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  • 1.
    Lätt, Johnny
    Gotland University, School of the Humanities and Social Science.
    Ledarskap och maktdistans: en studie på ett färskvarulager2012Independent thesis Basic level (degree of Bachelor), 10 credits / 15 HE creditsStudent thesis
    Abstract [en]

    My research started from the conviction that there is a power distance in all societies and that it has existed throughout all times, from the most ancient tribes to the modern society of today. The problem, how can the power distance explain participation within distribution unit Stockholm, was based on the theory that the subject was interesting when it discussed proactive development within the organization. The cornerstones of the proactive development of power are a committed leadership and a desire to create conditions for employee participation. The organization’s own core values that the managers should work with can be linked to the proactive quality development. In order to provide a basis for research, the study utilized Hofstedes main questions, which he used when he studied the dimension of power distance. The main questions used in the study were:

    • How often do you find that employees are afraid to express disagreement with their manager?
    • How do you feel about the way that your nearest manager actually makes his decisions?
    • Which way of making decisions would you prefer your manager to use? 

    The purpose of this research was to identify how power distance can explain participation in the process expedition. The results of the research will be used to provide knowledge about leadership and power distance within the organization. The study was conducted according to the Tonnquist project model and templates. The essay was constructed as a project of four different stages: feasibility study, planning, implementation and a conclusion. The study was conducted based on the quantitative design and method of survey study (paper questionnaires). Data analysis was done after a compilation of surveys conducted according to the Likert scale. The interesting part of the analysis was finding the average of the various questions posed.

    The conclusion of the study was that there were the following tendencies:

    • Some individuals felt that they had colleagues who were afraid to express their discontent to their nearest manager.
    • Nearly half of respondents felt that their immediate manager made decisions in a democratic style of leadership.
    • Most wanted their nearest manager to use a democratic style of leadership. 

    When it came to the conclusion of the defined problem, the tendency was that the respondents felt involved and that power distance was not perceived as high within the organization. The fact that the power distance was not perceived as high is very positive with regard to the organization's continuation with their proactive quality work.

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