Innovativt ledarskap
Ledarskap ur ett innovationsperspektiv i den offentliga sektorn
InnovationLeadershipManagementOrganizationPublic sectorCo-workerInnovationLedarskapManagementOrganisationOffentlig sektorMedarbetareNew public management
Problem. With the Swedish public sectors problem with efficiency in mind, several reforms have beeninitiated during the last decades. These reforms go, in academic contexts, under the name?New public management?. The reforms have resulted in, among other things, an increasedcompetition, privatization and goal-orientation in the public sector. These new conditionshave changed the public leadership challenge and demand an increased focus on innovation todecrease costs and increase value as a central aspect of the Swedish public leadership.Purpose. The purpose for this research has been to examine the conditions for innovation in a publicorganization and how the leadership can improve the organizational innovativeness.Method. This research does not aim to measure the innovativeness in a public organization, instead itfocuses on understanding the condition for innovation and how the leadership can affect theorganizational innovativeness. Hence, it is motivated that I use a qualitative approach in theresearch process. Semi structured interviews and precedent research are being used as afoundation for the results and recommendations given.Conclusion. The leadership?s opportunities to improve the organizational innovativeness depend on anumber of independent organizational variables and the adaption of the variables to oneanother and the system as a whole. Leadership includes both the formal boss and the coworkerin a relationship that ought to be characterizing by reciprocity and cooperation. Bothmanagement and leadership are vital competences for the formal boss as both structure andculture must support each other. The conditions for organizational innovativeness improve ifthe organization has a structure and a culture that enhances: transboundary cooperation, spaceand energy for creative activities, a common context that contributes to an organizationalidentity and motivation and competence and organizational learning. The examinedorganization needs to decentralize the right to make decisions, improve the openness of theculture, and strengthen the organizational identity and audit structures in purpose to facilitatetransboundary cooperation.