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  • 1.
    Norrman Brandt, Eva
    Jönköping University, School of Health and Welfare, HHJ. IMPROVE (Improvement, innovation, and leadership in health and welfare).
    Transformativ förändring och postkonventionellt ledarskap: en retrospektiv fallstudie med fokus på förändringsprocessen och ledarskapet2019Licentiate thesis, comprehensive summary (Other academic)
    Abstract [sv]

    Introduktion. Förändringstakten ökar i samhället och påverkar organisationer och dess medlemmar. Förändringstrycket orsakas av en rad faktorer som teknisk utveckling, förändrad lagstiftning, kunders/intressenters behov och krav och ökande konkurrens på en global arena. Förändring är utmanande och många förändrings-initiativ når inte sina mål. Behovet av transformativ förändring i samhället ökar och forskning har visat på ett samband mellan ledares nivå av vuxenutveckling och framgång i att driva transformativa förändringar.

    Syfte. Syftet med avhandlingen är dels att studera en tioårig förändringsprocess i en läkemedelsfabrik för att identifiera olika typer av förändring, samt att undersöka om kriterier för transformativ förändring uppfylls. Syftet är även att undersöka ledarskapets påverkan på förändringsprocessen och medarbetares upplevelser av det.

    Design och metod. Avhandlingen är en retrospektiv single case studie med kvalitativ, induktiv och interaktiv design. Två studier har genomförts grundade på samma empiriska material men med olika analysmetoder. Empirin är inhämtad via 19 semistrukturerade intervjuer samt 4 workshops med ledare i den undersökta organisationen. Mediamaterial, böcker och hemsidor har också använts. I studie I har a/ processdata analyserats kronologiskt och b/ i enlighet med en förändringsmatris som identifierar olika typer av förändring, och c/ i enlighet med kriterierna för transformativ förändring. I studie II har en tematisk innehållsanalys använts med fokus på ledarskap och medarbetares upplevelse av ledarskap och arbetsmetoder. Data har analyserats för att undersöka förekomsten av post-konventionella ledarskapsprinciper.

    Resultat. Delstudie I redovisar stegen i förändringsprocessen där förändringens karaktär i tre tidsperioder skiftar från finjustering och trimning av verksamheten, via an-passning till en förändringskategori som betecknas nytt vägval. På ett strukturellt plan gjordes en förändring från avdelningar (funktionell organisation) till att organiseras kring läkemedelsproduktflöden där medarbetare med mixade kompetenser arbetade tillsammans. De kulturella antagandena förändrades vid sidan av de rent strukturella förändringarna. Förändringsresan kan betecknas som transformativ, en kulturförflyttning utanför tidigare ramar. Resultatet diskuteras utifrån Pettigrews perspektiv på förändring.Delstudie II visar resultatet av den tematiska studien på förändringar i arbetsmetoder och förhållningssätt, bland annat en förflyttning av mandat och makt ut i organisationens alla delar. Ledarens interventioner och förhållningssätt understödde den organisatoriska och kulturella förflyttningen, och de postkonventionella interventionerna 2011–2014 var sannolikt nödvändiga för att åstadkomma den kraftfulla förflyttning som krävdes. Medarbetare reagerade mestadels positivt på det ökade mandatet och möjligheten att ta ansvar och involveras, men en grupp medarbetare vittnar om osäkerhet och brist på stöd i det nya sättet att leda och arbeta.

    Konklusion och praktiska implikationer. Transformativ förändring tar tid och kräver involvering av hela organisationen. Ledarskapet har en betydande påverkan även om ett samspel mellan olika faktorer blir betydelsefulla. Denna avhandling ger ett exempel på en transformativ förändring där man lyckats balansera yttre kontextuella krav med inre organisatoriska förflyttningar. Begripliga mål som ändrats i takt med nya ändrade kontextuella förutsättningar har formulerats och känslan för var och när i organisationen nya mål skall driva stycks ha funnits hos ledningen. Avhandlingen stärker tesen att transformativ förändring tar tid, och att postkonventionella ledarskapsprinciper verkar gynnsamt i denna typ av förändring där involvering och samskapande krävs. Avhandlingen bidrar även med en del fakta och exempel som skulle kunna inspirera andra organisationer och ledare till att ta ett steg i riktning mot postkonventionell logik i ledarskapet då detta förefaller skapa förutsättningar för transformation av en organisation och dess kultur.

  • 2.
    Norrman Brandt, Eva
    et al.
    Jönköping University, School of Health and Welfare, HHJ. IMPROVE (Improvement, innovation, and leadership in health and welfare).
    Kjellström, Sofia
    Jönköping University, School of Health and Welfare, The Jönköping Academy for Improvement of Health and Welfare. Jönköping University, School of Health and Welfare, HHJ. IMPROVE (Improvement, innovation, and leadership in health and welfare).
    Andersson, Ann-Christine
    Jönköping University, School of Health and Welfare, The Jönköping Academy for Improvement of Health and Welfare. Jönköping University, School of Health and Welfare, HHJ. IMPROVE (Improvement, innovation, and leadership in health and welfare).
    A transformational change process by a post heroic leader2018Conference paper (Refereed)
  • 3.
    Norrman Brandt, Eva
    et al.
    Jönköping University, School of Health and Welfare, HHJ. IMPROVE (Improvement, innovation, and leadership in health and welfare).
    Kjellström, Sofia
    Jönköping University, School of Health and Welfare, The Jönköping Academy for Improvement of Health and Welfare. Jönköping University, School of Health and Welfare, HHJ. IMPROVE (Improvement, innovation, and leadership in health and welfare).
    Andersson, Ann-Christine
    Jönköping University, School of Health and Welfare, The Jönköping Academy for Improvement of Health and Welfare. Jönköping University, School of Health and Welfare, HHJ. IMPROVE (Improvement, innovation, and leadership in health and welfare).
    The future trip: A story of transformational change2019In: Journal of Organizational Change Management, ISSN 0953-4814, E-ISSN 1758-7816, Vol. 32, no 7, p. 669-686Article in journal (Refereed)
    Abstract [en]

    Purpose – The study of successful transformational change processes in organizations has been limited. The aim was to understand a change process and the type of change that occurred in a pharmaceutical company in Sweden 2005–2014.

    Method – An interactive research design was used, and semi-structured interviews were conducted with 19 individuals, asking about their views on the change journey. Meetings and dialogue with leaders from the organization also took place. Observations from feedback meetings with leaders were included in the analysis. The results were analysed using a time-ordered display identifying key events, interpreted by a theoretical lens determining the type of change over a period of 10 years.

    Findings – This was a transformational change caused by external pressure, supported by visionary and transparent leadership, collaborative methods aiming at broad involvement, and systemic understanding. The results indicated a 40% increase in productivity and altered organizational design and culture. Sense-making activities, persistent adoption of quality improvement tools, dispersed power, and sequential change activities underpinned the success.

    Practical implications – The results provide insight into the processes of transformational change. Change leaders were provided with knowledge, inspiration and insight when facing transformations.

    Social implications – Increased prevalence of transformational change calls for new organizational competencies and altered roles for leaders and employees. There is a need for new ways of developing competence and new recruitment policies for leaders.

    Originality/value – This case presents unique empirical evidence of a successful cultural transformation led by a leader using post-conventional principles.

  • 4.
    Norrman Brandt, Eva
    et al.
    Jönköping University, School of Health and Welfare, HHJ. IMPROVE (Improvement, innovation, and leadership in health and welfare).
    Kjellström, Sofia
    Jönköping University, School of Health and Welfare, The Jönköping Academy for Improvement of Health and Welfare. Jönköping University, School of Health and Welfare, HHJ. IMPROVE (Improvement, innovation, and leadership in health and welfare).
    Andersson, Ann-Christine
    Jönköping University, School of Health and Welfare, The Jönköping Academy for Improvement of Health and Welfare. Jönköping University, School of Health and Welfare, HHJ. IMPROVE (Improvement, innovation, and leadership in health and welfare).
    Transformational change by a post-conventional leader2019In: Leadership & Organization Development Journal, ISSN 0143-7739, E-ISSN 1472-5347, Vol. 40, no 4, p. 457-471Article in journal (Refereed)
    Abstract [en]

    Purpose: The purpose of this paper is to examine people’s experience of a change process and if and how post-conventional leadership principles are expressed in the change process.

    Design/methodology/approach: The study used a retrospective exploratory qualitative design. In total, 19 semi-structured interviews and 4 workshops were conducted and analyzed in accordance with a thematic qualitative analysis.

    Findings: The post-conventional leadership appears to have facilitated an organizational transformation where explorative work methods aimed at innovation and improvement as well as holistic understanding was used. Dispersed power and mandate to employees, within set frames and with clear goals, created new ways of organizing and working. The leader showed personal consideration, acknowledged the importance of the emotionally demanding aspects of change and admitted the leader’s own vulnerability. Balance between challenge and support created courage to take on new roles and responsibilities. Most employees thrived and grew with the possibilities given, but some felt lack of support and clear directions.

    Practical implications: Inspiration from this case on work methods and involvement of employees can be used on other change efforts.

    Social implications: This study provides knowledge on leadership capabilities needed for facilitation of transformational change.

    Originality/value: Few transformational change processes by post-conventional leaders are thoroughly described, and this study provides in-depth descriptions of post-conventional leadership in transformational change. 

  • 5.
    Norrman Brandt, Eva
    et al.
    Jönköping University, School of Health Science, HHJ, Quality Improvement and Leadership in Health and Welfare.
    Kjellström, Sofia
    Jönköping University, School of Health Science, HHJ. Ageing - living conditions and health. Jönköping University, School of Health Science, HHJ, Institute of Gerontology.
    Sjölander, Per
    Akademi Norr, Storuman.
    Stålne, Kristian
    Lunds tekniska högskola.
    Leader capabilities in the 21st century2014Conference paper (Refereed)
    Abstract [en]

    We know from decades of empirical research in adult development that leaders at more advanced stages of development are more effective than their counterparts in carrying out a variety of leaderships’ tasks, but also that few leaders have these advanced level of leadership (Joiner & Josephs 2007; Torbert 1987). But are leaders up to the task of handling complex issues at work? Knowing that the complexity and speed of change requires higher levels of adult development it seems obvious that there is a need for supporting managers to develop their level of development and maybe recruit leaders with a higher level of development. There is a need for research focusing on the link between adult ego development in leaders and transformational leadership (McCauley, Drath, Palus, O´Connor&Baker 2006), and studies on leader-follower interaction.

    The aim of this study is firstly to examine the correlation between leadership behaviors, value systems and complexity, and secondly if the correlation between self report and subordinates evaluation of leadership are higher for individuals with more advanced levels of value systems and/or levels of leadership.

    Participants are managers in 4 Scandinavian organizations in different market segments including municipalities. The mangers are invited to answer a basic web survey including three instruments: a value system questionnaire (Sjölander et al.2013); Developmental Leadership Questionnaire which is a hierarchical test based on the theory of transformational leadership and it measures leadership behaviors through a self-evaluation and a 360 test where subordinates evaluate leadership of the manager; and a complexity test. Some managers do only the self-evaluation and some a full 360 feedback test. The study is carried out in the spring 2014 and preliminary results will be presented.

1 - 5 of 5
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  • fi-FI
  • nn-NO
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