Arbetslivet förändras och detta leder till förändringar av organisering och struktur inom organisationer. För att möta behov av flexibilitet, effektivitet och konkurrenskraft har nya sätt att organisera resulterat i nya ramar och strukturer för arbete med personalfrågor.  Dessa nya sätt att organisera har lett fram till nya roller och ansvarsfördelningar. I denna studie var syftet att skapa förståelse för hur HR- funktionens utformning påverkar chefers arbetssituation. Studien undersökte chefers upplevelser av HR-stödet i relation till arbetssituationen inom en organisation där HR-stödet bygger på ett service center, en expertenhet och HR business partners ute i verksamheten. Uppsatsen bygger på tio kvalitativa intervjuer med HR-medarbetare och chefer på Trafikverket. Studien visar att cheferna upplever ett tillfredställande HR-stöd från expertenheten och HR business partners. Samordningsproblem inom HR-funktionen ger dock effekter för både chefer och HR-medarbetare inom organisationen. En varierande chefsroll som innefattar både generella kunskaper om verksamheten, personalfrågor, administration i kombination med att vara ledare åskådliggörs i uppsatsen. / Work and employment often change, and this leads to transformations in the structure of organizations. To meet the demand for flexibility, efficiency, and competitiveness, new ways of organizing have resulted in new frameworks and structures for jobs in the field of human resources. These newly presented ways of organizing have led to shifting roles and distribution of responsibility. The purpose of this study is to create a wide understanding of how the organization of HR affects the work of managers. The study examines the experiences of managers with HR-support in relation to the current work situation within an organization where HR-support is based on a service center, a center of expertise, and HR business partners. Ten qualitative interviews with HR employees and managers at the governmental organization Trafikverket form the base of this study. The results show that HR-support, given by the center of expertise and business partners, is satisfying for managers.  However, issues of coordination within HR affect both managers as well as HR employees within the organization. A shifting role of the manager, which includes general knowledge of operations, questions of personnel, and administration in combination with being a leader, are illustrated in the study.

This essay has the form of a scientific essay. It explores and reflects on the practical knowledge and the importance of reflection for managers in the social welfare. The starting point is stories from my own experience of various managerial assignments, which are discussed and tested with theories about different kind of knowledge. The essay describes a background and gives a context with the help of scientific studies on leadership and reflection. The central themes that are explored in the essay are wisdom, understanding, individual responsibility and reflection. The theories used are focusing on the type of knowledge that manifests itself in action. They origin from the philosophers Aristotle, Kjell S. Johannessen, John Dewey, Hans-Georg Gadamer, Ludwig Wittgenstein, Simone de Beauvoir and Donald Schön. This essay gives examples of how the practical knowledge that managers in welfare sector uses can be understood and how reflection is an important part and a prerequisite for the development of knowledge. / Den här uppsatsen har formen av en vetenskapliga essä. Den undersöker och reflekterar över den praktiska kunskapen samt vilken betydelse reflektion har hos chefer inom den sociala välfärden. Utgångspunkten är berättelser från min egen erfarenhet av olika chefsuppdrag, som diskuteras och prövas mot teorier om kunskapsformer. Essän ger en bakgrund och ett sammanhang genom forskningsstudier om ledarskap respektive reflektion. De centrala teman som utforskas är omdöme, förståelse, personligt ansvar och reflektion. Teorierna som används för diskussion och reflektion är sådana som fokuserar på den form av kunskap som visar sig i handling, huvudsakligen från filosoferna Aristoteles, Kjell S. Johannessen, John Dewey, Hans-Georg Gadamer, Ludwig Wittgenstein, Simone de Beauvoir och Donald Schön. Essän visar exempel på hur den praktiska kunskapen hos chefer i välfärden kan förstås och hur reflektion är ett betydelsefullt moment och en förutsättning för utveckling av kunskap.

Syftet med föreliggande studie var att validera ett instrument (LQ-test) som avser att mäta ledarintelligens baserat på teorin om ledarintelligens utifrån chefs- och ledarrollen. Ledarintelligens, skapat av Ronthy (Ronthy 2006; 2013) är ett holistiskt perspektiv på ledarskap och omfattar färdigheter från tre intelligenser; rationell, emotionell och själslig intelligens med större betoning på ledarrollen med färdigheter tillhörande emotionell och själslig intelligens även kallat medmänskligt ledarskap (ML). LQ-testet bestod av 71 item och konstruerades av Ronthy. Majoriteten av dessa item är inhämtade från Larsson et al. (2003). Den rationella skalan tillskrivs chefsrollen och de övriga två skalorna tillskrivs ledarrollen. Ytterligare ett syfte var att utifrån instrumentet undersöka ledarskapets fördelning mellan kvinnor och män. Studiens deltagare var 307 chefer (68% kvinnor). Utöver LQ-testet fick även deltagarna besvara hur mycket arbetstid per månad som de använde för olika uppgifter utifrån ledarintelligensbegreppet. Enligt teorin om ledarintelligens ska tiden användas mer till att leda sig själv och andra vilket ingår i ledarrollen till skillnad från chefsrollen som ska tillgodose uppgifter som omfattar verksamhetens administration och styrning. Resultatet visade att 20% uppfattade sig som chefer med betoning på administrativa uppgifter och 80% uppfattade sig som ledare med betoning på ett medmänskligt ledarskap. Vid en genomgång av chefernas tidsåtgång för de olika arbetsuppgifterna som indelats utifrån de tre skalorna, framkom att 72% av arbetstiden användes till chefsuppgifter och 28% av arbetstiden ägnades åt ledaruppgifter såsom coachning, personlig utveckling och reflektion. Studien visade inga signifikanta skillnader mellan kvinnor och män avseende uppdelningen chef och ledare. Den relationella aspekten av ledarskapet betonas alltmer i dagens organisationer och dess innebörd har förtydligats i denna studie. / The aim of the present study was to validate an instrument called Leader Intelligence Questionnaire (LQ-test) based on the theory of leader intelligence out of being a manager and a leader. Leader intelligence is a concept created by Ronthy observing skills within the rational, emotional and spiritual intelligence with the main focus on skills within the latter two which also is a human leadership. The questionnaire of leader intelligence is created by Ronthy and has 71 item, and the majority are from Larsson et al. (2003). The instrument has three scales to study all three intelligences. The scale for the rational intelligence studies the role as a manager and the emotional and spiritual intelligence studies the role as a leader. A second aim was to examine the gender distribution among managers and leaders. The participants in the study were 307 leaders (68% women). Furthermore, the participants also responded how much time they spent per month on tasks related to the management role as well as the leadership role. According to the leader intelligence theory the manager should spend more of his/her time in the leader role leading him / herself as well as others and less time in the managerial role managing administrative tasks. The result shows that 20% perceive themselves as managers with the emphasis on administrative tasks and 80% perceive themselves as leaders with the emphasis on a human leadership. When analysing the time spent on various tasks divided within the three different scales the study showed that 72% of the time was spent on managerial tasks and 28% on leader tasks as coaching, personal development and reflection. The study showed no significant differences between men and women. The relational aspect of leadership is being empathized more and more in today´s organizations which will be clarified in this study.

Having a managerial position and being a woman at the same time can amount to certain problems. Women often have the main responsibility in the houshold whilst also maintaining a great extent of responsibility in the worklife. High demands on the individual in both spheres can make the perceived balance between work life and private life fragile and create difficulties for the individual to achieve balance between the two spheres. To have a great responsibility at the workplace also entails a requirement of accessibility and this requirement could intrude on the perceived balance between work life and private life. This paper examines two main questions: How can the perceived balance between work life and private life be portrayed among female managers? How may the perceived balance differentiate between work life and private life among women in leading positions since they became managers? The theoretical frame of reference form the basis of the study and addresses theories on work-life balance, gender studies and management studies. The study was carried out by using a qualitative method and utilized interviews as the main method for data collection. Ten female managers have participated in the survey. These respondents were selected according to set criterias: to be a female in a leading position working in the public sector. The results show that female managers have great experiences of work-life balance. The perceived balance between work life and private life was based on four different points: the importance of having the ability to keep work life and private life separate, flexibility in the profession, support from your surroundings and time for yourself. The results also show that the balance between work life and private life is something that could be affected by the profession itself. The female managers argue that the managerial position offers a type of freedom which makes them perceive their experience of work-life balance as better in the managerial position than before they became a manager.