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En explorativ undersökning av individuella och organisatoriska faktorer för det konstruktiva och destruktiva ledarskapet ur chefens perspektiv
Umeå University, Faculty of Social Sciences, Department of Psychology.
Umeå University, Faculty of Social Sciences, Department of Psychology.
2020 (Swedish)Independent thesis Advanced level (degree of Master (One Year)), 10 credits / 15 HE creditsStudent thesis
Abstract [en]

Leadership style can have major consequences for the employees’ work environment and well-being. There are several theories that focus on the positive aspects of leadership styles, such as transformative, coaching, and situational leadership, which constitute the theoretical frameworks for the present study. It has also been recognized that destructive leadership behaviors can have a negative impact on the employees and the organization. The purpose of the present study was to investigate what, according to managers, characterizes constructive leadership and destructive leadership, and whether these characteristics originate in individual or organizational factors. Four managers working in private companies in Stockholm with varying backgrounds and industries were found through snowball selection and were interviewed. Data were analyzed using thematic analysis. The result showed that managers characterize constructive leadership as motivation, communication, self-efficacy, coaching approach, situational adjustment, development opportunities, recruitment, and participation. Destructive leadership was characterized as inefficiency, lack of experience, authority-related issues, micro-management lack of time, and organizational culture. These characteristics were further categorized as follows. The individual factors that were identified for constructive leadership were motivation, communication, self-efficacy, coaching approach, situational adjustment and for destructive leadership are inefficiency, lack of experience, authority-related issues and micro-leadership. The organizational factors that were identified for constructive leadership were development opportunities, recruitment, participation, and for destructive leadership the factors were lack of time and organizational culture. The analysis illustrates leadership as a complex process where knowledge about leadership styles gives great possibility to practicing constructive leadership. At the same time, it must be noted that organizational factors have a major impact on the leaders' ability to apply constructive leadership and, in the worst-case scenario, can result in behaviors leading to destructive leadership. The study is very limited in terms of representativeness since the population was very small and the purpose was explorative.

Abstract [sv]

Ledarskapets utformning kan innebära stora konsekvenser för de anställdas arbetsmiljö och välmående. Det finns flera teorier om ledarskapsstilar som fokuserar på de positiva aspekterna av ledarskap, såsom transformativt, coachande och situationsanpassat ledarskapsstil, vilka utgör teoretisk ram för denna uppsats. Det har även uppmärksammats att destruktiva ledarbeteenden kan ha en negativ inverkan på de anställda och organisationen. Syftet med denna studie var att undersöka vad chefer anser orsakar ett konstruktivt respektive destruktivt ledarskap samt vilka av dessa orsaker anser chefer härstammar i individuella respektive organisatoriska faktorer. Första frågeställningen var; vad anser chefer kännetecknar ett konstruktivt respektive destruktivt ledarskap? Den andra frågeställningen var; vilka av dessa kännetecken anser chefer härstammar i individuella respektive organisatoriska faktorer? Fyra stycken chefer inom privata företag i Stockholm med varierande bakgrund och bransch hittades genom snöbollsurval och intervjuades. Data analyserades med tematisk analys. Resultatet visade att chefer anser att konstruktivt ledarskap kännetecknas av motivation, kommunikation, självbestämmelse, coachande förhållningssätt, situationsanpassning, utvecklingsmöjligheter, rekrytering, delaktighet och destruktivt ledarskap kännetecknas av ineffektivitet, erfarenhetsbrist, auktoritetsproblematik, mikroledarskap tidsbrist och bristande organisationskultur. Dessa faktorer delas upp i individuella och organisatoriska faktorer enligt följande. Individuella faktorer som identifierades för konstruktivt ledarskap var motivation, kommunikation, självbestämmelse, coachande förhållningssätt och situationsanpassning. För destruktivt ledarskap identifierades ineffektivitet, erfarenhetsbrist, auktoritetsproblematik och mikroledarskap som individuella faktorer. De organisatoriska faktorer som identifierades för konstruktivt ledarskap var utvecklingsmöjligheter, rekrytering, delaktighet och för destruktivt ledarskap identifierades faktorerna tidsbrist och organisationskultur. Analysen åskådliggör ledarskapet som en komplex process där kunskap kring ledarskapsstilar ger stor fördel för tillämpning av ett konstruktivt ledarskap. Samtidigt måste det uppmärksammas att organisatoriska faktorer har storpåverkan på ledarnas möjlighet till tillämpning av ett konstruktivt ledarskap och kan i värsta fall resultera i beteenden som leder till destruktivt ledarskap. Studien är kraftigt begränsat i termer av representativitet då urvalet var mycket litet och syftet var explorativt.

Place, publisher, year, edition, pages
2020. , p. 39
Keywords [en]
leadership, manager, leadership strategies, leadership style, destructive leadership, individual factors, organizational factors, coaching leadership, situational leadership, transformative leadership
Keywords [sv]
ledarskap, chef, ledarskapsstrategier, ledarskapsstil, destruktivt ledarskap
National Category
Psychology
Identifiers
URN: urn:nbn:se:umu:diva-167044OAI: oai:DiVA.org:umu-167044DiVA, id: diva2:1383877
Subject / course
Examensarbete i psykologi
Educational program
Master's Programme in Occupational Health
Supervisors
Examiners
Available from: 2020-01-10 Created: 2020-01-08 Last updated: 2020-01-10Bibliographically approved

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