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1.
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2.
  • Alvinius, Aida, Docent, 1979-, et al. (författare)
  • Leading a Military Organization Effectively in a State of Post-Scarcity
  • 2018
  • Ingår i: From Knowing to Doing : International Perspectives on Leading Effectively. - Kingston, Ontario : Canadian Defence Academy Press. - 978-0-660-27430-0 - 978-0-660-27429-4 ; s. 105-128
  • Bokkapitel (övrigt vetenskapligt)
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3.
  • Alvinius, Aida, Docent, 1979-, et al. (författare)
  • Lone Swede in an international military staff context a qualitative interview study
  • 2018
  • Ingår i: FLEKS - Scandinavian Journal of Intercultural Theory and Practice. - Oslo : Høgskolen i Oslo og Akershus. ; 5:2
  • Tidskriftsartikel (refereegranskat)abstract
    • The purpose of this study was to gain a deeper understanding of the experience of Swedish officers when serving as the only Swedes in a multinational staff context. The methodological approach was qualitative and inductive according to the Grounded Theory method, and the empirical material is based on twenty completed interviews. The informants possessed a wide range of experience in a number of leadership positions as well as extensive participation in international operations.The building of contextual self-esteem is the central theme that emerged inthe data analysis that may improve our understanding of officers serving as the only Swedes on an international staff. Contextual self-esteem and its structure can be understood through the following four processes: interpretation, adaptation, influence, and withdrawal. These occur to a greater or lesser extent depending upon both the individual and the context. Contextual self-esteem increases over time as experience of international operations expands. The longer the duration of a mission, the greater the influence becomes in contrast to adaptation, although all the processes are significant.The findings may be valuable in educational settings regarding challenges faced while serving alone during international military missions in multinational contexts.
4.
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5.
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6.
  • Alvinius, Aida, Docent, 1979-, et al. (författare)
  • Organizational challenges and leaders' coping strategies a qualitative study of Swedish military staff organization
  • 2018
  • Ingår i: Journal of Military Studies. - 2242-3524.
  • 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.
7.
  • Alvinius, Aida, Docent, 1979-, et al. (författare)
  • Staff Advisors in Military Context A Qualitative Interview Study in Swedish Military Staff
  • 2019
  • Ingår i: Res Militaris. - Geneva : The Geneva School of Governance. ; 9:1
  • Tidskriftsartikel (refereegranskat)abstract
    • Military organizations have a long tradition of autonomy in relation to other groups. Most positions in military organizations, at least those at the higher levels, are reserved for military officers. However, given the increasing complexity of modern society, civilian specialists have become more common in high-level military staff contexts. The purpose of this study was, through an inductive approach, to gain a deeper understanding of the role of civilian and military advisors in a high-level military staff context. A grounded theory approach was used. The empirical material is based on 10 interviews with advisors in high-level military staffs, three of which were with women. The qualitative analysis resulted in a theoretical model that describes that the trustworthiness of advisors is established through two types of action-logics: (1) through the advisor’s individual strategies - that is, what the advisors themselves do and (2) through an “allowing” structure, which permits an increased freedom of action for advisors. Advisors' positions and skills are unique in a staff environment, which is important in a decision-making process. These two logics influence one another as well as the credibility of the advisor’s agenda. Research limitations/implications are the following: small sample, lack of representativeness, and lack of illumination of possible gender-related aspects. The suggested model may be valuable in military educational settings.    
8.
  • Bandlitz Johansen, Rino, et al. (författare)
  • Hva er god fellesoperativ ledelse?
  • 2019
  • Ingår i: Norsk Militært Tidsskrift. - Norsk Militaert Tidsskrift. - 0029-2028. ; 188:2, s. 4-15
  • Tidskriftsartikel (refereegranskat)abstract
    • I den tradisjonelle militære ledelseslitteraturen får ofte den sterke lederen en stor og dominerede plass. Uten Napoleon intet Austerlitz, intet El Alamein uten Bernard Montgomery og intet Inchon uten Douglas MacArthur. I denne artikkelen tar forfatterne et litet oppgjør, ikke bare med den betydningen som tillegges lederen i strid, men også til ledelsens beydning mer generelt.
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9.
  • Berglund, Anna Karin, et al. (författare)
  • Om höga chefer trivs/inte trivs på jobbet - "smittar det av sig" ända ned till soldater och sjömän?
  • 2016
  • Rapport (övrigt vetenskapligt)abstract
    • Syftet med undersökningen var att få fördjupad förståelse om upplevelsen av engagemang i arbetet ”smittar” mellan hierarkiska nivåer. Avsikten var att belysa denna form av påverkan såväl uppifrån och ned som nedifrån och upp. Intervjuer med totalt 26 informanter genomfördes på följande fyra nivåer: (1) Produktions-avdelningen på Högkvarteret, (2) förbands och bataljons-/divisionsledning, (3) kompani och plutons-/fartygsledning och (4) soldater och sjömän.Resultatredovisningen fokuserar på betydelsen av informanternas eget handlande för andras engagemang i arbetet och betydelsen av andras handlande för informanternas engagemang i arbetet. Både positiva och negativa aspekter tas upp.Resultatet visar att det finns en viss smittoeffekt uppifrån och ned på så sätt att handlingar utförda av ledningen på Högkvarteret har en effekt på förbands-ledningsnivå, som i sin tur har en viss effekt på kompaniledningsnivå, som slutligen har en viss effekt på soldat/sjömansnivå. Smittoeffekten finns i hela den hierarkiska kedjan men är svag när man är två eller fler hierarkiska nivåer från ”smittspridaren”.Smittokraften kan däremot vara stark gentemot närmsta hierarkiska nivå, framförallt nedåt i hierarkin. På soldat/sjömansnivå, som är den viktigaste för Försvarsmaktens personalförsörjning, innebär detta att de som betyder mest är de officerare och specialistofficerare som soldaterna och sjömännen dagligen möter. Sannolikt förhåller det sig så att engagerade befäl på denna nivå kan övervinna att ogynnsamt engagemang högre upp i hierarkin. På ett likartat sätt kan sannolikt en brist på engagemang på den lägsta befälsnivån kullkasta effekten av ett stort engagemang högre upp i organisationen.Ur personalförsörjningssynpunkt är det således angeläget att den lägsta chefsnivån är engagerad och att organisationen gör sitt yttersta för att optimera förutsättningarna för detta engagemang. Enkelt uttryckt, det är viktigare att gruppchefer, instruktörer samt plutons- och kompanibefäl är engagerade än att förbandsledning och försvarsmaktsledning är det.
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10.
  • Fors Brandebo, Maria, 1979-, et al. (författare)
  • Leadership : Is bad stronger than good?
  • 2016
  • Ingår i: Leadership & Organization Development Journal. - 0143-7739. ; 37:6, s. 690-710
  • Tidskriftsartikel (refereegranskat)abstract
    • Purpose– The purpose of this paper is to investigate if the thesis “bad is stronger than good” also holds true for a number of leadership issues, more specifically: trust in the immediate leader, emotional exhaustion, work atmosphere and propensity to leave.Design/methodology/approach– Questionnaire responses were obtained from military personnel in Estonia, Sweden, Switzerland and the Netherlands (n=625).Findings– Multiple regression analyses revealed a certain pattern. Constructive leadership behaviours showed stronger positive associations with trust in the immediate supervisor and work atmosphere, than destructive leadership behaviours showed negative associations. On the other hand, destructive leadership behaviours showed stronger positive associations with emotional exhaustion and propensity to leave, than constructive leadership behaviours showed negative associations. This suggests that constructive leadership behaviours possibly have a greater impact on positive phenomenon and/or phenomenon associated with work-related relationships. On the other hand, destructive leadership behaviours appear to have a greater impact on negative phenomena with a stronger personal meaning. The results also show that the passive forms of destructive leadership are the behaviours that had the strongest impact on the investigated dependent variables.Research limitations/implications– Limitations related to item construction, common method variance, response set tendencies, translation of the instruments, and lack of response rate are discussed.Practical implications– The results emphasize the importance of focusing on both constructive and destructive leadership at the selection stage, as well as during training of military leaders. Focusing on them separately obstructs optimal leader development and prevents leaders from gaining authentic self-knowledge. The results also point at the importance of including both aspects of leadership in leader evaluation processes.Originality/value– The use of both constructive and destructive leadership behaviours with respondents from multiple nations in the same analysis.
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