The aim of this qualitative study is to understand how first-line managers lead their employees in the implementation of social service legislated value-base for elderly people. We wanted to understand what kind of leadership the managers used and how this leadership is formed by their acting space. Method: For this study is a qualitative method used. Trough semi-structured interviews, with 7 first-line managers, the empirical data were collected. Theory: For the analysis of the empirical data was Kurt Lewin’s three classic leadershipstyles used; the autocracy, the democracy and laissez-faire, and the theoretical concept of acting space. Result: The result of the study showed that the most common leader-style is the democracy style among the first-line managers. In the work with the social service legislated value-base for elderly people it is important to be a present leader that supports and include the employees in this work. However there are situations where the leader has to use an autocracy leader-style. The leadership is shaped by the acting space the first-line manager has. It can be affected by the organizational conditions like resources and the possibility of education for both the managers and the employees.

Thesis (MComm)--Stellenbosch University, 2011. / ENGLISH ABSTRACT: This study stems from an urgent need to understand which factors contribute to nurse practitioners’ intention to quit, and consequently what organisations can do to retain these practitioners. There is increased pressure on the healthcare sector, more specifically nursing, due to a severe shortage in this discipline. These shortages are not an isolated phenomenon, but influence the private as well as public sector worldwide, as well as in South Africa. A multitude of factors contribute to the fact that nursing is a scarce skill worldwide. Some factors are controllable, others not. By isolating the controllable factors, organisations and managers can be equipped to put action plans in place to decrease the impact of this crisis. Processes and action plans to enlarge the nursing pool, and also to retain the current workforce, can contribute to overcoming this challenge. There is proof that the implementation of a structured talent management programme can contribute to overcoming this challenge. Line managers and their competence regarding the management of personnel play a key role in such a talent management programme. This study has as its objective to re-evaluate an existing talent management competency model for line managers, and to propose additional variables that can influence organisational outcomes like job satisfaction, organisational commitment and turnover intention. By understanding which line manager competencies influence organisational outcomes, and the manner in which they influence these outcomes, line managers as well as organisations can be equipped to formulate processes and programmes that can contribute to the retention of a scarce skill, and importantly, also minimise the impact of a worldwide crisis. The results of the study indicated that the operationalisation of the talent management competencies failed. The originally proposed model consequently had to be reduced by deleting all talent management latent variables from the model. Poor model fit was obtained for the reduced model. Modifications were, however, made to the reduced model based on modification index suggestions derived from the data. The modified model showed good fit and support was obtained for all the paths in the modified model. Crossvalidation of the modified model was recommended. / AFRIKAANSE OPSOMMING: Hierdie studie spruit uit ‘n dringende behoefte om te verstaan watter faktore daartoe bydra dat verpleegkundiges die voorneme ontwikkel om ‘n organisasie te verlaat, en gevolglik wat organisasies kan doen om verpleegkundiges wel te behou. Toenemende druk word in die gesondheidsorgsektor ervaar, meer spesifiek op verpleging, weens ernstige tekorte in hierdie dissipline. Hierdie tekorte is nie ‘n geïsoleerde verskynsel nie, maar raak die privaatsektor sowel as die publieke sektor wêreldwyd, sowel as Suid-Afrika. ‘n Veelvoud van faktore dra daartoe by dat verpleegkunde ‘n skaars vaardigheid wêreldwyd is. Sekere faktore is beheerbaar, ander nie. Deur die beheerbare faktore te isoleer, kan organisasies en bestuurders aksieplanne in plek stel om die impak van hierdie krisis te verminder. Prosesse en aksieplanne om byvoorbeeld die verplegingpoel te vergroot, en ook om die huidige werksmag te behou, kan bydra tot die oorbrugging van hierdie uitdaging. Daar is bewyse dat die implementering van ‘n gestruktureerde talentbestuurprogram kan bydra om hierdie uitdaging te oorkom. ‘n Sleutelrol in so ‘n talentbestuurprogram, is die lynbestuurder en sy/haar bevoegdheid ten opsigte van die bestuur van personeel. Hierdie studie het ten doel om ‘n bestaande talentbestuurmodel vir lynbestuurders te her-evalueer en addisionele veranderlikes voor te stel wat organisasie-uitkomste soos werkstevredenheid, organisasie-verbondenheid en voorneme om te bedank beïnvloed. Deur te verstaan watter lynbestuurbevoegdhede organisasie-uitkomste beïnvloed en die wyse waarop hierdie bevoegdhede op hierdie uitkomste inwerk, kan lynbestuurders, sowel as organisasies, toegerus word om prosesse en programme te formuleer. Hierdie programme kan ‘n bydra lewer tot die behoud van ‘n skaars vaardigheid, en sodoende die impak van ‘n wêreldwye krisis minimaliseer. Die resultate van die studie het aangetoon dat die operasionalisering van die talentbestuurbevoegdhede onsuksesvol was. Die oorspronklik voorgestelde model moes gevolglik gereduseer word deur die talentbestuur-latente veranderlikes uit die model te verwyder. Swak modelpassing is vir die gereduseerde model bevind. Wysigings is egter aan die gereduseerde model aangebring gebaseer op modifikasie-indeksvoorstelle afgelei uit die data. Die gewysigde model het goeie passing getoon en steun is vir al die bane in die gewysigde model gevind. Kruisvalidasie van die gewysigde gereduseerde model is aanbeveel.

The purpose of this study was to gain an understanding of how first-line managers in the elderly care experience and manage staff shortages. With the help of six different first-line managers, a qualitative study was conducted by collecting material with the help of interviews. Today, the work of first-line managers is an essential part of social work because they work near a large part of the welfare sector, the elderly care. Other studies show a decrease in care workers, and the forecast indicates that the future looks the same right now. Furthermore, research demonstrates that first-line managers have complex work situations where they balance different administrative tasks with staff responsibility. According to previous research, a significant factor in staff shortages is that elderly care is not an attractive profession enough. The conclusions with this study were that the first line managers experienced that the profession perceived like a low-status profession and not attractive enough to attract staff. Work tasks need to be distributed better, working conditions need to be improved, which include wages and working hours, and education requirements need to be increased to attract people to a more attractive workplace. Another outcome was that there was limited latitude since much of the time is spent on administrative work, which meant that the managers could not spend as much time on the staff as they wish. The first line managers are limited in their work with decisions they cannot influence. The last conclusion is that it needs to create an understanding that everyone has a responsibility in staff shortages, and the change must take place from political level to unit level.

Syftet med studien är att undersöka linjechefers upplevelser av kompetensutveckling i sin yrkesroll. Studien utfördes på en stor global organisation i ett av huvudkontoren i centrala Stockholm. Det empiriska materialet samlades in genom kvalitativa semistrukturerade intervjuer där en tematisk analys tillämpades som analysmetod. Ur resultatet framkom att organisationen tillhandahåller goda möjligheter till kompetensutveckling men att kompetensutvecklingsaktiviteter försummas på grund av tidsbrist. Samtliga linjechefer upplevde att kompetensutveckling snarare sker kontinuerligt i det dagliga arbetet genom arbetsplatslärande. Resultatet visade vidare att ett fåtal linjechefer upplevde icke-formella kompetensutvecklingsaktiviteter som betydelsefulla, där samtliga däremot ansåg digitala utbildningar som minst betydelsefulla. Linjechefernas upplevelser sattes i relation till isbergsmodellen som illustrerar synliga, delvis dolda och dolda aspekter av kompetensutveckling. Det behov av kompetensutveckling som linjecheferna fann i sin roll är att klassrumsutbildningar borde riktas mot deras specifika arbetsområden, men även vara bättre anpassade för organisationens arbetssätt. I rollen som linjechef upplevdes även ett behov av stöd från närmaste chef genom tätare återkoppling. Vidare diskuterades om kompetensutveckling ansågs vara individens eller organisationens ansvar. Slutligen redogjordes det för betydelsen av linjechefernas upplevelser som trädde fram ur det dolda och huruvida kompetensutvecklingen fyller linjechefernas behov i yrkesrollen. / The purpose of the study is to examine line managers’ experiences of competence development in their professional role, within a large global organization in one of the head offices in central Stockholm. The empirical material was collected through qualitative semi-structured interviews where a thematic analysis was used as the method of analysis. The result showed that the organization provides good opportunities for competence development, but that competence development activities are neglected due to lack of time. All line managers’ described competence development as continuous in daily work through workplace learning. The result further showed that a few line managers’ perceive non-formal competence development activities as significant, on the other hand all considered digital education as the least important. The line managers' experiences were understood through the iceberg model that illustrates visible, partially hidden and hidden aspects of competence development. The need for competence development line managers’ perceived in their professional role is that classroom training should be customized to their specific work areas and also better adapted to the organization's working methods. In addition, the line manager’s also perceived a need for support from their immediate manager through closer feedback. Furthermore, it was discussed whether competence development is considered to be the responsibility of the individual or the organization. Finally, the significance of the line managers' experiences that emerged from the hidden and whether the competence development fulfils the needs of the line managers’ in the professional role is explained.

Denna studie syftade till att förstå och bidra med kunskap kring hur personer inom offentliga verksamheter som samordnar, koordinerar eller stöttar den egna eller annan organisations kontinuitetsarbete, upplever vilken påverkan ledare på lägre organisationsnivåer (t.ex. enhets- och avdelningschefer) har vid implementering och upprätthållande av kontinuitetshantering. Vidare har studien även undersökt vilka ledarbeteenden som bidrar respektive hindrar framgångsrik kontinuitetshantering.Genomförande av studien skedde genom en kvalitativ forskningsmetod med semistrukturerade intervjuer och tematisk analys som metodologiskt angreppssätt. Totalt 10 personer som verkar inom kommuner, regioner och myndigheter intervjuades. Studiens resultat visade att första linjens chefer anses ha en viktig roll i kontinuitetsarbetet. Genom att de aktivt tar ansvar för att bedriva kontinuitetsarbetet, tilldelar nödvändiga resurser samt delegerar uppgifter, ges förutsättningar för ett framgångsrikt kontinuitetsarbete. Resultatet påvisar också betydelsen av både relationsrelaterade och uppgiftsrelaterade ledarbeteenden i kontinuitetsarbetet. Studien identifierar i detta sammanhang funktionella och dysfunktionella ledarbeteenden för relation och uppgift samt som bidrar eller hindrar en framgångsrik kontinuitetshantering.Sammantaget bidrar studien med både teoretisk och praktisk kunskap. Resultatet ger stöd för betydelsen av ett transformerande ledarskap för att skapa goda arbetsrelationer men påvisar också betydelsen av ledarstilar som är mer uppgiftsorienterade. Studien lyfter också de negativa effekterna av ett låt-gå och destruktivt ledarskap. Vidare ger studien en beteendeinriktad vägledning till ledare och i synnerhet första linjens chefer för att bidra till en framgångsrik kontinuitetshantering. / This study aimed to understand and contribute with knowledge about how individuals within public organizations that coordinate, manage, or support their own or another organization's continuity work, perceive the role that lower-level leaders (such as unit and department managers) have when working with continuity management. Additionally, the study also examined which leadership behaviours contribute to or hinder successful continuity management.Implementation of the study took place through a qualitative research method with semi-structured interviews and thematic analysis as a methodological approach. A total of 10 people working within municipalities, regions and agencies were interviewed. The study's results showed that first-line managers are considered to have an important role in continuity work. By actively taking responsibility for carrying out the continuity work, assigning the necessary resources and delegating tasks, the conditions for successful continuity work are created. The result also demonstrates the importance of both relationship-related and task-related leadership behaviors in continuity work. In this context, the study identifies functional and dysfunctional leadership behaviors for relationship and task and which contribute to or hinder successful continuity management.Overall, the study contributes with both theoretical and practical knowledge. The results support the importance of transformational leadership in creating good working relationships, but also demonstrate the importance of leadership styles that are more task-oriented. The study also highlights the negative effects of a let-go and destructive leadership. Furthermore, the study provides behavioral guidance to leaders and especially first-line managers to contribute to successful continuity management.

Att verka som första linjens chef i en vård och omsorgsorganisation är en viktig del i leveransen av välfärdstjänster av god kvalité. Införandet av New public management i offentlig sektor har över tid lett till en ökad centralisering på bekostnad av kärnverksamhetens självstyre. Syftet med uppsatsen är att undersöka första linjens chefers upplevelser av balans i sin yrkesroll samt upplevelser av sin position i en vård och omsorgsorganisation. Genom en hermeneutisk intervjustudie av tio erfarna enhetschefers tankar och upplevelser kring sin arbetsinsats och sin arbetssituation inom en vård och omsorgsorganisation. Intervjustudiens resultat visar att enhetschefer påverkas av en rad olika faktorer såsom hanterandet av olika relationer inom ramen för sitt yrke. / Acting as the first-line manager in a care and nursing organization is an important part of the delivery of good quality welfare services. The introduction of New public management in the public sector has over time led to an increased centralization at the expense of the core business's autonomy. The purpose of the thesis is to describe the first-line managers' perceived work situation in a care and nursing organization. Through a hermeneutic interview study of ten experienced unit managers' thoughts and experiences about their work effort and their work situation within a care and nursing organization. The results of the interview study show that unit managers are affected by a number of different factors, such as the handling of different relationships within the framework of their profession.

Covid-19 has changed our working life and especially from where the work is performed. The increased extent of telework requires studies that examine teleworking from a health-oriented perspective. Several studies have examined the impact of telework on employees’ health and well-being, but less attention has been paid to managers’ experiences of telework and how it affects them in their leadership. This study aims to examine and describe first-line managers’ experience of managerial leadership to promote employees’ health and opportunities for a good work environment during teleworking. Data were collected from a total of eleven interviews with first-line managers in three Swedish municipalities and analysed with qualitative content analysis. The result shows that telework challenges and places high demands on leadership. Though it has the potential to strengthen employees’ health and work environment as long as managers, by being responsive and flexible to individual needs, balance their leadership between trust and support. Furthermore, it’s important that managers get to know their employees and at the same time are offered support to deal with the changed circumstances. / Covid-19 har förändrat vårt arbetsliv och särskilt varifrån arbetet utförs. Den ökade omfattningen distansarbete kräver studier som undersöker distansarbete från ett arbetshälsoperspektiv. Flera studier har undersökt distansarbetets påverkan på medarbetares hälsa och välbefinnande, men mindre uppmärksamhet har ägnats åt chefers erfarenheter av distansarbete och hur det påverkar dem i deras ledarskapsutövande. Den här studien syftar till att undersöka och beskriva första linjens chefers erfarenheter av att utöva ledarskap för att främja medarbetares hälsa och möjligheter till en god arbetsmiljö vid distansarbete. Datainsamlingen utgick i från kvalitativa intervjuer med totalt elva första linjens chefer från tre mindre kommuner i södra Sverige, vilka analyserades med hjälp av kvalitativ innehållsanalys. Resultatet av studien visar att distansarbete utmanar och ställer höga krav på ledarskapet men för samtidigt med sig potential att stärka medarbetares hälsa och arbetsmiljö i en riktning som de uppskattar och mår bra av. Det förutsätter att chefen genom att vara lyhörd och flexibel gentemot individuella behov kan balansera sitt ledarskap mellan att tillit och stöd. Det är således viktigt att chefen lär känna sina medarbetare och samtidigt erbjuds stöd för att hantera de förändrade omständigheterna.

Studiens syfte var att undersöka verksamhetsnära chefer inom vård och omsorg i kommunal verksamhet och deras förutsättningar att utvecklas i sin yrkesroll. Fenomenet är relevant att studera då verksamhetschefer i kommunal verksamhet befinner sig i en mellanposition med krav från olika nivåer. Kommunen som arbetsgivare behöver säkerställa att det finns en balans mellan de krav som ställs på första linjens chefer och att det tillhandahålls rätt resurser och förutsättningar. Studien har utgått ifrån verksamhetsnära chefer och deras förutsättningar att utvecklas i sin yrkesroll. Studiens frågeställningar är: Hur upplever chefer att de lär sig på sin arbetsplats? Vilka förutsättningar för eget lärande upplever cheferna att de har? Hur samverkar individuella och kontextuella förutsättningar för lärande?  Studien har en kvalitativ metodansats och utgick ifrån sex semistrukturerade intervjuer. Resultatet analyserades med Eurats (2004) teorier som fokuserar på informellt lärande på arbetsplatser utifrån faktorer som påverkar lärandet. Studiens resultat visade att chefer lär sig via dialog med kollegor och medarbetare och genom "learning-by-doing". Vidare visade resultatet att det mest betydelsefulla förutsättningarna chefer har för eget lärande är olika typer av stöd, återkoppling, reflektion och tidigare erfarenhet men även organisatoriska förutsättningar som relationer och möten med andra, struktur och tydliga förväntningar från organisationen. / The purpose of the study is to investigate managers within the Public sector. The study has aimed to investigate conditions for managers developing in their professional role. The phenomenon becomes educationally relevant to study when managers in municipal operations find themselves in an “intermediate” position. The municipal need to ensure that there is a balance between the demands on first-line managers and that the right resources and conditions are provided. The study has been based on managers and their conditions for developing in their professional role. Three questions were compiled: How do managers experience their learning at their workplace? What conditions for their own learning do managers experience? How do individual and contextual conditions for learning interact? The study had a qualitative methodological approach and it is based on six semi-structured interviews. The result is analyzed using Eraut’s (2004) theory that focuses informal learning in workplaces based on factors that influence learning. The results of the study showed that managers learn through dialogue with colleagues and employees and through "learning-by-doing". Furthermore, the results showed that the most important prerequisites for managers in their own learning are various types of support, feedback, reflection and previous experience, but also organizational prerequisites such as relationships and meetings with others, structure and clear expectations from the organization.

This dissertation investigates telework participation within the US federal government, structured through three interconnected articles from a human resource management perspective. It sheds light on the factors critical for the successful implementation of telework including human resource management (HRM) practices, differences among generational cohorts, and the role of line managers. Chapter 1 presents the motivation for this dissertation, theoretical foundations, an overview of telework within the US federal government, and a summary of the three research studies conducted. Chapter 2 introduces the first manuscript, which examines the impact of HRM practices on telework participation among US federal employees using the Ability, Motivation, and Opportunity (AMO) framework. This study analyzes data from the 2015 Federal Employee Viewpoint Survey (FEVS) through multinomial logistic regression. The results highlight that skills enhancement, promotional opportunities, and cooperative work environments significantly correlate with the likelihood of telework participation. Chapter 3, the second manuscript, applies generational cohort theory to investigate differences in telework participation among generational groups. Utilizing multinomial logistic regression analysis on FEVS data from 2013, 2014, and 2015, the study finds varied preferences for telework across Millennials, Generation X, Late Baby Boomers, and Early Baby Boomers. Generation X shows the most likelihood of telework participation compared to Millennials and Baby Boomers, with Early Baby Boomers displaying the least inclination. Chapter 4, the third manuscript, assesses the role of line managers as HRM partners and facilitators in telework participation. Applying Leader Member Exchange (LMX) theory and 2015 FEVS data, the study finds that the quality of relationships between line managers and employees -marked by mutual trust, support, and respect – enhances the likelihood of telework participation. Chapter 5 concludes this dissertation with summaries of research findings, theoretical and practical implications, research limitations, and avenues for future research directions. / Doctor of Philosophy / This dissertation investigates telework challenges within the US federal government, focusing on key factors that contribute to successful telework implementation. It consists of three interconnected studies, each addressing different aspects of telework from a human resource management perspective. The first study examines how human resource management (HRM) practices influence telework participation among federal employees. It found that skills enhancement, fair promotion opportunities, and cooperative work environments significantly increased the likelihood of teleworking. These findings suggest that HRM systems need to be adaptive and supportive through the alignment of practices with telework goals to ensure effective implementation. The second study explores generational differences in telework participation. The research showed that Generation X employees are the most likely to participate in telework, followed by Millennials and Late Baby Boomers, while Early Baby Boomers are the least likely. These findings underscore the importance of tailoring telework policies to the preferences of different generational groups. The third study focuses on the role of line managers in supporting telework. It demonstrated that strong relationships between employees and their supervisors, characterized by mutual trust, support, and respect, significantly enhance telework participation. This highlights the critical role of managerial support in successful telework programs. The dissertation concludes with a summary of research findings, practical implications for managing telework in the federal government, and recommendations for future research. These insights can help public sector organizations develop effective telework programs that meet the diverse needs of their employees.

Syftet med denna studie var att undersöka samt analysera hur linjechefer uppfattar en centraliserad HR-funktion, då tidigare forskning påvisar att en HR-transformation kan innebära utmaningar. Det har tidigare konstaterats att samspelet mellan linjechefer och HR-funktionen påverkas av omorganiseringen och aktörerna måste inta nya roller samt förvärva nya kunskaper. Tidigare forskning belyser även att det som förefaller effektivt på en övergripande nivå inte alltid upplevs som effektivt för linjecheferna och därmed behöver linjechefernas åsikter beaktas. Studien bidrar till att synliggöra utvecklingsmöjligheter och förhoppningen har varit att HR-center inom en offentlig organisation ska kunna använda resultatet för att generera ett ändamålsenligt stöd. Studien har genomförts inom Falu kommun som nyligen har genomgått en HR-transformation. För att uppnå syftet har en kvalitativ fallstudie med åtta semistrukturerade intervjuer genomförts. Resultatet från intervjuerna har sedan analyserats utifrån tidigare forskning inom ämnet för att kunna förstå vad empirin säger i förhållande till teori. Resultatet visar på att en centraliserad HR-funktion skapar en större styrka till organisationen, genom att HR-specialisterna kan utbyta kunskaper med varandra. HR-transformationen medför dock nya tillvägagångssätt för att hantera personalfrågor och linjecheferna saknar den personliga kontakten. Den nya shared service-organisationen som innebär att linecheferna ska kunna söka ett mer specialiserat stöd hos olika HR-funktioner, leder till att linjecheferna har många olika HR-handläggare i olika ärenden. Respondenterna är överens om att detta är en av baksidorna med HR-transformationen och efterfrågar kontakt med en specifik HR-medarbetare. Linjechefernas anställningstid har betydelse för hur omorganiseringen uppfattas. De linjechefer som varit med under HR-transformationen saknar i större utsträckning en HR-medarbetare på plats. För att HR-funktionen ska få en förståelse för linjechefernas arbete behöver de vara mer närvarande ute i organisationen. Till skillnad från tidigare forskning förefaller det dock finnas en tydlig arbetsfördelning och linjecheferna ser personalansvaret som positivt. Sammanfattningsvis uppfattar linjecheferna den centraliserade HR-funktionen som positiv, HR-medarbetarna är kunniga och stöttande i alla personalärenden. Det finns dock utvecklingsmöjligheter att ta i beaktande för att HR-transformationen ska skapa värde och effektivitet för såväl linjechefer som för HR-funktionen. / The purpose of this study was to investigate and analyze how line managers perceive a centralized HR function, as previous research shows that an HR transformation can pose challenges. It has previously been found that the interaction between line managers and the HR function is influenced by the reorganization and the operators must take on new roles and acquire new knowledge. Earlier research also highlights that what seems to be effective at an overall level is not always perceived as effective for the line managers and thus the line managers' views need to be considered. The study contributes to highlighting development opportunities and the hope has been that HR centers within a public organization should be able to use the results to generate appropriate support. The study has been carried out within Falu commune which has recently undergone an HR transformation. To achieve the purpose, a qualitative case study with eight semi-structured interviews has been conducted. The results of the interviews have then been analyzed based on previous research in the subject in order to understand what the empiricism says in relation to theory. The result shows that a centralized HR function creates a greater strength for the organization, because the HR specialists can exchange knowledge with each other. The HR transformation, however, entails new approaches to managing personnel issues and the line managers lack the personal contact. The personal contact does not necessarily mean that there is an HR employee out in the administrations. The new shared service organization, which means that the line managers should be able to apply for a more specialized support from different HR functions, leads to the line managers having many different HR managers in different cases. The respondents agree that this is one of the back sides to the HR transformation and asks for contact with a specific HR employee. The line managers' employment period is important for how the reorganization is perceived. The line managers who participated in the HR transformation lack a HR employee on site to a greater extent. For the HR function to gain an understanding of the work of the line managers, they need to be more present in the organization. However, unlike previous research, it seems that there is a clear division of labor and the line managers see personnel responsibility as positive. To sum up, the line managers perceive the centralized HR function as positive, the HR employees are knowledgeable and supportive in all staff matters. However, there are development opportunities to consider in order for the HR transformation to create value and efficiency for both line managers and for the HR function.