<p>Denna kvalitativa studie undersöker ledarskapsfaktorer hos räddningschefer och kommunalråd i svenska kommuner som varit med om betydelsefulla krissituationer. Intervjudata ifrån två tidigare studier användes. Räddningschefer representerade det direkta ledarskapet medan kommunalråden representerade det indirekta ledarskapet. Analysen genomfördes huvudsakligen enligt Grounded Theory. Två dimensioner identifierades. Den kronologiska dimensionen bestod av faktorer före, under och efter själva krishändelsen. Organisations-dimensionen bestod av faktorer inom den intervjuades egen organisation, utanför den egna organisationen och mellan organisationer. Den senare dimensionen kunde förklaras av att båda ledargrupperna klassificerats som exekutivt ledarskap. Överlag ansåg båda yrkesgrupperna att informationsflöde och samverkan var problematiska faktorer. Yrkesgrupperna var inte matchade på viktiga variabler vilket försvårade analys av skillnaden mellan det indirekta och direkta ledarskapet.</p> / <p>This qualitative thesis studies leadership factors in rescue commanders and mayors in Swedish municipalities that have been affected by important crisis situations. Interview data from two earlier studies was used. Rescue commanders represented the direct leadership while the mayors represented the indirect leadership. The analysis was mainly carried out according to Grounded Theory. Two dimensions was identified. The chronological dimension contained factors before, during and after the crisis event. The organisation dimension contained factors within the interviewee’s own organisation, outside the own organisation and between organisations. The later dimension could be explained by attributing the qualities of executive leadership to both of the groups. Both groups did find information flow and cooperation to be problematic factors overall. The groups weren’t matched on important variables which made analysis of differences in the direct and indirect leadership difficult.</p>

Denna kvalitativa studie undersöker ledarskapsfaktorer hos räddningschefer och kommunalråd i svenska kommuner som varit med om betydelsefulla krissituationer. Intervjudata ifrån två tidigare studier användes. Räddningschefer representerade det direkta ledarskapet medan kommunalråden representerade det indirekta ledarskapet. Analysen genomfördes huvudsakligen enligt Grounded Theory. Två dimensioner identifierades. Den kronologiska dimensionen bestod av faktorer före, under och efter själva krishändelsen. Organisations-dimensionen bestod av faktorer inom den intervjuades egen organisation, utanför den egna organisationen och mellan organisationer. Den senare dimensionen kunde förklaras av att båda ledargrupperna klassificerats som exekutivt ledarskap. Överlag ansåg båda yrkesgrupperna att informationsflöde och samverkan var problematiska faktorer. Yrkesgrupperna var inte matchade på viktiga variabler vilket försvårade analys av skillnaden mellan det indirekta och direkta ledarskapet. / This qualitative thesis studies leadership factors in rescue commanders and mayors in Swedish municipalities that have been affected by important crisis situations. Interview data from two earlier studies was used. Rescue commanders represented the direct leadership while the mayors represented the indirect leadership. The analysis was mainly carried out according to Grounded Theory. Two dimensions was identified. The chronological dimension contained factors before, during and after the crisis event. The organisation dimension contained factors within the interviewee’s own organisation, outside the own organisation and between organisations. The later dimension could be explained by attributing the qualities of executive leadership to both of the groups. Both groups did find information flow and cooperation to be problematic factors overall. The groups weren’t matched on important variables which made analysis of differences in the direct and indirect leadership difficult.

<p>Den här uppsatsen har syftat till att redogöra vilka teorier som presenteras i studielitteraturen för direkt ledarskap i Försvarsmakten och U.S. Army. Uppsatsen har vidare syftat till att redogöra för skillnader och likheter i hur dessa teorier presenteras. Slutligen har syftet varit att visa hur detta påverkar ledare och soldater i praktiken.</p><p>För att genomföra arbetet har litteraturstudier med kvalitativ metod använts. För att visa på ovan nämnda likheter och skillnader har komparation använts.</p><p>Först har fem mätpunkter ställts upp och redogjorts för. Därefter har dessa jämförts och ett resultat har påvisats.</p><p>Resultatet som påvisats är att den jämförda litteraturen har samma ambition med vilken ledarstil som förespråkas samt hur denna beskrivs. Emellertid skiljer sig böckerna åt på ett flertal punkter såsom språkbruk, pedagogisk utformning, vetenskaplighet och användarvänlighet.</p><p>Vidare har konstaterats att ovanstående skillnader troligen påverkar hur ledaren tänker och agerar kring sitt ledarskap vilket förmodligen också påverkar underställda. </p> / <p>The purpose of this study is firstly, to describe the differences and similarities between theories presented in literature on leadership used by the Swedish Armed Forces and the U.S. Army. Secondly, to describe differences and similarities regarding how those theories have been presented in the literature. The final purpose is to find out how this can affect leaders and soldiers in real life.</p><p>To achieve the purposes described above, both a Swedish and an American book have been studied and then compared.</p><p>The comparison is based on five criteria which have been described and then compared and then conclusions have been drawn.</p><p>The result of this study shows that both the Swedish and the American literature focus on Transformational Leadership Style. This style is described in the same way in both books. However differences have been found between the books, which are the use of language, a pedagogical design, a scientific starting point and a user friendliness.</p><p>Finally, the result of the study indicates that the differences mentioned above affect the way a leader acts and looks upon his/her leadership (style) which in its turn influences the relationship between a leader and his/her subordinates.</p>

Den här uppsatsen har syftat till att redogöra vilka teorier som presenteras i studielitteraturen för direkt ledarskap i Försvarsmakten och U.S. Army. Uppsatsen har vidare syftat till att redogöra för skillnader och likheter i hur dessa teorier presenteras. Slutligen har syftet varit att visa hur detta påverkar ledare och soldater i praktiken. För att genomföra arbetet har litteraturstudier med kvalitativ metod använts. För att visa på ovan nämnda likheter och skillnader har komparation använts. Först har fem mätpunkter ställts upp och redogjorts för. Därefter har dessa jämförts och ett resultat har påvisats. Resultatet som påvisats är att den jämförda litteraturen har samma ambition med vilken ledarstil som förespråkas samt hur denna beskrivs. Emellertid skiljer sig böckerna åt på ett flertal punkter såsom språkbruk, pedagogisk utformning, vetenskaplighet och användarvänlighet. Vidare har konstaterats att ovanstående skillnader troligen påverkar hur ledaren tänker och agerar kring sitt ledarskap vilket förmodligen också påverkar underställda. / The purpose of this study is firstly, to describe the differences and similarities between theories presented in literature on leadership used by the Swedish Armed Forces and the U.S. Army. Secondly, to describe differences and similarities regarding how those theories have been presented in the literature. The final purpose is to find out how this can affect leaders and soldiers in real life. To achieve the purposes described above, both a Swedish and an American book have been studied and then compared. The comparison is based on five criteria which have been described and then compared and then conclusions have been drawn. The result of this study shows that both the Swedish and the American literature focus on Transformational Leadership Style. This style is described in the same way in both books. However differences have been found between the books, which are the use of language, a pedagogical design, a scientific starting point and a user friendliness. Finally, the result of the study indicates that the differences mentioned above affect the way a leader acts and looks upon his/her leadership (style) which in its turn influences the relationship between a leader and his/her subordinates.

Increasing and maintaining customer loyalty has been shown to enhance service firm profitability. This research focuses on the antecedents of customer loyalty in a large national North American banking organisation, in particular the relationship between employee loyalty and customer loyalty, and further within the organisation, the antecedents of the employee loyalty-customer loyalty relationship. Thus the current research investigates the chain of events from managerial actions to customer loyalty with the aim of identifying relevant managerial practices and their influences within the organisation that lead to customer loyalty. The research provides tangible evidence supporting the importance of providing organisational resources to increase employee loyalty as a means of increasing customer loyalty in service organisations. To achieve this goal, the study suggests that a comprehensive set of managerial practices will enhance an organisation's service climate, foster positive employee attitudes and behaviours in relation to service provision, that impact on employee loyalty, service quality, and ultimately customer loyalty. These practices include support provided by senior leadership, the provision of resources that facilitate effective work practices, a positive management orientation on customers, and the use of employee evaluation and remuneration based on service-oriented behaviours and attitudes. By instituting these managerial practices, management can increase employee perceptions of self-efficacy, employees' beliefs in the abilities to perform well in their jobs, increase employee satisfaction, which in turn drive employee loyalty. These managerial practices also enhance the favourable nature of the organisation's service climate so that customer perceptions of service quality are likely to be more positive. Overall the study provides evidence to support the existence of a chain of events from managerial actions to employee and customer loyalty intentions. Evidence also exists to support the relationship between employee loyalty and customer loyalty, so that higher levels of loyalty within service a service organisation can potentially lead to higher levels of customer loyalty. The implications of the research are that management within service organisations can impact customer loyalty by focussing directly on service delivery issues and by providing a favourable service climate. Managers can also influence employee beliefs about their abilities to do their jobs and the level of satisfaction employees have within those organisational roles. The study also suggests that a service organisation's service climate is an important mechanism by which management can communicate to both employees and customers that a customer orientation is a primary managerial imperative. Finally, the study provides valuable insight into the processes by which employees perceive managerial orientation and support, and how those perceptions influence customer perceptions of service quality and impact on their loyalty intentions towards service organisations.