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- Alvinius, Aida, Docent, 1979-, et al.
(författare)
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Organizational challenges and leaders' coping strategies : a qualitative study of Swedish military staff organization
- 2020
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Ingår i: Journal of Military Studies. - : Walter de Gruyter GmbH. - 2242-3524 .- 1799-3350. ; 9:1, s. 24-33
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Tidskriftsartikel (refereegranskat)abstract
- Numerous societal change processes such as globalization, professionalization and social and technical acceleration have challenged military organizations. The aims of this study were to (1) gain a deeper understanding of coping strategies used by the military leaders at the strategic level to manage everyday organizational demands and (2) relate these strategies to multidisciplinary models of organizational challenges. Owing to an insufficiently developed base of research, an inductive approach was used. Interviews were performed with 23 Swedish brigadier generals and colonels. Five coping strategies were found for handling the negative organizational aspects: repair work, catching up, reproducing, using formal and informal strategies and managing loyalties. The theoretical concepts of narcissistic, anorectic and greedy organizations were used as a framework when interpreting the inductively generated coping strategies. It was suggested that the specific connection found between individual-level coping strategies and theoretically framed organizational challenges is new. The results of this study are discussed theoretically and may be valuable in educational settings when evaluating the working conditions and performance of high-level officers.
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Dark Sides of Organizational Behavior and Leadership
- 2019
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Samlingsverk (redaktörskap) (refereegranskat)abstract
- In recent years, scholars have focused more on the "dark sides of leadership." Both the negative and positive aspects of the relationship between leaders and followers are considered. But the relationship between leaders and followers is also influenced by the context in which the relationship occurs. Organizational aspects such as culture and structures are studied in relation to how negative leadership develops. Organizations, just like humans, are able to develop justifications for their actions, to self-aggrandize by claiming their exclusivity. In this book, the dark sides of organizational behaviors and leadership are considered from different aspects and contexts. The book contributes knowledge of how negative leadership develops, what part organizational structures play, and what the consequences are for the leader, the subordinates and the organization.
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- Hedlund, Erik, 1958-, et al.
(författare)
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Ledarskap och ledning i en förändrad organisatorisk kontext
- 2018
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Rapport (övrigt vetenskapligt/konstnärligt)abstract
- Föreliggande bok har ambitionen att sätta samman tre års forskningsresultat (2016-2018) inom ramen för det av Försvarsmakten (FM) finansierade forskningsprojektet Ledarskap och ledning i en förändrad organisatorisk kontext och omsätta kunskaper till ett pedagogiskt och lättillgängligt material som kan användas i såväl Försvarshögskolans ordinarie kurs- och utbildningsprogram, som enskild läsning eller som utgångspunkt för gruppdiskussioner, seminarier och förberedelser inför något av de teman som tas upp i boken. Bokens innehåll speglar forskningsprojektets sammansättning som består av forskare från Ledarskapsavdelningen i Stockholm, Försvarshögskolans Ledarskapscentrum i Karlstad, och Ledningsvetenskap i Stockholm. Att bokens empiri kommer från militär kontext hindrar inte att bokens innehåll även kan vara av stort intresse för civila läsare, särskilt inom ramen för dem med intresse för civil-militär samverkan i såväl nationella som internationella insatser.
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- Ohlsson, Alicia, 1979-, et al.
(författare)
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Shadow structure within higher-level military staff : A qualitative study
- 2017
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Ingår i: Res Militaris. - 2265-6294. ; 7:2, s. 1-20
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Tidskriftsartikel (refereegranskat)abstract
- The study's aim was to elucidate the role played by leadership in the relationship between informal organizational influencers and the formal organization in a military context. A qualitative study was conducted by interviewing eleven high-level military officers and analyzing the data according to the grounded theory method. The analysis resulted in an identification of a core variable : Organization Influencers, which are composed of two sub-core variables (Shadow Factors and Formal Factors) that interact with one another. Therefore challenges arise for the leader to balance varying shadow and formal factors for individuals, groups and the organization. Previously research has defined the shadow organisation as a negative force ; however, our results indicate that this is not always the case. This study contributes by mapping out specific shadow factors in relationship with formal factors of a military organization, along with pointing out that shadow factors can be beneficial forces for organisations if balanced appropriately by the leader.
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- Ohlsson, Alicia, 1979-, et al.
(författare)
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Smooth power : identifying high-level leadership skills promoting organizational adaptability
- 2020
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Ingår i: International Journal of Organization Theory and Behavior. - 1093-4537 .- 1532-4273. ; 23:4, s. 297-313
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Tidskriftsartikel (refereegranskat)abstract
- PurposeThe study aims to gain a deeper understanding of what leadership skills are important for leaders in gaining adaptability in a hierarchical organization along with antecedent factors that influence the potential development of these skill sets.Design/methodology/approachA qualitative study was conducted by interviewing fifteen high-level military officers (Brigadiers and Colonels). Data were analyzed according to the grounded theory method and a theoretical model was generated.FindingsA core variable was identified in the data analysis, the leader's use of organizational smooth power, using structural, emotional and relational smoothness, to gain organizational adaptability. The leader's professional background, experience and the organizational environment characteristics respectively interact as antecedent variables shaping the leader's contextual appraisal in order to implement smooth power. Further research suggestions are pointed out and practical and ethical implications are included.Research limitations/implicationsThe study was completed in a specific context, a higher-level military staff, which makes it context specific. We hypothesize that similar behaviors may be found in other organizations but further research should be conducted to test this. The sample size is relatively small due to the chosen qualitative research method.Practical implicationsPractical considerations should be given to ethical and moral reflection within leadership training for ongoing use in leadership praxis, such as implementation and ongoing reflection of ethical leadership (Treviño et al., 2000; Treviño et al., 2003). Other practical impacts of this research may be for selection and retention efforts of high-level military staff workers. The model may also be useful for education purposes in order to increase awareness and abilities of smooth power concepts in an attempt to increase adaptability in military leadership. It may increase their awareness of skills rendered as necessary for collaborative efforts in multinational staff environments.Originality/valueThe research contribution is the detailed descriptions of the ways high-level leaders use organizational smooth power in order gain organizational adaptability.
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