belonging (negative work atmosphere, lack of common time, structural solutions in the organization, problems that occur in the organizational level and problems related to leadership and management) have been identified.

The resulting information can be used to develop sense of belonging among managers at all levels of organization (horizontal and vertical).

Paying attention to the quantity and quality of interaction and to structural solutions in the organization can affect the sense of belonging among frontline managers and middle managers.