The challenge with traditional and hierarchical leadership models is that rarely are the complex issues present in our society today, resolved by one individual. Knowledge is distributed across multiple domains. Reviewing the alternative perspectives in leadership literature offers additional considerations for the dominant traditional models of leadership in existence today. With increased globalization, technology advancements, and interconnectedness, greater communication and collaboration are needed. The purpose of the study was to explore the role that personal values play in sustaining leadership during challenging times. Narrative inquiry and narrative interviews were used so leaders could share their stories of navigating challenging situations. One group interview was scheduled to share preliminary research findings with the research participants and continue the process of meaning coconstruction. Both narrative analysis and thematic analysis were used to harvest the key themes and wisdom offered during the interviews. Collective values identified included integrity, caring, courage, and commitment. The model for sustainable leadership included the ongoing pursuit of personal mastery, a values-based personal and professional support network, and expertise in leading self and other through the inevitable transitions that occur. These transitions are often due to changes associated with the predictive challenges that come from such situations as the election cycle and changes in mandate. The above recommendations allow for leaders to sustain themselves and others while working in service of the common good. Leaders who adopt the above recommendations will be well positioned to support their leadership and to use values as guiding principles to release the hero in everyone around them, including themselves. / Graduate / 0617 / 0454 / 0514 / mbpage@uvic.ca

Work-related stress among employees in Sweden is reported to increase, women areexperiencing higher levels of stress than their male colleagues. Organizational Role Stress is a denomination for all stress related to an individuals role in an organizationand the annual cost for Organizational Role Stress in the European Union exceeds € 20 billion. Managers in Lycksele municipality emphasized a troublesome working situation where time is not enough to balance administrative responsibilities and operative leadership. Hence, the aim to investigate: “How does Organizational Role Stress affect the balance between administrative responsibilities and operative leadership among managers in Lycksele municipality?” Four key words were deduced from the research question: Organizational Role Stress, Administrative Management, Public Sector Leadership and Public Sector, which guided the search for existing theories to help substantiate and answer the research question. The study introduced the Organizational Role Stress Framework developed by Udai Pareek into a Swedish pubic organization with the aim to measure the impact of Organizational Role Stress. The Organizational Role Stress Framework contributed to a quantitative study amongmanagers in Lycksele municipality to measure the impact of Organizational Role Stress. The sample population consisted of 60 managers who were given an equal opportunityto participate in the study. In total, 49 out of 60 managers participated in the study, which corresponds to a satisfying response rate of 82 %. The main conclusion of the study is that Organizational Role Stress has a negativeimpact on managers’ ability to balance administrative responsibilities and operativeleadership. The Organizational Role Stress Framework can explain 50 % of the variancein managers’ problems with balancing the responsibilities in their roles. Furthermore, the findings also imply that two stressors from the Organizational Role Stress Framework namely: Inter-Role Distance and Role Overload are a better model to describe the problem among managers. These two stressors as a model can explain 52% of the variance among managers ability to balance administrative responsibilities andoperative leadership.

Leadership can improve the quality of work through motivation or degrade work through pressure. Leadership effectiveness depends on style and work environment. Differences in work environment may create challenges for leaders transitioning from private to public organizations. The purpose of this quantitative correlational study was to examine the relationship between leadership styles and ease of transition from private to public organizations. The study included the full-range leadership model as the theoretical foundation. Seventy-seven public sector employees in Ontario, Canada, participated in a survey to measure leadership style and effectiveness of transition from private to public sector. Results of multiple linear regression analysis indicated that only the transactional leadership style had a significant positive relationship with the ease of transition from private to public sector. The study indicated that ease of transition of leaders moving from the private to the public sector would be higher for leaders who practice the transactional style of leadership more frequently. The results of this study might effect positive social change for public sector organizations in improving their hiring, orientation, and training of leaders transitioning from the private sector, resulting in better led and more effective public organizations. The result of this study could also positively affect leaders by providing a better understanding about how their styles might help or hinder their transition from the private sector, and enable them to succeed after their transition to the public sector.

This research sought to gain a deeper understanding of innovation in the Western Australian State Public Sector. It achieves this by exploring the perceptions of Leaders, Experts and lnfluencers regarding innovation, enablers and barriers to innovation, and examples of innovation in the sector. In this study, 'Leaders' were employees in the State Public Sector selected from the top two tiers of the Senior Executive Service position. 'Experts and lnfluencers' were individuals who were recognised as having specialized knowledge, skills and / or success regarding innovation and / or recognised as having the power to affect or influence innovation in the Western Australian Public Sector. In addition, the research also aimed to determine ways in which innovation can be enhanced in the sector. The context of this study is the Western Australia State Public Sector (WASPS) which includes departments, trade concerns, instrumentalities, agencies and state bodies run by the WA State Government. This study is significant because there is little exploration and description of the perception of innovation in the Public Sector of Australia and a lack of common understanding of innovation in the WASPS. This study enables a much greater understanding of the depth, extent and success of innovation in this sector. Innovation is vital for a public sector needing to respond to Western Australia's growth and prosperity. The description of innovation and strategies for enhancing innovation will assist in the further development of a responsive sector. / This study adopts a qualitative methodology to explore the meaning given by Leaders, Experts and lnfluencers and their perceptions of innovation in the public sector. The qualitative paradigm provides rich meaning to the research questions for the study which are: I . What are the perceptions of innovation in the Western Australian State Public Sector amongst Leaders? 2. What are the perceptions of innovation in the Western Australian State Public Sector amongst Experts and lnfluencers? 3. What are the barriers and enablers to innovation in the Western Australian State Public Sector 4. How can innovation in the Western Australian State Public Sector be enhanced? A phenomenological approach is adopted for the study which allows the structure and essence of the phenomena of innovation within the public sector to be explored. Data was collected using semi structured, in-depth interviews and data analysis using a phenomenological approach was conducted. This ensured that the experience and meaning of the phenomena of innovation is described and explained as faithfully as possible. The key findings of the study indicate that while there are pockets of innovation within the WASPS there is an overall need to enhance the capacity for innovation. / An 'emergent model' is proposed as a framework that can provide an enhanced capacity for innovation in the WASPS. This is achieved by addressing the cultural, structural and human resource barriers that exist and by simultaneously enhancing the enablers that were identified in this study. The 'emergent model' takes a strategic view with special consideration for the context for innovation within the WASPS. Inherent in this model is the need for a clear and shared definition of innovation; the creation of ideal conditions for innovation; and the development of an innovation action plan. Superimposed on this model is the need for greater capacity for, and commitment to, meaningful public consultation. In addition the study highlighted a need for strong and effective leadership throughout the Western Australia State Public Sector to enhance innovation. In making these conclusions it is recognised that this study is specific to the state public sector of Western Australia. This study opens the possibility of more extensive research within the public sector, specific to innovation. In particular, there is significant scope to explore the relationship between political and public sector leadership and the effect of this relationship on innovation. In addition, further exploration of successful innovation in the sector could better inform the type of agency in which innovation is successful and an analysis of the leadership factors that influence successful innovation. Further research regarding the ability of leaders to create an environment to enhance innovation within the sector, recruitment practices of the WASPS, and of resource allocation and its effect on innovation capacity is advocated in this study.

Hälso- och sjukvården har genomgått stora förändringar genom åren och är idag en central del av vårt välfärdssamhälle. Utvecklingen går mot en mer primärvårdscentrerad vård vilket gör att hälso- och sjukvården står inför nya utmaningar gällande bland annat resursfördelning och prioriteringar. Idag styrs hälso- och sjukvården i allt större utsträckning av ekonomiska incitament där kopplingen till ersättning utgår från bland annat måluppfyllelse, prestation och resursinsatser. Hur ersättningsmodellerna utformas skiljer sig åt mellan olika huvudmän och varje huvudman utformar sin vårdvalsmodell efter sina prioriteringar av primärvårdsmålen.   Syftet med studien är att analysera om de olika ersättningsmodellerna i primärvården understödjer de mål man arbetar mot samt vilka erfarenheter aktörerna inom hälso- och sjukvården, dvs. politiker, administrativ ledning och profession, har av ersättningsmodellernas effekter.   För att studera hur ersättningsmodellen understödjer verksamhetsmålen i primärvården har två fallorganisationer valts ut, Landstinget Blekinge och Region Jönköpings län, där en komparativ forskningsdesign tillämpats. Data för den teoretiska referensramen utgår från publicerade artiklar, böcker och övrigt informationsmaterial från myndigheter. Primärdata har inhämtats från sex kvalitativa, semistrukturerade intervjuer. Sekundärdata för studien består av insamlad data från respektive region/landsting.   Att använda en ersättningsmodell för resursfördelning i primärvården anses vara ett bra styrmedel då monetära ersättningar motiverar. Målen tillgänglighet, jämlik vård, hög kvalité, personcentrerad vård, patientsäkerhet tillsammans med kostnadseffektiv vård kan ibland motverka varandra. God kostnadskontroll prioriteras ofta i styrningen samtidigt ger uppföljning och kontroll behov av mycket administration, vilket motverkar målet kostnadseffektiv vård.   Att styra primärvården med ersättningsmodeller är effektivt då monetär ersättning är inblandad men modellen används inte i första hand att styra mot mål utan för kostnadskontroll. Erfarenheterna av ersättningsmodellens effekter är att de ibland motverkar målen för hälso-och sjukvården och får oönskade effekter såsom manipulation av data och fokus på att det man utför genererar högre ersättning. Uppföljningen av ersättningsmodellerna kräver också mycket administration. / The health care system has undergone major changes over the years and is today a central part of our welfare society. The trend is to direct citizens towards the Primary Health Care sector, making the health care system face new challenges.  The primary challenges are related to the allocation of resources and guiding priorities for this. Today, health care is increasingly controlled by economic incentives, where the link to compensation is based on, compensation models. How the compensation model is designed varies between different principal stakeholders whom are designing their care choice model after its own priorities of primary health care objectives.   The aim of the current study is to analyse whether the different compensation models in primary care supports the goal to work towards and what experience the different operators, politicians, administrative management and profession, have of compensation models ' effects.   To study how the compensation model supports business goals in primary care two organizations has been selected, County Council of Jönköping and Blekinge on which a comparative research design has been applied. Data for the theoretical frame of reference is based on published articles, books and other information material from the authorities. Primary data has been gathered from six qualitative, semi-structured interviews. Secondary data for the study consists of data collected from each region/County Councils.   To use a compensation model for the allocation of resources in primary health care is considered to be a good instrument in which monetary remuneration justifies. Objectives as availability, equal treatment, high quality care, person-centred care, patient safety, along with cost-effective care can sometimes counteract with each other. Good cost control is often a priority when governing health care operations, monitoring and control the business needs much administration, thus undermining the objective of cost effective care.   Compensation model is effective way to control primary health care since monetary compensation is involved but the model is not used primarily to steer towards the target but for cost control. The experience of the effects of the compensation model is that they sometimes act counterproductive towards goal for the health care system and you might receiving unwanted effects as manipulation of data and focus what you can do to generate more compensation.  A vast amount of administration is needed to follow up compensation models.