Den här magisteruppsatsen behandlar två perspektiv på ledarskap som jag kallar för statiskt och kulturellt. Det statiska perspektivet handlar om att betrakta ledarskapskompetenser som oföränderliga och därför samma i alla situationer. I kontrast till detta står det kulturella perspektivet som handlar om att betrakta ledarskapskompetenser som processer.  Syftet i den här uppsatsen är att påvisa att dessa två ledarskapsperspektiv förekommer och att i en empirisk kontext pröva de här perspektiven för att se om och hur de får stöd av deltagarna i studien. Genom den hermeneutiska metoden har jag intervjuat fem deltagare som är svenska ledare med många års erfarenhet av ledarskap. De respresenterar olika branscher och företag. Tillsammans med deltagarna och med stöd av Hofstedes kulturdimensionsteori samt Bolman & Deals ledarskapsteori har resultatet i den här studien visat att både det statiska och det kulturella perspektivet får stöd av deltagarna. Detta visar sig genom deltagarnas upplevelser och beskrivningar av tre centrala teman; ledarskapet generellt, det svenska ledarskapet och respondenternas ledarskap. / This master´s thesis examines two perspectives of leadership what I would call the static leadership model and the cultural leadership model. The first model is about seeing leadership competence in terms of unchangeable regardless of situation. The second model sees leadership competence like a process; witch means to consider that leadership competence change depending on the situation.  The aim of this study is firstly to detect that these two leadership models do exist and secondly to examine if the participants in this study supports these leadership models and how they do it. Through the hermeneutic method I have interviewed five participants who are Swedish leaders with many years of leadership experiences. They represent different companies and sectors. Using the leadership experiences of the participants and the cultural dimension theory of Hofstede and the leadership theory of Bolman & Deal I have come to the conclusion that the participants do support both the static leadership perspective and the cultural leadership perspective. Through the participant’s experiences and descriptions of these three themes: leadership in general, the Swedish leadership and the leadership of the participants it becomes clear that they support these leadership models.

Med början på år 1995 slogs Flygvapnets-, Arméns- och Marinflygets respektive helikopterförband samman till en gemensam helikopterflottilj sorterandes under Flygvapnet. Äldre helikoptersystem byttes ut mot nya uppdaterade system för att bättre klara dagens uppgifter parallellt med att efterfrågan har ökat nationellt såväl som internationellt. Samtidigt som en statlig utredning säger att understöd med helikopter är av stor betydelse för Försvarsmaktens framtida användbarhet så har flera omorganisationer skett inom myndigheten, vilket riskerar att hämma effektiviteten.  Hur lämplig är Försvarsmaktens nuvarande helikopterorganisation när det gäller helikoptersamövning mellan Helikopterbataljonen och övriga förband? Studien visar att dagens Försvarsmakt, där efterfrågan på helikoptrarna är större än de tillgängliga resurserna, använder sig av ett system med både styrningar från högre chef såväl som önskemål från förbanden. Detta organisationsval stämmer väl överens med de antaganden, hämtade ur Bolman & Deals teori Det strukturella perspektivet, som har utgjort arbetets teoretiska grund. I arbetet framkommer även att det saknas en försvarsmaktsgemensam erfarenhetsdatabas för dessa övningar vilket riskerar att utgöra en friktion i kunskapsspridningen mellan förbanden. / Beginning in 1995, the Swedish Air force’s, Army´s and Navy´s respective helicopter units merged into one Helicopter Wing belonging to the Air force.  Older helicopter systems were exchanged to new, more updated systems with higher capability to cope with new demands. Today the use of helicopters has increased both nationally and internationally. While a state investigation says that the use of helicopters has a big role for the future use of the Swedish military, has several reorganizations taken place. Changes that may inhibit the efficiency of the Swedish Armed Forces. How suitable is today´s helicopter organization within the Swedish Armed Forces regarding to joint exercises between the Helicopter Battalion and other units? The study shows that today's organization, where the demand for helicopters is greater than the available resources, uses a hierarchical system that uses both directives from higher levels as well as requests from the different units. This organizational construction is consistent with the assumptions taken from Bolman & Deals theory Structural Framework, which has formed the theoretical ground for the study. The work also reveals the lack of a joint experience database for these exercises which might impede the spread of knowledge between the units.

The purpose of this study was to examine the self-perception of leadership styles of practicing female superintendents in Texas and how their preferred leadership style affected their performance. The study posed the following questions:(1) What are the preferred leadership styles of the practicing female superintendents in Texas as measured by Bolman & Deal’s (2003) four frames of leadership? (2) What are the predominant behaviors that female superintendents in Texas identify within each frame of leadership? (3) How do the preferred leadership styles and behaviors influence the superintendents’ every day performance? This study was relied on a mixed method approach, quantitative and qualitative. The quantitative component involved surveying 50 female superintendents, using the Leadership Orientations (Self-Report) survey (Bolman & Deal, 1990). The qualitative component included a semi-structured interview which asked follow up questions with six selected female superintendents (two from rural, two from suburban, and two from urban districts) who consented to the interview regarding the influence of their leadership preferences. The findings suggest participants’ preferred leadership style relates to the Human Resource frame which include: being an inspirational leader, utilizing interpersonal skills, making good decisions; as well as, coaching and developing people. Findings also suggest that predominant behaviors include: supporting others, building trusting relationships through collaboration, and being participative. The preferred leadership styles and behaviors’ influence on female superintendents’ everyday performance resulted in embracing collaboration, being transparent, sharing a vision, being passionate, and building trusting relationships. Additionally, beliefs and behaviors that lead to success include: being honest, depersonalize the situations, education makes a difference, adopt flexibility, and power to make decisions. The characteristics that lead to success are: being spiritual, being organized, being committed, and willing to help others. Furthermore, the following advice was offered: learn to cope with high level of visibility, become knowledgeable of the district’s needs and characteristics, and develop a professional image. Finally, implications for aspiring female superintendents, superintendent preparation programs and school boards members are also presented. / text