| 1. |
- Alvinius, Aida, Docent, 1979-, et al.
(författare)
-
Organizational challenges and leaders' coping strategies : a qualitative study of Swedish military staff organization
- 2020
-
Ingår i: Journal of Military Studies. - : Walter de Gruyter GmbH. - 2242-3524 .- 1799-3350. ; 9:1, s. 24-33
-
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.
|
|
| 2. |
- Larsson, Gerry, Professor, 1952-, et al.
(författare)
-
Comparison within gender and between female and male leaders in female-dominated, male-dominated and mixed-gender work environments
- 2020
-
Ingår i: Journal of Gender Studies. - : Routledge. - 0958-9236 .- 1465-3869. ; :7, s. 739-750
-
Tidskriftsartikel (refereegranskat)abstract
- The aim of the study was to compare the self-rated leadership behaviors of men and women in female-dominated, male-dominated and mixed-gender work environments and make within-gender comparisons across these three contexts. Data was collected using the Developmental Leadership Questionnaire from a sample of Swedish leadership course participants (N = 1897). Female leaders rated themselves more favorably than male leaders in female- dominated and mixed-gender work environments. Only small gender differences were found in male-dominated settings. Women in female dominated and gender-mixed work environments reported more favorable self-ratings than women in male dominated contexts. Among male leaders, fewer differences were observed between different work environments. The results are discussed in terms of organizational culture, individual selection preferences and a rapidly growing proportion of women leaders in the Swedish labor market.
|
|
| 3. |
|
|
| 4. |
|
|
| 5. |
|
|
| 6. |
- Ohlsson, Alicia, 1979-, et al.
(författare)
-
Smooth power : identifying high-level leadership skills promoting organizational adaptability
- 2020
-
Ingår i: International Journal of Organization Theory and Behavior. - 1093-4537 .- 1532-4273. ; 23:4, s. 297-313
-
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.
|
|
| 7. |
- Tomteberget, Dag Tommy, et al.
(författare)
-
Interrelationship of daily uplifts, daily hassles, coping strategies and stress reactions over time among Norwegian military veterans
- 2020
-
Ingår i: Res Militaris. - 2265-6294. ; 10:2, s. 1-21
-
Tidskriftsartikel (refereegranskat)abstract
- The aim of this research was to gain deeper understanding of how military personnel with a record of participation in international operations experience the interaction between daily uplifts, daily hassles, coping strategies and stress reactions over time. Interviews were conducted with 15 Norwegian veterans who were guests at the Norwegian Armed Forces Veteran Centre, who had served in different international military operations between 1978 and 2012. Using the grounded theory method, five time periods were identified showing evolving patterns. The theoretical model developed showed that over time, the veterans could be categorized in four sub-groups according to how their everyday lives were affected by daily uplifts, daily hassles and different coping strategies. The research identified several factors which immediately, and over time, can evolve in such a way they lead to stress reactions and PTSD. Mentionable factors are training and education of non-combatant personnel, lack of follow-up, the duality of pride and deprivation of cohesion after duty. Identifying these factors is important for future development of educational systems before deployment and for better follow-up systems afterwards.
|
|
| 8. |
- Wallenius, Claes, 1958-, et al.
(författare)
-
Decision-making in a military staff context : A qualitative study on norms, challenges and difficulties
- 2020
-
Ingår i: Res Militaris. - 2265-6294. ; 10:1
-
Tidskriftsartikel (refereegranskat)abstract
- Outcomes of leadership are traditionally attributed to the leader's individual characteristics and leadership style. One aspect that has been less visible in leadership models is how the decision-making process affects perception of leadership quality. Another aspect that probably exerts an impact is the difficulty level of the decisions, how they affect subordinates and the organization. The purpose of this study is to obtain a deeper understanding of decision challenges in relation to the strategic leadership level. Data were collected through qualitative, semi-structured interviews. In total, nineteen leaders at strategic organizational level were included who all possessed previous experience of decision-making within national and international staff work. The interviews were analysed according to a thematic analysis. Several decision-making challenges were described in the interviews. The study supports the conclusion that the objective, and especially the subjective, outcome of leadership is dependent on decision difficulty.
|
|
