Utvecklingen som präglat samhället har lett till att verksamheter anpassar sina strategier, för att hantera de förändrade arbetsvillkoren.  I och med  att samhället ständigt förändras, förändras också arbetsrutiner samt arbetssätten. Det som  tidigare  inte var vanligt är numera vanligt, chefen kliver åt sidan då det finns andra verktyg som kan ersätta chefen. Studiens syfte är att undersöka anställdas självledarskapsstrategier men även chefens påverka på de anställdas vardagliga arbeten. Därmed uppnår studien en djupare förståelse för självledarskap för att sedan se om dagens arbetsmarknad är redo att applicera teorin till verkligheten utifrån anställdas perspektiv. Två forskningsfrågor presenteras i studien för att kunna nå fullheten av självledarskap samt empowerment. Studien uppfyller sitt syfte genom att följa en kvalitativ forskningsmetod med en abduktiv ansats. Studiens empiri har samlats in genom 12 semistrukturerade intervjuer. Utifrån de djupgående intervjuer med anställda har viktig information kunnat sammanställas för att analyseras och tolkas. Det har även ökat förståelsen för självledarskap utifrån de anställdas perspektiv.    Resultatet som studien har kommit fram till är att anställda följer beteendefokuserade strategier och chefen påverkar anställdas arbete till en viss grad, då en chef behövs för att vara motiverande, bidra med konstruktiv feedback och administrera. Även om några respondenter uttryckte att chefens närvaro inte är viktig, kan det konstateras att chefen behövs för att arbetet ska fungera. Genom studien har även slutsatsen kunnat dras att den svenska arbetsmarknaden bör applicera självledarskap i praktiken för att kunna uppnå bättre resultat och större engagemang hos de anställda. / The thesis of the study is to examine employees´ self-leadership strategies, and the manager's influence on the employees' everyday work. This study achieves a deeper understanding of self-leadership to then see if today's companies in Sweden are ready to apply the theory to reality, throughout the perspective of employees. Two research questions are presented in the study to achieve the understanding of self-leadership and empowerment. The study fulfills its purpose by following a qualitative research method with an abductive approach. The empirical study has been collected through 12 semi-structured interviews.   The result that the study has come to is that employees follow behavior-focused strategies, and managers influence  employees' everyday work  to a certain degree. Through the study, it has also been possible to draw the conclusion that the Swedish companies should apply self-leadership to achieve better results and greater commitment among employees.

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Problemformulering: Självledarskap definieras som en individs förmåga att påverka sitt beteende för att uppnå sina mål. Detta koncept har blivit alltmer relevant i takt med att organisationer övergår från traditionella hierarkiska strukturer till mer flexibla och självstyrda arbetssätt. Syftet: Utifrån olika perspektiv (chef & medgrundares-, anställdas- och ledarskapscoachs perspektiv), öka förståelse för hur tillämpningen av självledarskap som ledningsstrategi uppfattas i en organisation. Metod: En kvalitativ forskningsansats användes, där fem semistrukturerade intervjuer genomfördes för att samla insikter från deltagare i kunskapsintensiva företag i Sverige. Denna metod gav en djup förståelse för individuella upplevelser och uppfattningar relaterade till självledarskap. Slutsats: Studien visar att självledarskap som ledningsstrategi erbjuder både möjligheter och hinder för organisationer. De viktigaste resultaten antyder att självledarskap främjar ökat ansvar och autonomi bland medarbetarna, vilket bidrar till ökad motivation och arbetstillfredsställelse. Samtidigt innebär självledarskap utmaningar som ökade krav på självdisciplin, risken för otydlighet i mål och riktning. Effektiva strategier för självledarskap inkluderar självmålsättning, självbelöning och att förstå arbetsuppgifternas syfte, medan självbestraffning är mindre populära. / Problem Statement: Self-leadership is defined as an individual's ability to influence their behavior and goals. This concept has become increasingly relevant as organizations transition from traditional hierarchical structures to more flexible and self-directed work environments. Purpose: From various perspectives (including those of managers and co-founders, employees, and leadership coaches), this study aims to enhance the understanding of how the applicationof self-leadership as a management strategy is perceived within an organization. Methodology: A qualitative research approach was employed, involving five semi-structured interviews to gather in-depth insights from participants in knowledge-intensive companies in Sweden. This method provided a deep understanding of individual experiences and perceptions related to self-leadership. Conclusion: The study demonstrates that self-leadership as a management strategy offers both opportunities and challenges for organizations. The key findings suggest that self-leadership fosters increased responsibility and autonomy among employees, contributing to enhanced motivation and job satisfaction. However, self-leadership also presents challenges such as increased demands for self-discipline and the risk of ambiguity in goals and direction. Effective self-leadership strategies include self-goal setting, self-reward, and understanding the purpose of tasks, while self-punishment is less favored.

Research suggests that 70% of North American employees are disengaged in the workplace. Some small retail managers lack strategies for engaging employees. Using the employee engagement framework, the purpose of this descriptive case study was to explore successful strategies that small retail managers use to engage employees. The target population was small retail leaders, purposefully selected because of their success with engaging employees at an Orlando, Florida, company. Data collection was through face-to-face interviews with 5 leaders; and a review of archived organizational documents, including company memorandums, central email software, and online customer reviews through social media websites such as Google, Yelp, and Facebook posts. Data were analyzed using inductive coding of phrases and words from participant interviews, whereas secondary data were collected from participant memorandums, the company website, central email software, and online social media posts supporting the theme interpretation through methodological triangulation. The findings on these Orlando leaders revealed that supportive leaders improved employee engagement, direct communication improved employee engagement, and training improved employee performance. Improving employee engagement contributes to social change because small retail managers can use the findings to improve employee engagement through the implementation of effective strategies, direct communication, and training initiatives.

The nursing shortage and high turnover rates are a problem in Canada and the world over. The purpose of this single case study was to explore leadership strategies that nurse leaders in specialty care clinics in Canada use to reduce nurse turnover. The participants were 7 nurse leaders from a single organization with specialty care clinics across Canada who all had above average nurse retention rates when compared to the case organization's average nurse retention rate. The authentic leadership theory was the conceptual framework. Data sources for this study were company documents, participants' semistructured interview responses, member checking of the interviews, and reflexive journal notes. Methodological triangulation was used to enhance validity. Data were analyzed using Yin's 5-step approach to qualitative data analysis. Data analysis yielded 4 categories of strategy themes for reducing nurse turnover: moral perspective, self-awareness, relational transparency, and balanced processing. The results of this study have the potential for positive social change in specialty care by providing senior leadership and nurse leaders of specialty care clinics with strategies that can contribute to nurse-retention initiatives. The availability of more nurses might improve the outcomes of patients who depend on these clinics for their regular infusion of specialty medicines to treat their critical illnesses, such as cancer or rare genetic diseases, where delay in treatment due to the unavailability of nurses can result in adverse consequences for patient care.

Many U.S. organizations fail to retain Millennials for longer than 3 years. The purpose of this case study was to explore the strategies and methods leaders have used to retain Millennial employees within a small business in the Washington, DC, metropolitan area. The leaders of this small business have retained their Millennial employees for the last 3 years. The conceptual frameworks for the study were Bass's transformational leadership theory and von Bertalanffy's general systems theory. Data were collected from semistructured interviews with 4 participant leaders with a successful record of retaining Millennials. In addition, company documents including policies, training records, company website, and peer-reviewed journals were gathered to supplement the semistructured interviews. All data were analyzed using the modified van Kaam method. The findings revealed that these 4 leaders employed specific strategies for career growth opportunities, communication plans, organizational level community involvement, high compensation packages, high functioning and fun culture, regular feedback meetings, training opportunities, and respect for opinions to solve the low retention rate among Millennials within an organization. The leaders also reported 3 methods that they employed to retain Millennials were maintaining open lines of communication, establishing positive relationships with management, and providing targeted training throughout the employees' tenure. Social change implications include organizational leaders increasing retention rates of Millennial employees by enhancing employee motivation and improving relationships. Results may benefit organizations by reducing turnover costs.

Organizational change is necessary for businesses to survive and prosper. One of the main reasons organizational change is unsuccessful is the inadequate leadership style used by business leaders. The purpose of this multiple case study was to explore leadership strategies business leaders used to manage change. The target population comprised a purposeful sample of 15 business leaders from various businesses located in the metropolitan area of Southern California. The conceptual framework for this study was the transformational leadership theory, which holds that leaders can use inspiration and motivation to inspire employees, especially during times of organizational change. A pilot study confirmed that all research questions were relevant to the research topic. Data were collected through face-to-face semistructured interviews and company document reviews. Data analysis included identifying relevant themes using a thematic approach to pinpoint, record, and examine patterns. Data were compared during each phase of the data collection process, revealing themes of managing employee's needs, mentoring/training programs, motivation, influence, and communication. Member checking was used to validate themes and strengthen the trustworthiness of the interpretations. The results from this study may assist business leaders in facilitating organizational change. The implications for positive social change include the potential to contribute to job growth and employee prosperity in local communities.

Poor employee performance has a negative effect on business profitability. Some telecommunications executives lack strategies to improve supervisors' performance. The purpose of this single case study was to explore the leadership strategies telecommunications executives use to improve supervisors' performance. Utilizing the behavior engineering model, data consisted of semistructured interviews with 10 purposefully selected telecommunications executives in the Dutch Caribbean island of St. Maarten who have successfully improved supervisors' performance. Five themes emerged from the thematic analysis of interview data and business archived performance reports: need for implementing communication and team activities; need for providing bonuses, incentives, and rewards; adopting goal setting and performance appraisals; promoting training; and the required autonomy to work. All the telecommunications executives used communication, meetings, team activities and bonuses, incentives, and rewards as strategies for improving supervisors' performance. Eighty percent of the participants used goal setting and performance appraisal and training while 60% of the respondents used autonomy to do work as strategies for improving supervisors' performance. The findings from this study might contribute to social change by providing telecommunications executives with more knowledge to achieve business sustainability. With improved business performance, telecommunications executives will provide job opportunities to the people in the local community and support community leaders with provision of social amenities. The local community will adopt technology to enhance their quality of life.

Leaders in some narcotics treatment programs struggle with change development and implementation. The objective of this single-case study was to explore strategies used by leaders in a narcotics treatment program to develop and implement organizational change initiatives successfully. Participants included 4 leaders who had developed and implemented successful change initiatives repeatedly for more than 10 years in a narcotics treatment program in the southeastern United States. Bertalanffy's general systems theory was the basis for the conceptual framework. Data collection included semistructured interviews of leaders of a narcotics treatment program and collection of archival data, such as reports relating to strategic planning, core value analysis, and risk assessments. Data analysis, using qualitative analysis software revealed 3 themes: communication, education through research, and resistance. The identified themes aligned with the conceptual framework, as the themes work together as a unit. Recommendations for action include further research for the application of social media in the treatment of patients. Leaders of narcotics treatment programs may use the findings to improve the success of social change development and implementation. Successful social change within these programs could result in the betterment of community relations and an increase in productive members of society who contribute to the economic health of the community.

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