The aim of the study is to develop knowledge about what employees in communication agencies and its customers perceive as central to the relationship. The research questions are: What do communication agencies experience as central to the relationship with customers? and What do customers experience as central in the relationship with communication agencies? Based on Social Exchange Theory (SET), supplemented with Behaviorally Driven Relationship Marketing Theory (BRM), we have investigated what is central in the communication agency– customer. As a basis for achieving our goal, we have in total conducted semi-structured interviews with nine people, six people from a communication agency and three of their customers. We have interviewed employees from both a communication agency and from customers to achieve a more nuanced view of the research problem. In our thematic analysis of our interview transcripts we found the concepts Phases in the Relationship, View of the Relationship, and Cooperation as central aspects. Through these aspects we illustrate the respondents' perceptions of what is central in the relationship. The study's results indicate that the longer the relationship is, the better the cooperation gets, which enables both parts possibilities to achieve desired product. In addition, a crucial part of this seems to be the start up phase and an equal view of the relationship. Furthermore, an ongoing relationship should be characterized with trust, commitment and two-way communication.

Studiens syfte är att utveckla kunskap om medarbetares samt ledares upplevelser av hur relationen mellan medarbetare och ledare påverkar kreativa arbetsprocesser. Som underlag för att närma oss syftet genomförde vi semistrukturerade intervjuer med nio personer, fördelade på två kommunikationsbyråer. Vi har intervjuat både ledare och medarbetare med olika befattning för att få ett brett svarsunderlag. Vi har utgått från det teoretiska ramverket Leader-Member Exchange (LMX) och har genom det perspektivet undersökt relationen mellan ledare och följare och sökt utkristallisera viktiga beståndsdelar i denna. Vi fann begreppen Autonomi, Handlingsutrymme samt Roller och rollfördelning som centrala. Genom dessa begrepp åskådliggör vi respondenternas uppfattningar av ledarskapets påverkan på kreativitet. Studiens resultat visar på att det är viktigt för ledare att ge relevant feedback och visa tillit till sina medarbetare för att främja kreativitet. Vidare bör ledare tillåta medarbetare vara experter inom sitt område genom att tillgodose dem med ett stort handlingsutrymme, inom givna ramar. Medarbetare och ledare har en samsyn om att auktoritära ledare har en negativ effekt på kreativitet då det leder till minskat handlingsutrymme för medarbetare. Ledare kan med fördel även frigöra tid för kreatörers huvudsakliga arbetsuppgifter genom att sköta administrativa uppgifter, vilket kan leda till minskad stress. Samtliga respondenter har överensstämmande upplevelser av att stress hämmar kreativitet. En medarbetare som känner ansvar för en uppgift har större benägenhet att känna lust inför arbetsuppgiften, det har i sin tur visat sig vara viktigt för kreativitet. Lust kan bl.a. ta sig uttryck i att ledare eftersträvar ett öppet arbetsklimat där dialog premieras. Ytterligare en viktig aspekt för kreativitet är respondenternas förhållningssätt till standardiserade processer. Om medarbetare arbetar efter en given mall ges inte upphov till innovativa idéer och får således inte utlopp för sin kreativitet. / The aim of the study is to develop knowledge about employees' and leaders' experiences of how the relationship between employees and leaders affect creativity. As a basis for achieving our goal, we have conducted semi-structured interviews with nine people on two advertising agencies. We have interviewed both managers and employees with different positions to get a broad response base. Based on the Leader-Member Exchange (LMX) theoretical framework, we have investigated the relationship between leaders and followers and sought to crystallize key elements of this. We found the concepts Autonomy, Space of action, and roles and role distribution as central aspects. Through these aspects we illustrate the respondents' perceptions of leadership's influence on creativity. The study's results indicate that it is important for managers to provide relevant feedback and to show faith in their employees to promote creativity. In addition, leaders should allow employees to be experts in their field by providing them with a large amount of latitude, within given limits. Both coworkers and leaders also agree that authoritarian leaders have a negative effect on creativity as it leads to reduced latitude for employees. Furthermore, leaders can advantageously emancipate time for creators' main tasks by managing administrative tasks, which can reduce the level of stress. All respondents have consistent experiences that stress inhibits creativity. A co- worker who is responsible for a task is more likely to feel comfortable with the task, which in turn has proved to be important for creativity. This may include emphasize that leaders seek an open working environment where dialogue is premiered. Another important aspect of creativity is the respondent's approach to standardized processes. If employees work is based on a given form, space is not given for innovative ideas, and employees do not get outlet for their creativity.