En chef använder olika färdigheter i sin vardag t ex kommunikation, relationsskapande och beslutsfattande. Likväl som chefen agerar med olika ledarstilar utifrån kontexten och medarbetarna. Kvaliteten på chefens färdigheter och agerande kan bedömas i en medarbetarenkät där medarbetaren även bedömer sitt och gruppens välbefinnande. En medarbetarenkät ska vara ett stöd för chefen att utveckla sitt ledarskap och sin verksamhet. Denna uppsats analyserar de tio bästa och de tio sämsta enheterna från en medarbetarenkät i ett landsting. I uppsatsen skapas olika ledarstilsindex utifrån redan befintliga frågebatterier och användandet av enkätens frågor. Uppsatsen förklarar sambanden och variationen i svaren på frågor kring medarbetarnas hälsa och förtroende för chefen utifrån skapade ledarstilsindex. ”Ledarklimatet” och ”Ledarskap som främjar hälsa och utveckling” är de ledarstilsindex som förklarar mycket av variationen i svaren. Grunden i dessa index är kommunikationen. Uppsatsen visar att utveckling och ökad kunskapen kring kommunikation kan ge bättre resultat på en medarbetarenkät. Att förstå sambanden mellan olika delar av enkäten kan hjälpa chefen att sätta in rätt åtgärder för bra ledarutveckling och därmed förbättra arbetsklimatet och öka välbefinnande hos medarbetarna. / A manager uses different skills in their everyday life such as communication, relationship-building and decision making. As well as managers is acting with different leadership styles based on context and employees. The quality of the manager's skills and behavior can be valued in an employee survey where the employee also values his and the group's well-being. An employee survey is to provide support for the managers to develop their leadership and their activities. This paper analyzes the ten best and the ten worst units from an employee survey in a county council. The paper created different leadership style indices based on existing questionnaires and the use of survey questions. The paper explains the relationships and the variation in the responses to questions about the health and confidence of the manager based on the management style indices. " Leadership climate" and "Health and development promoting leadership behavior " is the leadership style indices that explain much of the variation in the responses. The basis of these indices is communication. The paper shows that development and increased knowledge of communication can give better results on an employee survey. Understanding the relationships between different parts of the survey can help the manager to apply the correct measures to good leadership development and thereby improve the working climate and the well-being of employees.

This study links ethical leadership theory to the implementation of improved leadership practices and examines whether ethical leadership characteristics actually exist, particularly in highly operational environments. The study analyses how ethical leadership can be embedded by process, by applied leadership (role modelling), and by changing culture and climate. The conclusion reveals that all three approaches are needed for an implementation and depend on middle managers, otherwise no organisational transformation is possible. The research design of this qualitative study analyses data from 100 in-depth interviews using inductive categorisation, aiming to retrieve deep, rich and unprompted data from a highly developed and advanced production facility. The ethical leadership characteristics, and evidence specific influences on leadership behaviour, revealing 14 perceived leadership issues resulting in a leadership climate which negatively influences motivation, performance, and corporate culture. These issues were found to be responsible for deteriorating work climate, motivation, morale, and team spirit. Particularly favouritism, inequalities, shouting, blaming, internal competition and unclear strategies ruin motivation, employee health, and co-operation. Concerning the implementation of a better suited leadership culture, a research framework model is developed, integrating transformational change and leadership. Findings document that the influence of middle managers acting as role models seems to be greater than research suggests. Key findings also show that individual leadership development without changing the corporate realities is not sufficient to implement ethical strategies. Neglecting to actively control the leadership climate can have devastating effects even for very successful operations. Considering the pressure of goal attainment in highly operational areas, an absence of unethical behaviour can already be seen as a success for leaders. Finally, a change process sequence for shaping leadership climate was identified. These research results are highly relevant for organisations and leaders wishing to be engaged in improving their leadership quality.