<p>Background: Having chosen to take a degree in international business, we have had many opportunities to meet people from different cultures. These encounters have, we believe, made our lives richer, but they have not always been problem-free. When different cultures come together, the differences inevitably become apparent. Being among friends, one can maybe laugh at these differences or it may be a good opportunity to get people to talk to each other, taking the time to explain why they do things a certain way. Being at work and experience these differences might not at all have the same ice-breaking effect - rather the opposite sometimes. Since organisations of today often choose to work in international projects we find it to be important to pay attention to conflicts that are based on cultural differences. </p><p>Purpose: With this thesis we will investigate if a Swedish project manager has to adapt his/her management style depending on the diversity of the ethnical background of the project workers. If that is the case in what ways could this adaptation be realised. </p><p>Delimitations: When it comes to the term multicultural group we define it, in this thesis, as a group of people of different nationalities. We do not include differences in religion, gender, educational background, sexual preference etc. in the definition. When we discuss culture, we refer to the national culture and do not include other aspects. </p><p>Method: We have chosen to carry through a qualitative study where our empirical data collection was made through interviews. Five interviews were conducted with project managers from Skanska and Atlas Copco. To develop the analysis we applyed the empirical data on our frame of reference and the analysis finally led to our conclusions. </p><p>Results: We can see that an adaptation is almost always necessary judging from our interviews. Different ethnical backgrounds of the people in the project group requires different adaptation. When working with people from countries that value formality, hierarchical order and authority it is necessary for the Swedish manager to become more authoritarian and formal to be able to obtain the respect and power needed to be an effective project leader. We would like to emphasise the importance of not generalising, each nationality has features different from another and when wanting to conduct studies that are cultural based it is important to bear this in mind. That is why it is difficult for us to answer the question "how" a Swedish manager needs to adapt, only that an adaptation is necessary. Different ways of adapting are discussed in the thesis more in depth.</p>

Background: Having chosen to take a degree in international business, we have had many opportunities to meet people from different cultures. These encounters have, we believe, made our lives richer, but they have not always been problem-free. When different cultures come together, the differences inevitably become apparent. Being among friends, one can maybe laugh at these differences or it may be a good opportunity to get people to talk to each other, taking the time to explain why they do things a certain way. Being at work and experience these differences might not at all have the same ice-breaking effect - rather the opposite sometimes. Since organisations of today often choose to work in international projects we find it to be important to pay attention to conflicts that are based on cultural differences. Purpose: With this thesis we will investigate if a Swedish project manager has to adapt his/her management style depending on the diversity of the ethnical background of the project workers. If that is the case in what ways could this adaptation be realised. Delimitations: When it comes to the term multicultural group we define it, in this thesis, as a group of people of different nationalities. We do not include differences in religion, gender, educational background, sexual preference etc. in the definition. When we discuss culture, we refer to the national culture and do not include other aspects. Method: We have chosen to carry through a qualitative study where our empirical data collection was made through interviews. Five interviews were conducted with project managers from Skanska and Atlas Copco. To develop the analysis we applyed the empirical data on our frame of reference and the analysis finally led to our conclusions. Results: We can see that an adaptation is almost always necessary judging from our interviews. Different ethnical backgrounds of the people in the project group requires different adaptation. When working with people from countries that value formality, hierarchical order and authority it is necessary for the Swedish manager to become more authoritarian and formal to be able to obtain the respect and power needed to be an effective project leader. We would like to emphasise the importance of not generalising, each nationality has features different from another and when wanting to conduct studies that are cultural based it is important to bear this in mind. That is why it is difficult for us to answer the question "how" a Swedish manager needs to adapt, only that an adaptation is necessary. Different ways of adapting are discussed in the thesis more in depth.

Managing a diverse workforce has become a growing challenge for leaders, due to increased globalization and demographic changes. As a result, leaders that can handle those challenges become important for successful business across borders. With respect to this, the complexities of leadership in Russia is an under-researched and increasingly important research area, due to the rapid changes that have occurred in the country the last 25 years. This study explores the challenges that Swedish expatriate leaders face whilst operating in Russia and, furthermore, how they tackle them. The study is of explorative character, with a qualitative research methodology, and is based on 17 interviews with different Swedish leaders across various industries. The findings show that Swedish leaders experience challenges with the following: involving employees in decision making processes; handling steep hierarchies; finding the right people in the dynamic Russian labour market; comprehending the idiosyncrasies of Russian culture. In conclusion, the study shows that Swedish leaders are keen to implement a Swedish company culture based on empowerment, although the specificities of being an expatriate leader in Russia makes it necessary to adapt to some of the conflicting expectations of the Russian employees.

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Studiens syfte är att framlägga de vanligaste konflikterna kommunikativt som uppstår ibyggnadsproduktion mellan arbetsledare, yrkesarbetare och underentreprenörer. Studien taräven upp hur dessa konflikter ska förebyggas samt hantering så det ej återupprepar sig påsamma byggarbetsplats eller nästkommande. Vidare ska studien visa på hur arbetsledare skahantera konflikter som redan har inträffat. Studien exponerar huruvida de olikaledarskapsstilarna implementeras av en arbetsledare för att uppnå en god arbetsmiljö med enbra laganda mellan yrkesarbetare och underentreprenörer. Effekten av detta arbete skulle medhög sannolikhet resultera i bättre kommunikation och en effektivare produktion.I form av en kvalitativ studie besvaras frågeställningarna genom litteraturstudie ochsemistrukturerade intervjuer. En omfattning av 10 stycken kandidater kommer att representeraintervjudelen hos det valda företaget.Det valda företaget där denna studie har utförts är Svenska Entreprenad &amp; Förvaltnings AB(SEFAB). Där upplever ledningen att yrkesarbetare i produktion saknar motivation, därförskall konflikter analyseras. Detta för att uppnå en god arbetsmiljö vilket med hög sannolikhetleder till högre motivation hos medarbetarna.I analysen framkommer den vanligaste orsaken till kommunikativ konflikt, vilket beskrivsvara renhållningen. Hanteringen av denna konflikt föredrar respondenterna att arbetsledarenanvänder sig av en demokratisk ledarstil där alla känner sig delaktiga i beslut. Vidaresammanfattas hantering och förebyggande åtgärder till att hålla en öppen dialog med samtligasamt diskutera problemet. / The purpose of the study is to present the most common conflicts communicatively that arisein house-building production between supervisors, workers and subcontractors. The studyalso addresses how these conflicts should be prevented as well as management so that it doesnot repeat itself at the same construction site or next. In succession, the study will show howsupervisors should handle conflicts that have already erupted. The study exposes whether thedifferent leadership styles are implemented by a supervisor to achieve a good workenvironment with a good team spirit between workers and subcontractors. This work willhopefully lead to better communication and more efficient production in succession.In the form of a qualitative study, the questions will be answered through a literature studyand semi-structured interviews. A total of 10 candidates will represent the interview section atthe selected company.The company selected for this study is Svenska Entreprenad &amp; Förvaltnings AB (SEFAB).There, management feels that workers in the production has lack of motivation, thereforeconflicts must be analyzed in order to achieve a good work environment which hopefullyleads to high motivation among the employees.The analysis shows the most common cause of communicative conflict, which is described asthe cleansing. Handling this conflict, respondents prefer that the supervisor use a democraticleadership style where everyone feels involved in decisions. Furthermore, management andpreventative measures are summarized to keep an open dialogue with everyone and discussthe problem.

This study aims to explore and create a deeper understanding of companies' leadership and discover how national culture relates to authentic leadership in a Swedish context. In addition to the purpose, the following research question is formulated; What are the characteristics of authentic leadership in Swedish managers from an employee's perspective? This study is based on a qualitative study with a deductive approach to get a deeper understanding of the topic rather than a broader perspective. The empirical data was gathered through eight interviews with people who work in the private and public sectors of business, and interviews were conducted through Zoom. Our analysis identified two main themes, and these are connected to the national culture in Sweden. Swedish managers are skilled listeners and diplomatic leaders, which affects authenticity, showing how national culture can affect authenticity.

<p> </p><p>The purpose of this case study was to view if there were any differences and similarities between Swedish and American female leaders, with focus on the Swedish female leaders. We also wanted to find out if the American female leaders had problem whit the classcelling.</p><p>Our case study is a quality method, because we wanted to reach the dep't that quality methods can reach. We interviewed four Swedish female leaders and tried to get in touch whit American female leaders but whit out any success. So instead we analyzed already existing research about the American female leadership. </p><p>Our result showed that there were some differences between the two countries; in the same time we also found similarities. The classcelling tends to exist more in Sweden than in the US. </p><p> </p><p> </p>

The purpose of this case study was to view if there were any differences and similarities between Swedish and American female leaders, with focus on the Swedish female leaders. We also wanted to find out if the American female leaders had problem whit the classcelling. Our case study is a quality method, because we wanted to reach the dep't that quality methods can reach. We interviewed four Swedish female leaders and tried to get in touch whit American female leaders but whit out any success. So instead we analyzed already existing research about the American female leadership.  Our result showed that there were some differences between the two countries; in the same time we also found similarities. The classcelling tends to exist more in Sweden than in the US.

Syfte: Syftet med denna studie är att belysa hur svenska ledare bemöter kulturella skillnader i Kina samt på vilket sätt de anpassar sig till en kinesisk arbetsplats. Vidare syftar studien till att identifiera eventuella utmaningar som kan uppkomma för svenska ledare på en kinesisk arbetsplats.    Metod: Forskningen tillämpar en kvalitativ metod som utgår ifrån en deduktiv forskingsanstas. Studien använder sig av en komparativ forskningsdesign och implementerar semistrukturerade intervjuer för att utforska kulturella skillnader som svenska ledare upplever i Kina.   Empiri och analys: I det empiriska avsnittet sammanförs en sammanfattning av de insamlade intervjusvaren som är indelade i tre huvudteman (kultur, ledarskap och kommunikation). Senare analyseras det empiriska materialet utifrån den teoretiska referensramen.   Slutsatser: Slutsatserna som kan dras utifrån analysen av det empiriska materialet är att svenska ledare upplever olika typer av problem i form av ledarskap, kommunikation och kulturella koder. För att kunna handskas med dessa kulturella skillnader anpassar sig svenska ledare till den kinesiska företagskulturen. Dessutom anpassar svenska ledare en del av sitt egna ledarskap på arbetsplatsen, i samband med att kinesiska medarbetare anpassar sig till det svenska ledarskapet. Det uppstår alltså en ömsesidig anpassning. / Purpose: The purpose of this study is to highlight how Swedish leaders encounter cultural differences in China and how they adapt to the Chinese workplace. Moreover, the study aims to identify any challenges that may arise for a Swedish leader in a Chinese workplace.   Method: The research implements a qualitative method, based on a deductive research approach. The study uses a comparative research design and implements semi-structured interviews in order to study the cultural differences experienced by a Swedish leader in China.   Empirical findings and Analysis: The empirical part presents a summary of the collected interview data separated into three main themes (culture, leadership and communication). Thereafter, the empirical material is analyzed using the theoretical reference frame.   Conclusions: The conclusions that can be drawn from the analysis of the empirical material is that Swedish leaders experience different forms of complications regarding leadership, communication and cultural indications. To be able to deal with these cultural differences, Swedish leaders adapt to the Chinese corporate culture. In addition, Swedish leaders adopt a part of their own leadership in the workplace, in order for Chinese employees to adapt to the Swedish leadership. Therefore, a mutual adjustment from both sides appears.

Titel: Svensk ledarskap, kultur och styrning - Anpassning av kultur och styrning till svenskt ledarskap i företag som agerar i Sverige med utländskt ägande Problemställning: Mellan koncernen och dotterbolag ges direktiv om hur dotterbolaget ska styra sin verksamhet. Svenskt ledarskap är världsunikt, och det finns därav anledning att studera hur förhållandet mellan koncernen och dotterbolaget fungerar i den svenska kontexten med ett unikt ledarskap. Syfte: Syftet med studien är att bidra till litteratur om styrning och organisationskultur genom att skapa förståelse för hur utländskt ägda koncerner kan behöva anpassa styrningen och kulturen i sina svenska dotterbolag för att det ska fungera med svensk kultur och svenskt ledarskap. Forskningsfrågor: 1. Anpassas organisationskultur och styrning i ett företag med utländskt ägande när de agerar i Sverige utifrån svenskt ledarskap, och i så fall hur? 2. Vilken upplevd påverkan har eventuell anpassning eller icke-anpassning på medarbetarna? Metod: För att studera detta har vi genomfört en kvalitativ flerfallsstudie med tre fall. Studien genomfördes med semistrukturerade intervjuer. Resultat: Utifrån vår studie har vi sett att de svenska dotterbolagen använder sig av en filtrering genom det svenska ledarskapet för att göra en anpassning av koncernens styrning och kultur. Filtrering innebär att ledningen i dotterbolagen anpassar kulturen och styrningen som kommer från koncernen så den passar den nationella och organisatoriska kulturen som finns på dotterbolagen i Sverige. En högre grad av anpassning resulterar i att anställda blir mer motiverade och färre interna motsättningar. Kunskapsbidrag: Även om dotterbolag arbetar på olika sätt i förhållande till sin koncern så finns det ett behov av att anpassa kultur och styrning till den nationella kontexten. Anpassningen görs genom ett filter av svenskt ledarskap för att passa svensk kultur. / Title: Swedish leadership, culture and management control - Adaptation of culture and control to Swedish leadership in companies that act in Sweden with foreign ownership Problematization: Between concern and subsidiary, directives are given about how the subsidiary should control its operation. Swedish leadership is unique, and therefore there is a need to study how the relationship between concern and subsidiary works in the Swedish context with the unique leadership. Purpose: The purpose of the study is to contribute to literature about management control and organizational culture by creating an understanding of how a foreign owned concern could need to adapt its management control and culture in their Swedish subsidiary in order for it to work with Swedish culture and Swedish leadership. Research question: 1. Is organizational culture and management control adjusted in a company with foreign ownership when they work in Sweden, based on Swedish leadership, and if so, how? 2. What impact is experienced by the employees by the adaptation or lack of adaptation? Method: In order to study this, we have conducted a qualitative multiple case study with three cases. The study was conducted with semi-structured interviews. Results: Based on our study, we have seen that the Swedish subsidiaries use a filtration through the Swedish leadership to adjust the concern’s management control and culture. The filtration is a way for top management in the subsidiaries to adjust the culture and management control in order to make sure that it fits the national and organizational culture in the Swedish subsidiary. A high degree of adjustment results in more motivated employees and less internal disagreements. Contribution of knowledge: Even if subsidiaries work in different ways in relation to their parent company, there is a need to adjust culture and management control to the national context. The adjustment is done through a filter of Swedish leadership to suit the Swedish context.