Covid-19 pandemin har påverkat dels företagens sätt att arbeta men även chefernas sätt att leda. På grund av pandemin gjordes en omställning till distansarbete där samtliga medarbetare som hade möjlighet arbetade på distans stora delar av sin arbetstid. Detta har tvingat fram nya sätt att kommunicera och således krävs en omställning hos ledare för att leda och motivera sina medarbetare. Inom tidigare forskning finns begränsad insikt i vilken utsträckning distansarbetet påverkar motivationen. Syftet med detta arbete är att utöka förståelsen för hur chefer anpassar sitt ledarskap vid distansarbete. För att uppnå detta syfte ställdes följande forskningsfråga: hur anpassar chefer sitt ledarskap under den organisatoriska förändring som Covid- 19 inneburit och hur går dessa chefer tillväga för att leda och motivera sina medarbetare under det etablerade distansarbetet? Det teoretiska ramverket består av tre delar, distansarbete, ledarskap samt motivation. Distansarbete är det arrangemang där arbetstagaren arbetar utanför den traditionella arbetsmiljön. Med digitala framsteg och förbättrad teknik kan anställda fortsätta sitt arbete var de vill under förutsättning att de har en internetuppkoppling. Anställda som har mer flexibilitet tenderar att vara mer motiverade och stannar således längre på samma ställe. Denna förändring av i arbetslivet innebär att det ställs högre krav än innan på chefer att leda personalen, men också att chefsrollen behöver anta en ny skepnad, eftersom den direkta kontrollen över medarbetare tappas och arbetskontakter är mindre frekventa. Ur motivationssynpunkt kan hemmakontoret vara en stark drivkraft, som kan användas mycket bra och effektivt, liksom det även kan bli en mycket stark demotivator och därmed orsaka stora problem och förluster för både arbetsgivaren och arbetstagaren. För att möjliggöra ett konstruktivt förändringsarbete måste förändringsprocessen vara etisk, bygga på förändringsvilja och motivation, inkludera alla, präglas av tilltro, bygga på korrekt och tillräcklig information. Vidare behöver den beakta organisationskulturen och att de anställda känner sig trygga i förändringsarbetet, samt att förändringens omfattning, rytm, tempo och ursprung behöver medvetandegöras. Det avgörande ur ledarskapssynvinkel förefaller i en distansarbetssituation vara anpassningsförmåga till föränderliga kontexter, bland annat med hjälp av digitala arbetssätt samt lyhördhet för medarbetarna för att fånga upp såväl deras arbetsrelaterade svårigheter som drivkrafter, men också lyhördhet mot det egna ledarskapet genom anammandet av ett reflexivt förhållningssätt i syfte att förverkliga ett inkluderande, utvecklande och tillitsbaserat ledarskap. Studien har genomförts som en kvalitativ ansats där intervjuer genomförts med åtta kommunala chefer. Vidare har en tredelad analysmetod använts med innehållsanalys samt det hermeneutiska och reflexiva angreppssättet. Resultatet av denna studie visar att ledarskapet har förändrats i och med distansarbetet, det behövs en tydlig struktur, en värdeskapande kontext och en motiverande dimension för att bedriva ett distansledarskap, i det nya transformativa arbetslivet. / The Covid-19 pandemic has affected both the way companies work and manager’s way of leading. Due to the pandemic, a transition was made to teleworking, which led all employees who had the possibility to work mainly remotely. This course of events inevitally led to the emergence of new ways of communicating, which in turn require a change in managerial style to lead and motivate employees in a different way. Earlier research findings show limited insights regarding the extent to which telework affects motivation. The purpose of this study is to expand the understanding of how managers adapt their leadership style to teleworking. To achieve this goal, the following research question was asked: how do managers adapt their leadership style during the organizational change that Covid-19 has entailed and how do these managers lead and motivate employees during the established telework? The theoretical framework of this study consists of three parts, teleworking, leadership and motivation. Teleworking is the arrangement where the employee works from some other location than the traditional work environment, which is motly the office. With digital advances and improved technology, employees can continue their work wherever they want, provided they have an Internet connection. Employees who have more flexibility tend to be more motivated and thus stay longer with the same employer. This change in working life means that managers face higher demands than before regardring leading staff, but also that the managerial role needs to be taken to a new level, as direct control over employees is lost and working contacts are less frequent. From a motivational point of view, the home office can be a strong driving force, which can be used well and efficiently, just as it can also be a very strong demotivator and thus cause major problems and losses for both the employer and the employee. To enable constructive change management, the change process must be ethical, based on the will to change and on motivation, include everyone, be characterized by trust, and consist on correct and sufficient information. Furthermore, it needs to take into account the organizational culture and enable the employees to feel secure during the change, and that the extent, rhythm, pace and origin of the change needs to be made aware to the people it includes. The decisive factor from a leadership point of view in a teleworking situation seems to be adaptability to changing contexts, which is facilitated by digital working methods and the sensitivity for employees in order to capture not only work-related difficulties and driving forces, but also the sensitivity to one's own leadership. This is done by adopting a reflexive attitude and by pursuing an inclusive, developing and trust-based leadership style. This study has a qualitative approach in which interviews were conducted with eight municipal managers. Furthermore, a three-part analysis method has been used with content analysis combined with a hermeneutic and reflexive approach. The results of this study show that leadership has changed as a result of remote work, and that a clear structure, a value-creating context and a motivating dimension are needed to pursue a distance leadership in the new transformative working life

The purpose of the study was to explore how property management companies view of Building Information Modeling (BIM) as a working method in property management process, and to explore the companies efforts at BIM in terms of the level of detail on BIM object implementation in property management. The study includes both companies that have and do not have contributions in BIM. The exploration was aimed at two companies and their varying ways of working to inform the needs of BIM in property management. The purpose of the study was also to give a clear picture of how BIM tools should be defined in the management process. The work was used of qualitative methods to answer the questions first consisted of a literature review, interviews and case study. The case study was about BIM implementation in New Karolinska Solna. The result showed that the definition of BIM in property management companies is not clear yet. The companies have intended to use BIM, but they are not there yet, there should be a type of requirements list that works with planning and production and benefit from using BIM in the property management. According to respondents, most of the common reasons why BIM was not used were because the approach of the tool. There is no proper structure or common working method of how the tool would be applied. Many literature sources including respondents claimed that BIM seemed good and have a good potential to be the future work process. BIM leads to improved work environment, improved sustainability development, good marketing, increased quality in work, time savings, and improved project management. As a suggestion as to how BIM could be implemented, it can be described in a few steps, which is status analysis, identify the benefits of BIM, start implementing on a smaller scale, follow up continuously, improve and expand the work and last but not least Integrate information. The conclusions that can be drawn from the results and literature study were that BIM can improve the quality management of the properties, but it is important to find a reasonable level of BIM implementation as well as a suitable detail level of BIM-model.