I Sverige finns ett gemensamt mål att bedriva en god och lika vård på lika villkor för alla. Vård- och omsorgssektorn står inför stora framtida utmaningar utifrån kompetensförsörjningen för att kunna bedriva en god vård. För att attrahera och behålla arbetskraft är det av stor vikt att prioritera arbetsmiljöarbetet och stärka ledarskapet. Organisationens syn på ledarskap påverkar vilka chefer som rekryteras och förutsättningarna för hur ledarskap skapas och utvecklas. Förstalinje chefer inom vård och omsorg har komplexa uppdrag i jämförelse med chefer inom andra branscher med tanke på storlek på arbetsgrupper, uppdragsbeskrivning, ekonomiska utmaningar och sämre organisatoriskt stöd. Organisationerna inom vård- och omsorg har färdigställd värdegrund som en del av marknadsföringsfilosofi och från ledning önskad organisationskultur, medan arbetsplatser har utvecklat egna kulturer och normer vilket leder till att förstalinje chefer hamnar i svår position då dem ska balansera mellan dessa kulturer. Tidigare forskning har påvisat att hållbart ledarskap har stor vikt för både organisationen, arbetsplatsen och förstalinjens chefer. Syftet med studien var att med fokus på vård och omsorg, undersöka huruvida det ömsesidiga förhållandet mellan ledarskap, psykologisk trygghet, mångfald organisationskultur och arbetsplatskultur främjar ett hållbart ledarskap. Metoden som använts är kvalitativ metod, där sex förstalinje chefer från olika delar av vård- och omsorg intervjuats då målet var att undersöka deras upplevelser och erfarenheter för att få en ökad förståelse hur organisationskultur och arbetsplatskultur påverkar och påverkas av ledarskapet. Intervjuerna har analyserats och sammanfattats utifrån följande kategorier: organisationskultur, arbetsplatskultur, psykologisk trygghet samt ledarskap och hållbart ledarskap. Resultatet har påvisat en betydlig skillnad mellan organisationskulturen och arbetsplatskulturen samt deras påverkan på förstalinje chefer och dennes ledarskap. Vidare, har det påvisat att förstalinje chefer upplever att ledarskapet blir mindre hållbart utifrån organisationskultur, medan mer hållbart utifrån arbetsplatskultur. Förstalinje chefer arbetar i hög grad att implementera en hållbar arbetsplatskultur där de poängterar vikten av ett närvarande och tillitsbaserat ledarskap. / In Sweden, there is a collective goal of providing high-quality and equitable care on equal terms for all. The health and social care sector faces significant future challenges in the area of competence maintenance in order to be able to provide high-quality care. To attract and retain a workforce, it is of great importance to prioritize work environment management and strengthen leadership. An organization’s perspective on leadership impacts which managers are recruited and the conditions for how leadership is created and developed. Taking into consideration the size of work groups, mission statement, economic challenges and comparatively weak organizational support, first line managers within health and social care have complex assignments in comparison with managers in other sectors. Organizations within the health and social care sector have finalized values as a part of their marketing philosophy and the organizational culture desired by leadership, while workplaces have developed their own cultures and norms, which leads to first line managers being placed in the difficult position of balancing between these cultures. Previous research has demonstrated that sustainable leadership is of great importance for organizations, workplaces, and first line managers.    The purpose of this study was to, with a focus on health and social care, investigate to what extent the reciprocal relationship between leadership, psychological security, diverse organizational cultures and work cultures promotes sustainable leadership.   The method of this study is a qualitative one, based on interviews conducted with six first line managers from different areas within the health and social care sector, with the goal of investigating their experiences in order to gain an increased understanding of how organizational culture and workplace culture affect and are affected by leadership. We have analyzed and summarized these interviews in relation to the following categories: organizational culture, workplace culture, psychological security, leadership and sustainable leadership.   The results demonstrate a significant distinction between organizational culture and workplace culture, as well as their impact on first line managers and their leadership. Furthermore, they demonstrate that first line managers feel that leadership becomes less sustainable in relation to organizational culture, but more sustainable in relation to workplace culture. First line managers work extensively with the implementation of sustainable workplace cultures, where they stress the importance of a present and trustbased leadership.

Lärande för hållbar utveckling (LHU) är ett ramverk som har skapats på global nivå för att främja hållbar utveckling (HU) på både global och lokal nivå. LHU innebär att integrera kunskaper och värderingar inom grundskolan som präglas av HU. För att elever ska kunna agera ansvarsfullt gentemot miljön syftar LHU att ge elever en förståelse för komplexa sociala och ekologiska samband för att potentiellt kunna lösa miljöproblem och i slutändan bidra till ett mer hållbart samhälle. LHU har införts i den svenska läroplanen som ett led i att säkerställa måluppfyllnad av Agenda 2030. Inom grundskolan har rektorer det övergripande ansvaret för att leda och samordna den pedagogiska verksamheten och forskning visar att rektorer är avgörande för att skapa en skolorganisation som ger en plattform för HU. Emellertid förekommer ett behov av organisationsutveckling inom svenska skolor avseende den pedagogiska verksamheten som knyter an till LHU. Med syfte att undersöka vilka drivkrafter som ligger bakom rektorers tillämpande av LHU undersöks därför rektorers uppfattningar om HU för att synliggöra hur LHU tillämpas inom skolan. Genom en kvalitativ ansats hölls intervjuer med sex skolledare på skolor i Skåne och med en kompletterande diskursanalys av nationella styrdokument kunde det konstateras att det förekommer skillnader i rektorernas syn på HU. Resultatet av denna studie visar att utmärkelser inte påverkar tillämpningen av LHU. Drivkraften bakom implementeringen av LHU synliggörs således snarare genom förändringsagenter, HL, investeringar i EMP och inre motivation. / Education for Sustainable Development (ESD) is a global framework to promote sustainable development (SD) on both a global and local level. The purpose of ESD is to integrate knowledge and values that embodies SD throughout the education system. To ensure students responsible engagement with the environment, ESD aims to give students an understanding of complex connections regarding both social and ecological aspects. ESD has been implemented in the Swedish curriculum to fulfill its obligations towards 2030 Agenda for Sustainable Development. In elementary school the principal has the overall responsibility to lead and coordinate the pedagogical activities and research has shown that the principal is crucial in developing a platform for ESD within the school organization. However, in order to implement ESD there is a need in Sweden for organizational change within schools. In this study principal’s perception of SD are investigated with the purpose of gaining knowledge regarding the principal’s motivation for implementing ESD. Through a qualitative method six interviews were conducted with school leaders in Skåne and with a complementing discourse analysis of national governing documents, it could be concluded that there was a difference in perception of SD. The results of this study show that awards for ESD does not affect the implementation of ESD. Instead, the driving force for implementing ESD is rather shown in the presence of change agents, leadership for sustainability, investments in EMP and intrinsic motivation.

Bakgrund och problemformulering: I hälso- och sjukvårdsorganisationer är konflikter oundvikliga, ständigt förekommande och en naturlig del av arbetsplatsen. Ökad ohälsa i form av arbetsrelaterade sjukdomar och stress kan härledas till konflikter på arbetsplatsen. Trots det upplever många chefer ett obehag och svårigheter med hur konflikter ska hanteras. Syfte: Sammanställa aktuell forskning och få en samlad bild av olika konflikthanteringsstrategier med relevans för hälso- och sjukvårdsadministration under åren 2010-2021. Detta för att bidra till en hållbar hantering av mellanmänskliga konflikter inom hälso- och sjukvård för att främja en hälsofrämjande arbetsmiljö. Metod: Systematisk litteraturstudie med kvalitativ ansats. Analysen utfördes genom att syntetisera och sammanställa innehållet i tolv vetenskapliga primärstudier med både kvalitativ och kvantitativ ansats. Resultat: Studiens resultat indikerar att det finns ett orsakssamband mellan demografiska faktorer och val av konflikthanteringsstrategi. Vidare visar resultatet på att det finns en medvetenhet hos chefer om att en kompromissande, integrerande och aktiv konflikthantering huvudsakligen är det mest effektiva, men vissa studier indikerar att undvikande och dominerade strategier är förekommande. Resultatet visar även att chefer använder sig utav flera olika konflikthanteringsstrategier. Diskussion: Vi anser att konflikthantering bör vara ett prioriterat område för chefer som arbetar i verksamheter inom vård och omsorg för de tydligt positiva effekterna en effektiv konflikthantering har på hälsa för anställda, ökad effektivitet och vårdkvalitet. Samtidigt saknas det studier baserat på svensk kontext, orsakssamband och val av konflikthanteringsstrategier samt koppling till arbetsmiljö. Därför anser vi det nödvändigt med ytterligare forskning för att nå och möjliggöra ett hållbart och hälsofrämjande ledarskap. / Background: In health care organizations, conflicts are inevitable, constantly occurring and a natural part of the workplace. Decreased health in the form of occupational illnesses and stress can be attributed to unhandled workplace conflicts. Despite this, many nurse managers experience discomfort and difficulties with how conflicts should be handled. Aim: This study aimed to compile current research and present an overall picture of different conflict management strategies relevant to health care administration during the years 2010-2021. This is to contribute to the sustainable management of interpersonal conflicts in health care in order to promote a health-promoting work environment. Method: Systematic literature study with a qualitative approach. The analysis was performed by synthesizing and compiling twelve primary scientific studies with both a qualitative and quantitative approach. Results: Our result indicates a causal relationship between demographic factors and the choice of conflict management strategy. Furthermore, the results show that there is an awareness among managers that compromising, integrative and active conflict management generally is the most effective, but some studies indicate that avoidant and dominated strategies is prevalent. The results also show that managers use several different conflict management strategies. Conclusion/Discussion: Effective conflict management positively affects occupational health, organizational efficiency, and the quality of care. Therefore, we believe that conflict management should be a priority area for managers and management training in healthcare. There is a lack of studies based on the Swedish context, causation and choice of conflict management strategies, and connection to occupational health. Further research is needed to achieve and enable sustainable and health-promoting leadership.

Background: The Swedish Royal School of Technology (KTH) was hired to conduct a pilot study project on stress prevention, "Stress Prevention Project" in a Swedish high-tech global manufacturing company with headquarters in Sweden. The aim was to identify the root causes of stress among employees at the organizational level and to offer a way to prevent the root causes. The initiative to implement the project came from the HR department in the company. The occupational health department had not been able to lower the costs of sickness and rehabilitation. One of nine divisions was included in this evaluation study. The project was carried out during the years of 2012-2014, and three quantitative stress measurements were carried out using the modern working environment form “Modern Work Life” based of knowledge from KTH and designed by Metodicum. The present study has evaluated the root causes of the division's stress. In the division, it was stated that the risk areas that the division had to work with were: resources, demands, control, support but also leadership and reorganization with implementing the Agile methods (autonomous work) in the form of. The aim was to improve the psychosocial occupational health and to make the production work more efficient. Aim: The aim was to evaluate the effect of stress preventive measures in one of the nine divisions (that were included in the overall project) and the effect of implementing the Agile methods (autonomous work) in the organization. Limitations: The evaluation is restricted to one of the nine divisions. Method: The method is a quantitative and qualitative case study, with a narrative approach. The study includes a division with 200 employees of which data was collected from 18 of these employees in two focus groups interviews. Materials have also been collected from interviews with the division's HR director, section leader, head of unit and head of the organization's business health. The evaluation is based on qualitative data, which were obtained through 3 single interviews and 4 focus group interviews and participant observation. Quantitative data were obtained through three different measurements (between 2012-14). The quantitative data were compared and analyzed with the qualitative data in order to understand the results up to the final measurement 3 (2014). Results: The evaluation of the stress prevention – where the focus was to prevent risk areas including demands, develop resources, control, support and also leadership – showed that introducing and using the Agile working principles had had a significant positive effect on all the risk areas. Additionally, this change in the organization contributed to positive results regarding the efficiency of the production process; a reduction of working hours from 12 months to 2 weeks of action at the same result. The absence due to illness and rehabilitation has been decreasing from 4 % to 0,5-1% right after introducing the Agile methods in the division. However, the results also showed no improvement regarding some other working environment; as conflicts and bullying persisted. This may be due to how the reorganization of the groups was done. It should be clarified that the outcomes may be influenced by the extensive reorganization that took place in connection with the stress prevention project and the introduction of the agile approach. Conclusions - The stress prevention could not have been done efficiently due to other on-going reorganizations in the company and the staff has not been able to follow the recommendation for efficient stress-prevention due to lack of support from the headquarter. That created a crisis in the stress prevention-project group. The agile methods seem to have had a significant good result in all risk areas as resources, demands, control, support and also leadership and the absence has decreased from 4 to 0,5 %. Due to the agile methods have the productions process been shorter from 12 months to 2 weeks.