Table 3 Practical behavioural- and structural-related implications for supervisors of social firms

(1) To offer trainings fostering the supervisors’ personal resources and stress management techniques

(2) To strengthen health-promoting approaches for work organisation and planning processes when balancing social and economic demands

(3) To improve the collaboration with the management, other supervisors, employees and customers, conflict management techniques could be reinforced

(1) To strengthen communication structures in teams, e.g. though regular meetings

(2) To maintain social support for supervisors by colleagues, the management and pedagogical staff

(3) To improve work organisation and environment, including e.g. the supervisors’ work autonomy, participation or substitution arrangements