This essay is focusing on leadership and motivation in the creative process. The perception on the leadership has changed over time. Today’s leadership theories suggest that the leadership should be adapted after the organisations conditions. Due to the increasing globalization, companies are forced to operate in an increasingly competitive market. To stand out in the market, the importance of company’s creativity has increased. Today, it is stated in the research how important it is with leaders who create the right conditions to motivate creators. How do you lead to create motivation and creativity in organizations? Our study aims to examine, from a manager's perspective, how leaders lead and motivate teams working in a creative process. To answer the purpose and research questions a qualitative study was made by interviewing six leaders of six different design and communication agencies working on the basis of a creative process. Thesis material has been collected deductive through theories and previous research as well as inductive, based on empirical material gathered in interviews. The conclusion of this study shows that of the four phases, the initial phase was of central importance for how leaders create important for a creative process. The leader sets in the initial phase clear framework. Furthermore, the leader should contribute to an overall picture and participation. The leaders worked in a structured and well thought out way, to make employees feel motivated. The study shows crucial areas that the leader works with to increase motivation, which are frames and releases, development, meaningfulness and confirmation. The analysis emerges that the creative process requires leadership that adapt to the conditions and they differ both between the phases of the process but also on the leader's duties. It was therefore not possible to deduce the best leadership method or theory for a specific phase in the creative process.

Syftet med studien var att undersöka och vidareutveckla kunskap om implementering av kvalitetsledningssystem i den offentliga sektorn. Ledningssystem för systematiskt kvalitetsarbete är sedan 2011 lagstyrt i vissa delar av offentlig sektor (SOSFS 2011:9). Andra delar av offentlig sektor har frivilligt valt att införa olika former av ledningssystem för kvalitet, medan andra organisationer inte har något uttalat kvalitetsledningssystem. Studien riktade sig mot att skapa mer kunskap om dessa varierande förutsättningar i offentlig sektor. En kvalitativ design med en praktiknära och undersökande ansats användes i denna studie. Femton individuella intervjuer och en gruppintervju med tre informanter genomfördes. Informanterna kom från offentliga organisationer på både kommunal och regional nivå. Resultatet från intervjuerna gav en ytterst diversifierad bild av kvalitetsledningssystem i offentlig sektor. Kvalitetsledningssystem definieras och används på varierande sätt. Informanterna uttryckte ett gemensamt behov av en förstående och tydlig ledning, utrymme i tid att arbeta med kvalitetsfrågor samt ett systematiskt arbetssätt. Några av de mest uttalade behoven som identifierats i studien är en tydligare nationell styrning gällande SOSFS 2011:9 samt utveckling av modeller och manualer som förenklar det praktiska arbetet med lagstiftad kvalitetsledning. Studien tydliggör också ett behov av ytterligare forskning för att bland annat överbrygga klyftan mellan nationell lagstiftning och det vardagliga arbetet inom kommuner och regioner. Studien har identifierat ett antal områden och kärnvärden som tillsammans bildar en modell för hur kvalitetsledning inom offentlig sektor skulle kunna stödjas. / Since 2011, quality management systems have been governed by law in certain parts of the public sector (SOSFS 2011: 9). Other parts of the public sector have voluntarily chosen to introduce various quality management systems, while other organisations do not have any identified quality management systems. The study aimed to create more knowledge about these varying conditions in the public sector. A qualitative design, close to practice with an investigative approach was used in this study. Fifteen individual interviews and a group interview with three informants were conducted. The informants were all working in public organisations at both municipal and regional levels. The results from the interviews provided a diversified image of quality management systems in the public sector. Quality management systems are defined and used in several ways. The informants expressed a common need for an understanding, transparent and straight forward management approach, time to work with quality issues and systematic work methods. Some of the most pronounced needs identified in the study are more explicit national governance regarding SOSFS 2011:9 and the need of developing models and manuals that simplify the practical work with legislated quality management. The study also clarifies the need for further research to bridge the gap between national legislation and the everyday work within municipalities and regions. Several supportive core values were identified in this study related to the field of quality management. The authors used the core values to create a model that might be useful to improve quality management in the public sector in the future. / <p>2021-06-06</p>