Background: Although leadership is a topic which has been extensively researched, there is limited literature concerning co-leadership, especially in connection to start-ups. Moreover, as those who are co-leaders in start-ups often also are co-founders and co-owners, it is vital that their co-leadership dynamic is functional as a way of staying in business. Co-leadership is described as a leadership form which has become more commonly used, which further adds urgency of exploring the topic of co-leadership dynamics, and how to make it functional. Purpose: The purpose of this thesis is to explore how a functional co-leadership dynamic can be created between leaders who are simultaneously founders and owners of a start-up. Method: This is a qualitative study, for which is used semi-structured interviews to collect data from 11 co-leaders in 10 companies. The transcribed interviews have been used together with secondary data to point out specific elements that have shown to be important for a functional co-leadership dynamic. Both the themes of co-leadership dynamics and the context of entrepreneurship, foundership and ownership were used to find and highlight these elements. The elements have been discussed in the Analysis and are thereafter presented in a model. Conclusion: Six elements have been pointed out as important for a functional co-leadership dynamic: Collaborative Attitude, Shared Values & Vision, Open & Continuous Communication, Synergy, Learning & Personal Growth, and Trust. These elements are interrelated, and Collaborative Attitude, Shared Values & Vision, Synergy and Trust are also connected to the contextual factors.

<p>Syftet med denna studie har varit att undersöka delat ledarskap ur ett ledar- och medarbetarperspektiv i en statlig verksamhet. Vi önskade få svar på hur ledarna samverkar och delar upp arbetsuppgifterna mellan sig och hur medarbetarna ser på detta. Vi undersökte också hur kommunikationen upplevdes av inblandade parter. Vår metod för att lyckas med detta har varit kvalitativ med induktiv ansats där vi genom enkätfrågor, till såväl ledarna som ett urval av gruppens medarbetare, fått svar på frågeställningarna beträffande samverkan och arbetsuppdelningen samt hur kommunikationen fungerar mellan parterna. Svaren från respondenterna ger en samstämmig bild av att det fungerar mycket bra. Denna bild styrks även av den medarbetarundersökning, som utfördes inom organisationen i december 2008. Vi konstaterar att den största skillnaden med delat ledarskap, jämfört med traditionellt ledarskap,är att de är två ledare. I vår undersökta grupp svarade respondenterna att delat ledarskap är en fördel främst för ledarna, då de kan bolla frågor och stötta varandra och att en förutsättning för att lyckas är just att samverkan mellan ledarna fungerar, vilket vi fått indikationer på att det gör i vår undersökta grupp. Farhågan att det delade ledarskapet skulle uppfattas som otydligt har inte besannats. Medarbetarna har delats upp mellan ledarna för utvecklingssamtal etc och alla uppger sig vara nöjda med detta. Ledarna som delar ledarskapet upplever att omgivningen är nyfikna på det delade ledarskapet och ser många fördelar i det. Vi tror att det delade ledarskapet kommer att öka i omfattning då ledarskapet idag är komplext, förändringstakten i samhället har ökat och att då vara ensam ledare sliter. Delad börda är hälften så tung.</p> / <p>The purpose of this study was to examine shared leadership from a management and employee perspective of a government aistration. We wanted answers to how the leaders work together and divide the tasks among themselves and how the employees experience this. We also examined how communication experienced by parties involved. Our method to achieve this have been qualitative with the inductive approach in which we survey questions to both leaders as a selection of group employees, received answers to questions concerning trust and labor division, and how communication works. The responses from the respondents give a coherent picture of that it works very well. This image is also of the employee survey conducted in the organization in December 2008. We note that the biggest difference with shared leadership, compared with traditional leadership is that they are two leaders. In our investigated group of respondents replied that shared leadership is an advantage mainly for leaders, as they can juggle issues and support each other and that a prerequisite for success is that the interaction between the leaders work, which we have received indications that it is in our investigated group. Concern that a divided leadership would be seen as unclear was not true. Employees were split between the leaders of performance review etc and all seem satisfied with this. The leaders who share the leadership experience that environment is curious about the shared leadership and sees many benefits in it. We believe that the shared leadership will grow in scale as the leadership today is complex, the pace of change in society has increased and to be sole leader rips. Shared burden is half as heavy.</p>

Syftet med denna studie har varit att undersöka delat ledarskap ur ett ledar- och medarbetarperspektiv i en statlig verksamhet. Vi önskade få svar på hur ledarna samverkar och delar upp arbetsuppgifterna mellan sig och hur medarbetarna ser på detta. Vi undersökte också hur kommunikationen upplevdes av inblandade parter. Vår metod för att lyckas med detta har varit kvalitativ med induktiv ansats där vi genom enkätfrågor, till såväl ledarna som ett urval av gruppens medarbetare, fått svar på frågeställningarna beträffande samverkan och arbetsuppdelningen samt hur kommunikationen fungerar mellan parterna. Svaren från respondenterna ger en samstämmig bild av att det fungerar mycket bra. Denna bild styrks även av den medarbetarundersökning, som utfördes inom organisationen i december 2008. Vi konstaterar att den största skillnaden med delat ledarskap, jämfört med traditionellt ledarskap,är att de är två ledare. I vår undersökta grupp svarade respondenterna att delat ledarskap är en fördel främst för ledarna, då de kan bolla frågor och stötta varandra och att en förutsättning för att lyckas är just att samverkan mellan ledarna fungerar, vilket vi fått indikationer på att det gör i vår undersökta grupp. Farhågan att det delade ledarskapet skulle uppfattas som otydligt har inte besannats. Medarbetarna har delats upp mellan ledarna för utvecklingssamtal etc och alla uppger sig vara nöjda med detta. Ledarna som delar ledarskapet upplever att omgivningen är nyfikna på det delade ledarskapet och ser många fördelar i det. Vi tror att det delade ledarskapet kommer att öka i omfattning då ledarskapet idag är komplext, förändringstakten i samhället har ökat och att då vara ensam ledare sliter. Delad börda är hälften så tung. / The purpose of this study was to examine shared leadership from a management and employee perspective of a government aistration. We wanted answers to how the leaders work together and divide the tasks among themselves and how the employees experience this. We also examined how communication experienced by parties involved. Our method to achieve this have been qualitative with the inductive approach in which we survey questions to both leaders as a selection of group employees, received answers to questions concerning trust and labor division, and how communication works. The responses from the respondents give a coherent picture of that it works very well. This image is also of the employee survey conducted in the organization in December 2008. We note that the biggest difference with shared leadership, compared with traditional leadership is that they are two leaders. In our investigated group of respondents replied that shared leadership is an advantage mainly for leaders, as they can juggle issues and support each other and that a prerequisite for success is that the interaction between the leaders work, which we have received indications that it is in our investigated group. Concern that a divided leadership would be seen as unclear was not true. Employees were split between the leaders of performance review etc and all seem satisfied with this. The leaders who share the leadership experience that environment is curious about the shared leadership and sees many benefits in it. We believe that the shared leadership will grow in scale as the leadership today is complex, the pace of change in society has increased and to be sole leader rips. Shared burden is half as heavy.

本研究方向在探究臺北市公立幼兒園班級共同領導相關因素之研究。本研究方法為文獻分析法、問卷調查法及訪談法，問卷調查樣本以臺北市公立幼兒園教師為研究對象，共441人，樣本回收353份，回收率達80.05%；樣本可用332份，可用率75.28%。研究工具採用自編之「臺北市公立幼兒園班級共同領導調查問卷」。本研究統計方法為描述性統計、t考驗、單因子變異數分析、皮爾森積差相關分析、多元逐步迴歸分析等方法進行深入分析探討。最後，依研究結果進行討論與結論建議。研究主要發現如下： 一、班級共同領導與班級共同教學內涵及其現況： 班級共同領導包括形塑目標、實施協作及班級共同教學；依序為實施協作88.3分、形塑目標87.9分、班級共同教學86分，其中以實施協作獲得分最高。 二、不同背景變項在班級共同領導之差異情形： 研究發現在性別、服務年資、園所所在地區有顯著差異，年齡、最高學歷、園所班級數沒有顯著差異。 三、班級共同領導之相關情形： 班級共同領導與班級共同教學間，呈顯著的高度正相關，班級共同教學各分向度中，以共同討論幼兒的事情，與班級共同領導之相關程度最高。 四、班級共同領導的預測情形： 達成班級共同領導四個預測變項，對整體班級共同教學，具有顯著的預測力。 / The main purpose of this research is to study in the classroom co-leadership relevant factors of public kindergarten in Taipei. The research methods used was literature review, questionnaires investigation, and interview. The research instrument was distributed to 441 kindergarten teachers in Taipei City and 332 valid samples were used in this study.The data obtained was interpreted by using descriptive statistics, t-test, one-way ANOVA, Scheffé posteriori comparison, Pearson’s product-moment correlation and Multiple Regression.This study finds reaches the following results： A. In the aspect of classroom co-leadership: 1. The teacher classroom co-leadership include : (1)Shape classes of common goal. (2)Implementation of the collaborative. (3)Classroom co-teaching. The perception of teachers were above average agreement of the three parts. For teachers, the best dimension is “Implementation of the collaborative” 2. Teachers’ sexual, years of service and location of school have significant influences on the teacher’s class co-leadership. But teachers’ age、highest educational degree and class number not have any significant influences. B.In the aspect of relationships among class co-leadership and classroom co-teaching: 1. There was positive correlation and regression existed among class co-leadership behavior and Reach classroom co-leadership. In the last part, the researcher, based on the findings, proposes some suggestions for the education authorities and the kindergarten teachers, and the future researchers, hoping to benefit the development of kindergarten education in the future.

Bemanningsbranschen är en växande bransch som präglas av en speciell trepartsrelation mellan konsultchef, kund och konsult. Inom denna trepartsrelation formas ett samledarskap mellan konsultchef och kund som tillsammans har ett delat ansvar över en eller flera konsulter. Syftet med denna studie är att förklara samledarskapet inom bemanningsbranschen i Jönköping. Vidare syftar studien till att undersöka samledarskapets konsekvenser i förhållande till relationen mellan kund och konsult. Uppsatsen är en kvalitativ fallstudie som utgår från en induktiv ansats. Studiens datainsamling grundas i semistrukturerade intervjuer med konsultchefer som arbetar på bemanningsföretag i Jönköping. Bidraget är således intressant eftersom den skildrar konsultchefers personliga erfarenheter. Genom studien har det identifierats teman och förhållningssätt som är nödvändiga för ett fungerande samledarskap. Identifierade teman har genererats genom tematisering i form av kodningsarbete där återkommande begrepp och uppfattningar har kategoriserats för att slutligen presentera ett sammanfattat resultat. De teman som diskuteras är samledarskapet mellan konsultchef och kund, anpassad stöttning, anpassning till kund, situationsanpassat ledarskap, situationsanpassad kommunikation samt kommunicerade förväntningar. Även konsekvenserna av samledarskapet i förhållande till relationen mellan kund och konsult diskuteras genom situationsanpassad ansvarsfördelning, förtroende i förhållande till relationen med kund samt engagemang i förhållande till relationen med konsult. Sammanfattningsvis mynnar det ut i att konsultchefers samledarskap präglas av situationsanpassning och kundens dikterande villkor i relationen. Konsekvenserna av samledarskapet i förhållande till relationen mellan kund och konsult blir förtroende i förhållande till kund och engagemang i förhållande till konsult. / The staffing industry is a growing line of business characterized by a special trilateral relationship between the consultant manager, the client and consultant. Within this trilateral relationship a co-leadership is formed between the consultant manager and the client whom exercise a shared responsibility for one or several consultants. The purpose of this study is to explain the co-leadership in the staffing industry in Jönköping. Furthermore, this study aims to examine the consequences of co-leadership in terms of the relationship to the client and consultant. The thesis is based on a qualitative case study based on an inductive approach. The data collection of the study is built on the form of semi-structured interviews with consultant managers working in the staffing industry in Jönköping. Thus, the contribution is interesting since it portrays consultant managers personal experiences. The study has identified themes that are necessary for a functioning co-leadership. Themes have been generated through thematization in form of coding work where recurrent concepts and perceptions have been categorized to finally present a summarized result. Topics discussed include co-leadership between the consultant manager and the client, customized support, customization for the client, situation-based leadership, situational communication as well as communicated expectations. The consequences of co-leadership in terms of the relationship between the customer and consultant are also discussed through situation-based division of responsibilities, trust in the relationship with the client as well as commitment in relationship with the consultant. In summary, consultant managers co-leadership is characterized by situation adaptation and the client's dictating conditions in the relationship. The consequences of co-leadership are trust in relation to the client and commitment in relation to the consultant.

Kvalitetskultur är en del av organisationens kultur och en viktig del av att upprätthålla eller förändra en kultur är ledarskapet. I skolorganisationer finns många krav på verksamhetens innehåll och kvalitet i form av lagar och styrdokument. Arbetet med systematiskt kvalitetsarbete ska innefatta lärare, övrig personal, elever och vårdnadshavare. Den som är ytterst ansvarig för arbetet på enhetsnivå är skolans rektor. En statlig utredning publicerad 2021 beskriver den komplexa verksamhet som ett ändamålsenligt skolbibliotek bör vara. I utredningen betonas vikten av rektors ledarskap för att skolbiblioteket ska kunna vara en del av undervisningen samt att skolbibliotekens kvalitet skall vara hög. Syftet med studien är att undersöka vilka bakomliggande värderingar som är gynnsamma för skolbibliotekets kvalitetsarbete. Vad som kännetecknar organisationskulturen hos framgångsrika skolbibliotek samt hur dessa leds och organiseras. Undersökningen är utformad genom kvalitativ metod. Samt har en abduktiv ansats. Empiri samlades in i forma av 10 semistrukturerade intervjuer. Resultatet visade att även om det inte finns ett uttalat arbete med offensiv kvalitetsutveckling i de undersökta skolbiblioteksverksamheterna återfinns beteenden kopplat till värderingar för kvalitetskultur. Utöver dessa framträder ett medledarskap vilande på kompetens och delaktighet. Synen på ledarskap blir inte enbart en individ utan en kollektiv process som kräver både ledare, följare och meningsskapande sammanhang. Arbetet med skolbiblioteksverksamheten blir en tydlig del av skolans utveckling. Den gemensamma utgångspunkten för såväl rektor som skolbibliotekarie blir det lokalt utformade styrdokumentet. / Quality culture is part of the organizational culture and an important part of maintaining or changing an organizational culture is the leadership. In school organizations there are many demands on the content and quality of the activities in terms of laws and governing documents. The systematic quality work must include teachers, other employees, students and their guardians. The person ultimately responsible for the work at the school unit is the school's principal. A state surevey published in 2021 describes the complex function that an effective school library should have. The state survey emphasizes the importance of the principal's leadership in order for the school library to be part of the teaching and that the quality of the school library must be high. The purpose of this the survey is to explore which underlying values are favorable for the school library's quality work. What characterizes the organizational culture of successful school libraries and in what way are they managed and organized. This survey is designed through a qualitative method and has an abductive approach. Empirical data was collected through ten semi-structured interviews. The results showed that even if there is no pronounced work with total quality management in the school libraries inlcuded in this survey, quality culture values are found. In addition to these, a co-leadership based on competence and participation appears. The meaning of leadership becomes an individual and a collective process that requires both leaders, followers and meaning-making context. The work with the school library becomes a clear part of the school's development. The starting point for both the principal and the school librarian is the action plan which is locally designed for the school library. / <p>2022-11-08</p>

Knowledge management (KM) has been cited as a strategic asset and a source of competitive advantage for organisations. While the issues of KM have been widely discussed by many researchers, there is a paucity of studies pertaining to the role of KM in enhancing organisational performance, especially in the banking sector. The focus of this research was to investigate the role of KM in enhancing organisational performance in selected banks of South Africa. The objective was to find out how knowledge was identified, captured, organised and retained in order to enhance performance of the banks. There is uncertainty about whether the use of KM could partly solve the banks‟ approaches to improving their quality of service to their communities in the modern information environment. Though KM has been implemented in commercial and business environments towards operational advantages and financial gains, KM survival principles and tools might help South African banks improve performance and fulfil their mandate. Knowledge, when properly managed, can significantly enhance an organisation‟s performance. The research design that was used in this study was an embedded case study design. Quantitative data were collected from a sample of middle level managers with the aid of a survey whilst interviews and document analysis were used to collect qualitative data. The findings of this study indicated that KM concepts were not universally understood at selected banks. The findings showed that collaboration between banks and the communities in creating a meaningful and relevant knowledge environment was essential for the survival of organisations. The banking industry practices were not deliberately based on KM but the study established that they were amenable to KM practices. The recommendation was to perform a knowledge inventory which could help develop appropriate institution-wide policies and practices for proper and well-organised methods of integrating work processes, collaborating and sharing (including the efficient use of knowledge technology platforms), and developing an enabling institutional culture. / Psychology / Ph. D. (Consulting Psychology)

Knowledge management (KM) has been cited as a strategic asset and a source of competitive advantage for organisations. While the issues of KM have been widely discussed by many researchers, there is a paucity of studies pertaining to the role of KM in enhancing organisational performance, especially in the banking sector. The focus of this research was to investigate the role of KM in enhancing organisational performance in selected banks of South Africa. The objective was to find out how knowledge was identified, captured, organised and retained in order to enhance performance of the banks. There is uncertainty about whether the use of KM could partly solve the banks‟ approaches to improving their quality of service to their communities in the modern information environment. Though KM has been implemented in commercial and business environments towards operational advantages and financial gains, KM survival principles and tools might help South African banks improve performance and fulfil their mandate. Knowledge, when properly managed, can significantly enhance an organisation‟s performance. The research design that was used in this study was an embedded case study design. Quantitative data were collected from a sample of middle level managers with the aid of a survey whilst interviews and document analysis were used to collect qualitative data. The findings of this study indicated that KM concepts were not universally understood at selected banks. The findings showed that collaboration between banks and the communities in creating a meaningful and relevant knowledge environment was essential for the survival of organisations. The banking industry practices were not deliberately based on KM but the study established that they were amenable to KM practices. The recommendation was to perform a knowledge inventory which could help develop appropriate institution-wide policies and practices for proper and well-organised methods of integrating work processes, collaborating and sharing (including the efficient use of knowledge technology platforms), and developing an enabling institutional culture. / Psychology / Ph. D. (Consulting Psychology)