Unga ledares ledarskap - en kulturell fråga
Culture is seen as an abstract phenomenon, not easily defined. It is cathegorized as something that affects every person, though it is seldom described how. This study adress how culture, in the form of basic assumptions and accepted behaviors and ways to think affected how young coaches formed their leadership under the influence of their organization. The possible implications for the importance of knowing about ones culture in an organization affect both the recruitment process in organizations and what the organization stands for and what is conveyed through values and ways to act in the organization. The purpose of this study was, through the use of semi-structured interviews with young coaches and organizational leaders and a review of policys, to get the perspective and experiences of young coaches regarding cultural influence on their leadership. Organizational leaders were interviewed to get a perspective view of the organization and see what they thought about culture and leadership in young coaches. The study aims to find the answer to questions regarding the basic assumptions in an organization, which kind of behaviour is accepted in the organization, how is leadership shaped in young coaches and what tools are used by the organization to apply their culture to their young coaches. Results showed that basic assumptions and accepted behaviours create values and examples of behaviour that becomes the foundation for a leadership specific for the organization. This specific leadership style is internalized in young coaches mainly through background in the organization, via recruitment, recognition of work, expectations of behaviour, other leaders as rolemodels and education. Young coaches were therefore socialized into a leadership formed by what is important in the organization. Culture therefore played a big role in the forming of a leadership in young coaches.