Due to globalisation and resulting work mobility, organisations are forced to compete for talented people. As a result organisations are starting to realise the importance of their human capital, human capital is viewed as the greatest contributor to organisational success. This is evident through the war for talent throughout the world. All organisations are fighting to have the best people as it is believed that talented people add value to the bottom line of the business and give the business a competitive edge. In an attempt to retain talented people, the needs and expectations of these people must be taken seriously. The main research objective of the study was to investigate leadership expectations (what employees expect from their leaders), to what extent their expectations are met and the impact of these leadership expectations on work engagement and intention to leave. In the study, both qualitative and quantitative research methods were utilised to achieve the objectives. Focus groups in each department of the factory were utilised to gather information on what employees expect from their leaders. Employees were interviewed and open ended questions were utilised to give employees an opportunity to express themselves. The information gathered from the focus groups was utilised to design a new leadership expectations checklist. The aim of this checklist is to measure leadership expectations and the extent to which those expectations are met. A total sample of 156 (n =156) employees took part in the research. The result of the study indicated that employees consider the following expectations as important: Relationship with supervisor (ranked as first); Appreciation of good work and Regular feedback (both ranked second); Support from supervisor (ranked third); 2 Communication (ranked fourth) ; Studying further (ranked fifth) ; Independence (ranked sixth); and Coaching (ranked seventh). Results further indicate that leadership expectation met does predict engagement, the more the leadership expectations are met the more the engaged the employees become. Regarding turnover there was a negative relationship between leadership expectation and turnover. Recommendation to the organisation and for future research were made. / MA, Industrial Psychology, North-West University, Vaal Triangle Campus, 2011

Due to globalisation and resulting work mobility, organisations are forced to compete for talented people. As a result organisations are starting to realise the importance of their human capital, human capital is viewed as the greatest contributor to organisational success. This is evident through the war for talent throughout the world. All organisations are fighting to have the best people as it is believed that talented people add value to the bottom line of the business and give the business a competitive edge. In an attempt to retain talented people, the needs and expectations of these people must be taken seriously. The main research objective of the study was to investigate leadership expectations (what employees expect from their leaders), to what extent their expectations are met and the impact of these leadership expectations on work engagement and intention to leave. In the study, both qualitative and quantitative research methods were utilised to achieve the objectives. Focus groups in each department of the factory were utilised to gather information on what employees expect from their leaders. Employees were interviewed and open ended questions were utilised to give employees an opportunity to express themselves. The information gathered from the focus groups was utilised to design a new leadership expectations checklist. The aim of this checklist is to measure leadership expectations and the extent to which those expectations are met. A total sample of 156 (n =156) employees took part in the research. The result of the study indicated that employees consider the following expectations as important: Relationship with supervisor (ranked as first); Appreciation of good work and Regular feedback (both ranked second); Support from supervisor (ranked third); 2 Communication (ranked fourth) ; Studying further (ranked fifth) ; Independence (ranked sixth); and Coaching (ranked seventh). Results further indicate that leadership expectation met does predict engagement, the more the leadership expectations are met the more the engaged the employees become. Regarding turnover there was a negative relationship between leadership expectation and turnover. Recommendation to the organisation and for future research were made. / MA, Industrial Psychology, North-West University, Vaal Triangle Campus, 2011

I samband med Covid-19-pandemin tilldelades Tillväxtverket uppdraget att ansvara för fördelningen av ekonomiskt stöd för korttidsarbete. Korttidsarbete (även kallat korttidspermittering) kan användas när företag drabbas av tillfälliga ekonomiska problem till följd av att något oväntat händer. Syftet med undersökningen har varit att utforska hur den extraordinära kontexten som Tillväxtverkets upprättade organisation verkat i har påverkat respondenternas ledarskapsförväntningar. En kvalitativ metod med semistrukturerade intervjuer och tematisk analys tillämpades som metodologiskt angreppssätt för studien. Undersökningen består av totalt tolv deltagare, varav hälften gruppchefer (se; ledare) och hälften handläggare (se; följare). Den tematiska analysen genererade tre teman, komplexitet, ledarstilar och den organisatoriska strukturen. Faktorer ur den extraordinära kontexten som identifierats påverkat respondenternas förväntningar gällande komplexitet var resursbrister avseende personal och systemstöd, och osäkerhet kring uppdragets uppskattade tidsomfång. Även externa beslutsfattare såsom riksdag och regering samt det stora inflödet av nyutexaminerade anställda utan tidigare relevant arbetserfarenhet har illustrerats i temat. Det andra urskilda temat var ledarstilar, varav fokus på behovsmallar och att etablera en personlig relation mellan ledare och följare igenkänts. Likaså engagemang för att skapa en stark sammanhållning för att säkra en god arbetsmiljö samt uppföljning och feedback utmärker sig ha påverkat respondenternas förväntningar. Det tredje och sista temat berör den organisatoriska strukturen, såsom beslutsfattande i en top-down modell och den interna kommunikationen. Den arbetsrelaterade förståelsen inom organisationen gällande lägesbilder och informationsdelgivning identifierades dito, och avslutningsvis urskiljs förtroendeskifte med ökad tillit till följarna. / During the coronavirus (COVID-19) pandemic, the Swedish Agency for Economic and Regional Growth had responsibility for the distribution of financial support for short-term work allowance, a support being provided to enable employers to retain their personnel during the pending crisis and to be able to quickly get back to full speed again when the situation improves. The purpose of this study has been to explore how the extraordinary context in which the Swedish Agency for Economic and Regional Growth's established organization has operated, and how it has affected the leader expectations within the organization. A qualitative method with semi-structured interviews and thematic analysis has been applied as methodological approach. The survey consists of a total of twelve participants, of which half are group leaders (see; leaders) and half are case officers (see; followers). The thematic analysis generated in three themes, of which complexity was the first identified. Factors from the extraordinary context that were identified affected the surveyed individuals' expectations regarding complexity were lack of resources regarding staff and system support and uncertainty about the assignment's estimated time range. External decision-makers such as the government, as well as the large influx of newly graduated employees without previous relevant work experience, have also been illustrated in the theme. The second distinct theme was leadership styles, of which the focus on needs templates and establishing a personal relationship between leader and follower is recognized. Likewise, the commitment to create a strong cohesion to ensure a good working environment and feedback stand out to have affected the expectations of the individuals surveyed. The third and final theme concerns the organizational structure, such as decision-making in a top-down model and internal communication. The work-related understanding within the organization regarding common operating pictures and information sharing was identified accordingly, and finally, a change of increased trust in the followers.

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