It has become more common these days for organizations to give employees the opportunity to work remotely. This trend was accelerated during the Covid-19 pandemic, which forced many organizations to allow remote work in order to comply with the recommendations set by authorities. Even after everyday life returned to normal, many companies chose to adopt a model that allows employees to work fully or partially away from the office. However, the attitude towards remote work is not entirely positive. It has brought about changes for organizations, especially for their leaders. There has been a debate about which leadership style is the best fit for the remote work model, and this thesis aims to investigate how leaders within the big banks in Sweden have been affected in their perceived ability to motivate employees during remote work. To accomplish this, the authors have applied a qualitative methodology, conducting interviews with two different groups: leaders and employees. The interview results have been analyzed and connected to the theoretical framework derived from research on remote leadership and employee motivation. The results show that an active and motivating leadership style, without being overly monitoring or passive, is preferred in a remote work setting for leaders' ability to motivate their followers in these companies. The thesis also reveals that respondents express a desire for the opportunity for remote work, even though they are somewhat negative towards working remotely.

The purpose of this descriptive study was to examine how participants perceived their principal's leadership style and whether differences existed in their perceptions based on the demographic variables of age, gender, experience, education attainment and ethnicity. Transformational leaders were considered influential, change agents who motivated teachers to work collaboratively as a team to achieve defined goals. These leaders developed personal relationships and focused on increasing teachers' basic needs and developing them into leaders. On the other hand, transactional leaders were considered the status quo. These leaders developed impersonal relationships and motivated teachers according to their personal self-interest. They focused on social and economic exchanges, using contingent rewards to reinforce positive behaviors and administered punishment to reform negative behaviors. One-hundred and thirteen participants from six elementary schools participated in this study. The Multi-Leadership Questionnaire was used to collect data. Cronbach alpha was used to establish internal reliability consistency of the instrument. The data was analyzed using mean scores, percentages, chi-square, t-test and ANOVA. The research findings indicated that perception scores at both school levels were higher for transformational leadership than transactional leadership. According to the mean score interpretation (Table 2) and the participant's mean scores, 92.9% of participants perceived their principal as fairly often a transformational leader and 7.1% perceived their principal as frequently a transformational leader. Ironically, 100% of participants perceived their principal as sometimes a transactional leader. The research findings indicated that overall, teachers at both levels perceived their principal as fairly often a transformational leader and sometimes a transactional leader. Based on the demographic findings, an ANOVA revealed statistically significant differences in teachers' perceptions of their principal's transformational leadership style based on years of experience. Participants with more years of experience perceived their principal with significant higher mean scores than those with fewer years of experience. Recommendations included: (a) conducting further research to determine the impact that principals' leadership style have on student performance from a national perspective, (b) conducting a Longitudinal Research study to determine the impact that leadership styles have on student performance, and (c) exploring leadership styles extensively to identify the various leadership traits exhibited by both public and private elementary school principals.

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Syftet med denna studie var att undersöka relationen mellan transformativ, transaktionell – och låt - gå ledarstil och psykologisk trygghet hos medarbetare. En enkät med 40 frågor och påståenden utformades för att mäta arbetstagares upplevda psykologiska trygghet samt deras uppfattning av sin närmsta chefs ledarstil. Påståendena och frågorna baserades på mätinstrumenten Multifactor Leadership Questionnaire (MLQ) och Edmondsons frågor som mäter psykologisk trygghet. Resultatet påvisade signifikanta korrelationer mellan psykologisk trygghet och de två ledarskapsstilarna transformativt och låt-gå. Transformativt ledarskap var positivt relaterad till psykologisk trygghet medan Låt-gå var negativt relaterad till psykologisk trygghet. En multipel regression visade att samtliga ledarskapsstilar kunde förklara en signifikant del av variansen i psykologisk trygghet där den transformativa ledarskapsstilen var associerad med mer psykologisk trygghet medan transaktionell- och låt-gå-ledarskapsstil var associerade med mindre psykologisk trygghet. Slutsatsen i denna studie tyder på att den transformativa ledarskapsstilen är lämplig att utöva för att uppnå psykologisk trygghet bland medarbetare. / The aim of this study was to examine the relationship between transformative, transactional, and laissez-faire leadership styles with employee psychological safety. A questionnaire comprising 40 items was designed to assess employees' perceived psychological safety and their perception of their immediate supervisor's leadership style. The statements and questions were based on the Multifactor Leadership Questionnaire (MLQ) and Edmondson's questions measuring psychological safety. The results showed significant correlations between psychological safety and the two leadership styles transformative and laissez-faire. Transformative leadership was positively related to psychological safety, whereas laissez-faire leadership was negatively related. Multiple regression analysis indicated that all leadership styles could account for a significant portion of the variance in psychological safety, transformative leadership was positively associated with psychological safety, while laissez-faire leadership was negatively associated with psychological safety The findnings suggests that the transformative leadership style is suitable for promoting psychological safety among employees.

The aim of this study was to determine the relationship between emotional intelligence and leadership styles in a petrochemical organisation (represented by transformational, transactional and laissez-faire leadership styles) and to determine if emotional intelligence can predict an effective leadership style. Leaders (N = 161) were selected from a business within a South African petrochemical organisation. Self reports from the EQ-i and the Multifactor Leadership Questionnaire (MLQ Form 5X) were analysed. Correlation analyses indicated statistically significant relationships between emotional intelligence and transformational and laissez-faire leadership. Findings indicated positive correlations between emotional intelligence (specifically adaptability) and transformational leadership. Negative correlations were obtained between emotional intelligence (specifically intrapersonal skills) and laissez-faire leadership. Theoretical implications and practical applications of these findings were discussed. / Psychology / M.A. (Industrial and Organisational Psychology)

Vi har i vår forskningsöversikt inte hittat någon beskrivning på hur ledarskap kan anpassas tillmedarbetares olika personlighetstyper. Vårt syfte med studien var således att ta reda på hurolika typer av ledarskap kan anpassas till anställdas olika personlighetstyper för att uppnåstörsta möjlighet till utveckling av deras motivation. Vilket är en bidragande faktor till ettföretags utveckling och bör därför ligga i ledarens intresse. Med hjälp av två olikapersonlighetsklassificeringsmodeller, teorier om ledarskap och motivation samt empiri hämtatfrån ledare i arbetslivet har vi studerat vad för typ av ledarskap som fungerar för modellernasolika personlighetstyper. Med hjälp av kvalitativ forskningsstrategi har vi använt oss avtvärsnittsdesign samt en öppen och sex semistrukturerade intervjuer för att uppnå studienssyfte.Genom vår studie kan vi på ett tydligt sätt visa på att de personligheter vi utgått ifrån kräverolika typ av ledarskap, motiveras av olika faktorer och att situationen kan ha stor inverkan pånär ett visst ledarskap passar. Resultatet av vår studie har utformats till två tabeller utifrån depersonlighetsklassificeringsmodeller vi använt oss av. Tabellerna presenterar vilkenledarskapsteori som passar till vilken personlighetstyp. Studien resulterade även i ettkonstaterande att ledare bör använda sig av relationsinriktat ledarskap i grunden ochkomplettera det med uppgiftsinriktat ledarskap, för att finna de anställdas motivation och ledadem på ett framgångsrikt sätt. / In the research of this study we found a gap regarding information on how to adapt leadershipto employees of various personalities. Our purpose was now to fill that research gap. In ourstudy on personality-adapted leadership, we found that all kinds of personalities have variouspreferences to be led. Using two different personality classification models, theories ofleadership and motivation as well as empirical evidence drawn from Business leaders, wehave studied which kind of leadership that works best for models of different personalitytypes. With the help of a cross-section design, qualitative methods together with semistructuredinterviews we were able to combine the theories we used with the empiricalevidence. Accordingly, our purpose is to acknowledge how leadership can be adapted todifferent personalities to achieve the greatest opportunity for the development of theirmotivation. This is a contributing factor to the development of a company and shouldtherefore be in the leader’s interest.As a conclusion our study shows how different personalities demand certain kinds ofleadership, that they get motivated by a wide range of factors and that various situations canhave a big effect where a certain leadership is most suitable. The result of our study has led totwo tables based on the personality classification models, which show which leadershiptheory fits the different kinds of personality types. The study also shows that leaders shouldadapt a relationship-oriented leadership and complement it with a task-oriented one in order tofind their employees motivation and be able to lead them in a successful way.

Syftet med studien är att undersöka hur nästa generation av svenska sjöbefäl förhåller sig till det transformella respektive transaktionella ledarskapet till sjöss och om det råder skillnader i detta förhållandesätt könen emellan. Den teoretiska referensramen är baserad utifrån det transformella och det transaktionella ledarskapsstilarna. Den aktuella metoden som studien bygger på är kvalitativ och via semi-strukturerade intervjuer med inslag av scenariofrågor samlades material in från blivande sjöbefäl på Linnéuniversitetet i Kalmar. Resultatet bekräftar att den starka organisationskulturen som finns ombord inte tar hänsyn till de personliga relationerna där bristande ledaregenskaper inte främjar uppbyggnaden av en fungerande gemenskap. Svaren på intervjufrågorna ifrån de kvinnliga respondenterna indikerade tydligt att ett transformellt ledarskap är att föredra. De manliga respondenternas svar på frågorna visade att även de ansåg att ett sådant ledarskap är att föredra i de flesta situationerna. Därav kan det inte med säkerhet fastslås att det finns en skillnad i förhållningssättet könen emellan. / The aim of this study is to investigate how the next generation of Swedish officers relate to the transformal and transactional leadership at sea and if there is any differences in this relationship between the genders. The theoretical framework is based on the basis of the transformal and transactional leadership styles. For the method, we choses to use a qualitative approach and through semi-structured interviews with elements of scenario questions, we gathered materials and information from aspiring officers at Linnaeus University in Kalmar. The result confirms that a strong organizational culture do not take into account the personal relationships on board and that the lack of leadership is not conducive to building a functioning fellowship. Due to that the women answered more along the lines of the transformal leadership and so did the men but not to the same extent, we can not reliably support if there is any difference in the relationship between the genders.

Studiens övergripande syfte var att undersöka om det fanns någon skillnad mellan transformativt och transaktionellt ledarskap och hur dessa korrelerar med stress och socialt stöd. Den avser även att undersöka hur stress och socialt stöd korrelerar med varandra och om det finns könsskillnader. Det utfördes en kvantitativ undersökning med en webbenkät som innehöll tre delar, stress, socialt stöd och ledarskap. Analysen utfördes i SPSS där det gjordes en korrelationsanalys och t-tester. Resultatet från studien visade att transformativt och transaktionellt ledarskap korrelerar med varandra och att dessa korrelerar med stress och socialt stöd. Analyserna visade även att stress korrelerade med socialt stöd och att det inte finns några könsskillnader. Slutsatsen från studien är att det är magnituden snarare än typen av ledarskapsstil som är av vikt för den upplevda stressen och sociala stödet hos medarbetare. / The overall aim of this study was to examine the difference between transformational and transactional leadership and how those correlated with stress and social support. The aim of the study was also to examine how stress and social support correlate with each other and if there are any gender differences. A quantitative study was made with a webquestionnaire containing three parts, stress, social support and leadership. The analys was carried out in SPSS were a correlationanalys and t-tests were made. The result of the study showed that transformational and transactional leadership correlated with each other and that they also correlated with stress and social support. The analyses also showed that stress correlated with social support and that there were no gender diffrences. The conclusion of the study is that the magnitude rather than the type of leadership that is important for the precived stress and the social support for the employees.

Sammanfattning Syfte – Syftet med studien är Att undersöka samband mellan ledarskap och god psykosocial arbetsmiljö hos medarbetare.För att svara på studiens syfte har syftet brutits ned till tre frågeställningar enligt nedan. 1. Vad ser ledare på företag med god psykosocial arbetsmiljö som ett gott ledarskap respektive mindre bra ledarskap? 2. Vad gör ledaren på ett företag med god psykosocial arbetsmiljö för att göra individen motiverad i sitt arbete? 3. Hur kännetecknas ledarskap på de olika förtagen med god psykosocial arbetsmiljö? Metod – Studien är en kvalitativ intervjustudie med en induktiv ansats där teori och empiri samlats in och jämförts analytiskt under arbetets gång. Teorin samlades in med hjälp av litteraturstudier. Den insamlade data sammanställdes utifrån fem olika intervjuer med fem olika ledare från varje utvalt företag. Intervjuerna transkriberades och därefter utfördes en kodningsprocess för att välja ut det mest relevanta till analysdelen. Resultat – Uppfattningen var att flera av ledarna hade utvecklats i sin roll och verkade ha gått från ett transaktionellt ledarskap mot ett transformativt, då det transformativa ofta bygger på ett transaktionellt ledarskap. Vad som kan tydas efter analysen är att det krävs motivationsfaktorer som till exempel uppmuntran/uppmärksamhet, relation till chef och kollegor, samt personlig utveckling i främsta led för att ha en god psykosocial arbetsmiljö. För att kunna ha fokus på motivationsfaktorerna är faktiskt hygienfaktorerna en viktig del för att kunna uppnå denna anda. Det transformativa ledarskapet var beskrivet hos alla företag, vissa med den bemärkelsen, andra med liknande men beskrivningen var densamma. Fokus ligger på medarbetarens behov och ledarskapet utgår därefter. Slutsatsen som dras i den här studien är att det transformativa ledarskapet kan verka som det självklara ledarskapet, men faktum är att det inte alltid passar i alla lägen. Ett situationsanpassat ledarskap varar längst och ger individerna möjlighet till att motiveras och utvecklas anpassat efter deras behov. Därav är ett flexibelt ledarskap det som borde eftersträvas. Implikationer – Studiens praktiska bidrag är hur ett flexibelt ledarskap bäst utvecklar motivationen bland medarbetare. Trots olika bakgrunder kan en gemensam bild av ett gott ledarskap uppnås med olika vägar dit. Det teoretiska bidraget är att studien har funnit en relation mellan transaktionellt, transformativt och situationsanpassat ledarskap, där det transformativa är det som övergripligt bör användas i ett ledarskap. Begränsningar– Studiens är begränsad till företag med mer än 600 medarbetare, samt enbart tillverkande företag. Inga medarbetare har blivit intervjuade i studien vilket begränsar studien till ledares perspektiv. Nyckelord– Transaktionellt ledarskap, tranformativt ledarskap, psykosocial arbetsmiljö, situationsanpassat ledarskap, motivation, arbetstillfredsställelse / Abstract Purpose – The purpose with the study is “To investigate the relationship between leadership and good psychosocial work environment with employees”. To answer the purpose with the study, the purpose has been broken down to three questions as below. 1. What do leaders in companies with good psychosocial work environment see as a good leadership and less good leadership? 2. What does the leader of a company with a good psychosocial work environment do to make the individual motivated in their work? 3. How is leadership characterized by the different companies with good psychosocial work environment? Method – The study is a qualitative interview study with an inductive approach where theory and empirical data are collected and compared analytically during the process. The theory was collected using literature studies. The collected data was compiled from five different interviews with five different leaders from selected companies. The interviews were transcribed, and a coding process was performed to select the most relevant parts for the analysis. Findings – The perception was that several of the leaders had developed in their role and seemed to have gone from a transactional leadership to a transformative, since the transformative is often based on the transactional. What can be explained after the analysis is that motivation factors such as encouragement/ attention, relationship with manager and colleagues are required, as well as personal development at the forefront of having a good psychosocial work environment, but in order to be able to focus on the motivational factors, the hygiene factors are actually an important part to be able to achieve this spirit. The transformative leadership was described by all companies, some by that sense, others by similar but the description was the same. The focus is on the employee's needs and the leadership is based on that. The conclusion drawn in this study is that the transformative leadership may seem like the obvious leadership, but the fact is that it does not always fit in all situations. Situational leadership lasts the longest and gives individuals the opportunity to be motivated and developed according to their needs. Hence, flexible leadership is what should be pursued. Implications – Practical contribution from the study is how flexible leadership best develops motivation among employees. Despite various backgrounds, a common image of good leadership can be achieved with different ways to do so. The theoretical contribution is that the study has found a relationship between transactional, transformational and situational leadership, where the transformative is what should be used broadly in a leadership. Limitations – The study is limited to companies with more than 600 employees, and only manufacturing companies. No employees have been interviewed in the study, which limits the study to the leaders' perspective. Keywords – Transactional Leadership, Transformational Leadership, Psychosocial Work Environment, Situational Leadership, Motivation, Job Satisfaction

Att undersöka ledarens påverkan på privat och offentligt anställdas motivation är aktuellt med tanke på den pågående diskussionen inom svensk politik rörande privatiseringen av offentliga tjänster. Dessutom leder världens ökande globalisering, organisationers utveckling och individens förändrade arbetskultur till att uppfattningen om ledarskap och motivation är i ständig förändring. Tidigare forskning har präglats av ett stort fokus på själva ledaren, men har på senare år riktat större uppmärksamhet mot följderna av ledarskapet. Det är även utgångspunkten i denna studie, vars syfte är att förklara hur ekonomers motivation påverkas av ledarskapsstil och ledarens personlighet, modererat av sektor. Studien har ett deduktivt förhållningssätt och undersöker kvantitativt hypoteser kring ledarskapsstil, personlighet och motivation genom en enkätundersökning riktad till ekonomer. MätinstrumentenMultifactor Leadership Questionnaire, Ten-Item Personality Inventory och Work Extrinsic and Intrinsic Motivation Scale användes för att utforma enkäten och mäta de tre huvudkomponenterna. Studien undersökte även faktorerna kön, ålder, arbetslivserfarenhet och sektortillhörighet. Resultaten av studien bekräftar tidigare forskning genom att påvisa ett starkt signifikant samband mellan såväl transformativ ledarskapsstil och inre motivation, som transaktionell ledarskapsstil och yttre motivation. Vidare fann studien ett signifikant positivt samband mellan egenskaperna Sympatiskhet, Öppenhet och Extraversion och inre motivation samt mellan egenskaperna Samvetsgrannhet och Neuroticism och yttre motivation. Studien kunde däremot inte bekräfta den effekt som sektortillhörighet väntades ha på sambanden mellan ledarskap och motivation, eftersom den modererande effekten antingen var obefintlig eller motsatt det förväntade. Det finns därmed ett behov av mer forskning på området ledarskap med fokus på sektorns effekt på den anställdas motivation. / Investigating leaders’ influence on private and public employee motivation is relevant given the ongoing discussion within Swedish politics regarding the privatization of public services. Furthermore, the world's increasing globalization, the development of organizations and the individual's changed work culture cause the perception of leadership and motivation being in constant change. Previous research has been characterized by focusing on leaders, but has in recent years focused more on the consequences of leadership. Consequently, the purpose of this study is to explain how leadership style and the leader’s personality affects economists' motivation, moderated by sector. The study has a deductive approach and quantitatively examines hypotheses about leadership style, personality and motivation through a questionnaire directed towards economists. The measuring instruments Multifactor Leadership Questionnaire, Ten-Item Personality Traits and Work Extrinsic and Intrinsic Motivation Scale were used to design the survey and to measure the main components. The study also examined gender, age, work experience and sector affiliation. The results of the study confirm previous research by demonstrating a significant relationship between transformative leadership and internal motivation, and between transactional leadership and external motivation. Furthermore, the study found a positive correlation between the traits Openness, Agreeableness and Extraversion and internal motivation, and between the traits Conscientiousness and Neuroticism and external motivation. The study however, could not confirm the effect that sector affiliation was expected to have on the relationship between leadership and motivation, since the moderating effect was either non-existing or opposite the expected. There is therefore a need for more research in the area, with focus on the sector's effect on motivation.