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LEDARSKAPSMODELLERS MODERIKTIGA SPRIDNING: - En fallstudie av exemplet Försvarsmakten och Transformativt ledarskap -
Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Sociology.
Uppsala University, Disciplinary Domain of Humanities and Social Sciences, Faculty of Social Sciences, Department of Sociology.
2014 (Swedish)Independent thesis Basic level (degree of Bachelor), 10 credits / 15 HE creditsStudent thesis
Abstract [sv]

Syftet med föreliggande studie var att undersöka hur ledarskapsmodeller sprids genom exemplet Försvarsmakten och Transformativt ledarskap. Undersökningen baserades på en kvalitativ ansats, vilken utgjordes av en fallstudie som innefattade intervjuer och dokument. Gällande genomförda intervjuer bestod urvalet av åtta informanter från Försvarsmakten och Försvarshögskolan, vilka var experter inom ämnet ledarskap. Intervjuerna varade mellan 45- 60 minuter vardera. Gällande dokumenten analyserades av Försvarsmakten och Försvarshögskolan publicerade material såsom: beslutsdokument, broschyrer, utbildningsmaterial och en lärobok. Utifrån studiens analytiska ramverk visade resultatet att ledarskapsmodeller sprids i en tydlig riktning. Spridningsprocessen inleds nämligen med ett behov som efterföljs av att en ledarskapsmodell inhämtas och anpassas till verksamheten samt att den sedermera sprids vidare till andra organisationer. I diskussionsdelen diskuteras detta mönster med hjälp av Nyinstitutionell teori och tidigare forskning kring idéspridning. Som konklusion konstaterades slutligen att införandet av en ny ledarskapsmodell var av dubbelbottnad karaktär för fallet Försvarsmakten. I detta avseende poängteras att det fanns rationella anledningar och ett behov av att införa en ny ledarskapsmodell, men att ledarskapsmodellen däremot inte alltid upplevdes som praktiskt tillämpbar inom organisationen. Exempel på praktiska implikationer ges. 

Abstract [en]

The aim of this study was to examine how leadership models are being spread through the example of the Swedish Armed Forces and Transformative Leadership. The survey was based on a qualitative approach as a case study that included interviews and documents. The selection of the interviews consisted of eight informants from the Swedish Armed Forces and Swedish National Defence College, who were experts in the subject of leadership. The interviews lasted between 45-60 minutes each. The documents that were analyzed were published by the Swedish Armed Forces and the Swedish National Defence College and included materials such as: decision documents, brochures, training materials and a textbook. Based on the study's analytical framework, the results showed that leadership models are being spread in a clear direction. In this case, the process of spreading the model starts with a need of a new leadership model which is then obtained by the existing demand. Thereafter the organization adapts the model to the context of the organization, which later on is being spread to other organizations. This pattern is later discussed in the thesis using New Institutional Theory and previous research based on the diffusion of ideas. The conclusion is that the introduction of a new leadership model within the Swedish Armed Forces was of equivocal nature. In this regard it was emphasized that there were rational reasons and a need to introduce a new leadership model, but that the leadership model did not always perceived as practically applicable within the organization. Examples of practical implications are presented. 

Place, publisher, year, edition, pages
2014. , 28 p.
Keyword [en]
New Institutional Theory, Swedish Armed Forces, The spreading of ideas, The spreading of leadership models, Transformative Leadership.
Keyword [sv]
Försvarsmakten, Nyinstitutionell teori, Idéspridning, Spridning av ledarskapsmodeller, Transformativt ledarskap.
National Category
Sociology
Identifiers
URN: urn:nbn:se:uu:diva-215766OAI: oai:DiVA.org:uu-215766DiVA: diva2:688409
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Available from: 2014-01-17 Created: 2014-01-16 Last updated: 2014-01-17Bibliographically approved

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Citation style
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