ABSTRACT  Title:                                       Artifacts as transformational leaders ? A case study at SIBA. Course:                                   Bachelor Dissertation - Leadership Authors:                                 Tobias Barin and Victor Eriksson Advisor:                                 Anders Billström Keywords:                             Artifacts, transformative leadership, organizational culture and leadership Problem formulation:          Which artifacts can be transformative leadership in the electronics industry?  Purpose:                                Create an understanding of store managers and deputy store managers' perception of how artifacts can be expressed in the transformational leadership.                                                Creat an understanding of the importance of artifacts in leadership in the electronics industry. Theoretical framework:       The study?s starting point for the theoretical framework has been Schein (2004) earlier theories of organizational culture, and Bass (1985) theories of transformational leadership. The link between organizational culture and transformational leadership is the basis for the chosen theories. Methodology:                        We conducted a qualitative method with a deductive approach for intent a solution for problem. Personal interviews were conducted with two store managers and two deputy store managers at SIBA. Conclusion:                           We have found that the artifacts: role-models, stories and rituals communicate the transformative leadership. Respondents have described how these artifacts conveys organizational culture but also the transformational leadership..

ABSTRACT  Title:                                       Artifacts as transformational leaders ? A case study at SIBA. Course:                                   Bachelor Dissertation - Leadership Authors:                                 Tobias Barin and Victor Eriksson Advisor:                                 Anders Billström Keywords:                             Artifacts, transformative leadership, organizational culture and leadership Problem formulation:          Which artifacts can be transformative leadership in the electronics industry?  Purpose:                                Create an understanding of store managers and deputy store managers' perception of how artifacts can be expressed in the transformational leadership.                                                Creat an understanding of the importance of artifacts in leadership in the electronics industry. Theoretical framework:       The study?s starting point for the theoretical framework has been Schein (2004) earlier theories of organizational culture, and Bass (1985) theories of transformational leadership. The link between organizational culture and transformational leadership is the basis for the chosen theories. Methodology:                        We conducted a qualitative method with a deductive approach for intent a solution for problem. Personal interviews were conducted with two store managers and two deputy store managers at SIBA. Conclusion:                           We have found that the artifacts: role-models, stories and rituals communicate the transformative leadership. Respondents have described how these artifacts conveys organizational culture but also the transformational leadership..

This essay is the result of a case study. The aim of this study has been to gain an understanding of government employee?s opportunity to be involved in and contribute to the processes tied to organizational development. The case study is based on the perspective of the government employees and their experience and thoughts regarding their opportunity to be a part of the organizational development. The empirical data that was generated by the case study has been analysed with New Public Management and Sense Of Coherence as a theoretical point of view.

Aim The aim of the study is to, from a comparative perspective, examine principals? view of leadership in successful schools. Questions: How do the principals describe their own leadership? What subject positions do the principals take? Method Three principals were interviewed in the study. The interviews lasted for about 60 minutes.

Learning organizations and organizational development are interesting subjects that does not examine municipal organizations and private organizations an equal amount.  Furthermore, there exists little research on the effects of competence development for individuals in a leadership role within organizations. Because of this, we wanted to examine the impact of competence development in business modeling and how it affected local government activities. Competence development is used by organizations to develop their business and achieve a greater competitive advantage, but does competence development for individuals in a leadership role lead to organizational development? This paper examines competence development in the form of a business modeling course via the Bitstreamproject and the effects that occur within three municipalities as a result of the competence development. By interviewing three participants and four coworkers within different municipalities and studied the data from the Bitstream project, we can not conclude that competence development within business modeling leads to organizational development, only that it exists a tendency for it.

The purpose of this master's degree thesis was to develop an understanding of how hospital management, in the case studied, worked to achieve changes in an organization influenced by differing professional cultures. To gain insight into the conditions that may have contributed to nurses and physicians developing appropriate attitudes and behaviours, which may have affected the organization's ability to achieve the Swedish Quality Award 2012. A qualitative single case study was conducted at Karlskoga Hospital, with focus groups as well as individual depth interviews. The results of the case study showed the following conditions provided nurses and physicians the potential to develop appropriate attitudes and behaviours, which may have influenced the hospitals ability to achieve the Swedish Quality Award:  Responsibility and influence over the development processes.Participation in management teams and quality development groups as well as individual fields of responsibility.Training programs that have given insights and skills in quality management related to clinical practice.Nurses and physicians as key individuals gave legitimacy to development process, and served as management advisors.Collaboration between all kind of employees and responsibilities.Committed management.    .

This essay examines the differences between the mediation practices concering youth crime in the swedish cities of Kalmar and Växjö. The analysis are made with the use of quality interviews which we have linked together with the three theories of Social Control Theory, Restorative Justice and Transformative Mediation. There after we have compared the results with one and another. Results show that there both similarities and differences, both in the theoretical aspects and in the organisations, for example the coopiration with the prosecutors and the police..

In 2009, the Swedish Basketball Federation started a Region U15 development project in order to change the structure of the regional organization to get into a more transparent and similar operations throughout the country. My purpose is to study the attitudes to the change among the region leaders in the regional operations and evaluate the change from an organizational perspective. The study is primarily based on the following questions: What are the experiences of the change process among the region leaders in the regional organization? How involved have region leaders been in the changing process? Which are the positive and negative aspects with the regional operation today? What can be done further to develop the regional operation and to what extent do the organizational change follow general organizational theories? In my study, a qualitative method was used in terms of interviews with 8 regional leaders to understand their attitude to the project and the changing process. To analyze the results of the region leaders ?responses, a transcription have been made.

The aim of this study is to investigate leadership in sports organizations and business organizations. The study focused on common and important leadership components and the most important leadership processes in both business context and sports context. The study also investigated common and important leadership components, leadership challenges and which degree leaders used the transformative leadership. The study focuses on leadership components most importantly from the leaders view, including both sport managers and business leaders. The investigation was based on eight interviews, which are analyzed with content analysis.

The concept of leadership development plays an important role within the modern organization. As a result of the increasing interest in developing leadership competencies, investments in leadership development programs are becoming a common part of business strategies. However, the return on those investments is seldom evaluated. The reason for this is considered to be the complexity created by the many factors that influence leadership but have no relation to the program. This is a case study based on interviews with participants from a one-year leadership development program that was carried out at AB Previa.

This paper aims to provide a description of how knowledge can occur in Apoteket AB, anorganization that is operating on the Swedish pharmacy market. The purpose of this paper isalso to describe how the organizational learning occurs in the organization, and how theoutcome of this learning can be stored in the organizational memory. This subject is ofinterest since Apoteket AB experience changes in their external environment in that they nolonger have monopoly to sell pharmaceuticals on the Swedish pharmacy market. Earlierresearch claims that organizations need to develop new knowledge in order to take action, andthis development needs to be supported by the management within the organization.The collection of primary data was done by two qualitative interviews with employees withinthe organization of Apoteket AB.Our conclusions are that knowledge can occur in many forms, such as tacit and explicitknowledge. The vast majority of the knowledge within the organization is the information thatcan be found in the electronic database Aponet within Apoteket AB, and that is useful for theemployees in their daily work, and therefore is known as explicit knowledge.

The subject of this study has been organizational change within two Scandinavian green parties ? the Swedish Green Party and the Norwegian Green Party. Looking at the organizational changes within these two parties using Robert Michel?s famous concept the ?iron law of oligarchy?, I have studied whether these two parties have become more oligarchic after having been elected to the national parliaments of Sweden and Norway respectively. What I have found is that although these two parties still retain much of the original organizational structure that they have had, in particular the Swedish Green Party, change has occurred and seems to be occurring, at least in the Norwegian Green Party, which would indicate that the two parties have become more oligarchic.

The thesis aims at describing how culture is produced and reproduced at IF Friskis&Svettis Stockholm, a Swedish non-profit training association. The authors claim that organizational identity plays a major part in determining ways of action within the organization. Selection processes, programming and internal recruitment and sensemaking are essential issues of the cultural production and reproduction..

The purpose of this essay is to illuminate in what aspects IKEA?s organizational culture in Ümraniye in Turkey differs alternatively resembles with IKEA?s organizational culture in Örebro in Sweden. The aim with organizational culture is to analyze the relationships between the leaders and co-workers and the relationships between the co-workers.The study is based on a combination of interviews and questionnaires. We have interviewed people in leading positions and made surveys among IKEA co-workers in two different stores located in two different countries. This combination of the methods gave us a better understanding for how the organizational culture is experienced from two different perspectives.

Previous research has shown that there is a relationship between trust and organizational commitment. Our research questions were if the three trust-variables ability, benevolence and integrity predict organizational commitment differently. Further we examined if the length of employment affected the relationship between benevolence and organizational commitment. Due to the fact that past studies has shown that benevolence develop during a longer period of time than do the other trust-variables. We made a survey using questionnaires (n=50) in a ?caretaking facility? and using a multiple regression analysis we found that ability was a significant predictor (p=0.032) for organizational commitment.