After 30 plus years of research, clergy burnout is an ongoing concern; as such, it is important to identify the causes of this phenomenon. Researchers have already demonstrated that internal factors such as personality types, personal mastery, or conflict management and external factors such as role conflict, excessive activities, or unrealistic expectations, can lead to burnout. The problem that led to this study was that more exploration is needed about clergy's perceptions on leadership and burnout within the church. The purpose of this qualitative phenomenological study was to explore clergy within the Wesleyan Church in the Midwest to discover their perceptions about leadership and burnout within the church. The conceptual framework was shaped by the great man theory of leadership and Maslach's burnout theory. The central research question for this study focused on clergy's perceptions about leadership and burnout within the church. Data were collected using face-to-face semistructured interviews with 23 pastors who are currently leading and experiencing burnout. Data collected included transcribed interviews, field notes, and observations. Data were hand-coded to find key concepts and themes. Two themes that emerged from the data were leadership is understood as hierarchical and leadership is understood as the work of solo actors, which were consistent with the great man theory of leadership. The results of this study may contribute to a better understanding of the factors that lead to clergy burnout. The results of this study will address a gap in literature and may result in positive social change for both the clergy and church congregants because the results can be used to come up with solutions for burnout. This study may also lead to new theories about clergy burnout.

Dealing with change is crucial for organizations in order to survive in today's constantly changing business environment, such tasks are included in the role of the middle managers’. There are plenty of studies made on change and how managers’ successfully should lead through change, but managers’ own perceptions and considerations of what is important when proceeding with change, seems less researched. The aim of this paper is to contribute with a better understanding of how middle managers’ perceive their own position and leadership in change. A case study was conducted on a large international company within the construction and property development industry. The study is based on significant competences and procedures required by middle managers’, when leading through change. The methodology used was a deductive and qualitative approach, and contain in-depth interviews on middle managers’ perceptions on change. In total, 18 middle managers’ was interviewed and the interviews were then transcribed, thematized and presented through quotes. Our results indicate that middle managers’ perception of leading teams through change is a difficult process due to the often short time frames, high expectations coming from above and leadership norms shaped in society. From a learning perspective, a change process is suggested to be less focused on the leader and rather enable the whole team to manage change. The most neglected aspects of learning was to take the time to reflect and to consider mistakes as part of a learning process.

Purpose This thesis investigates if leaders’ self-perception and the employees’ perceptions of their leadership are aligned. Background To know whether leaders use a preferred leadership style one could ask their employees. The followers are considered a suitable benchmark for a leader to gain insight into his or her style of leadership. It is therefore of interest to research if the leaders’ self-perception of their leadership is aligned with the perception of their employees. This study will investigate three different managers and their employees in three Team Sportia stores on their view of leadership and leadership perception. Method In order to answer the purpose, the authors conducted an embedded case study including three different Team Sportia Stores. The investigation emphasized the holistic view of the researched environment and both managers and employees were included. Qualitative data was gathered from managers through in depth semi-constructed interviews while quantitative data was gathered through surveying of employees. The briefly described method of measuring exercised and perceived leadership is referred to as conducting 360-degree feedback. The information collected enabled the authors to create a meta-inference of the leadership at each Team Sportia Store researched. Conclusion The three investigated managers differ in their view of leadership, however they all emphases result-orientation. The alignment in perception between the leaders and their employees differ across the three research units. The manager in Stockholm has a more accurate self-perception, than his colleagues in Mariestad and Jönköping. / Syfte Syftet med denna uppsats är att undersöka om ledares självuppfattning och anställdas uppfattning av deras ledarskap stämmer överens med varandra. Bakgrund Ett sätt för ledare att ta reda på om man använder sig av en uppskattad ledarskapsstil är att fråga de anställda. Anställda kan ses som en passande utgångspunkt för en ledare när man vill skaffa sig insikt om sitt eget ledarskap. Av denna anledning är det intressant att undersöka om ledares uppfattning stämmer överens med uppfattningen bland de anställda. Denna studie undersöker tre olika ledare, samt deras anställda, i tre Team Sportia-butiker för att kartlägga om deras uppfattningar stämmer överens. Metod För att uppfylla syftet med denna rapport har författarna inkluderat både ledare och anställda och fokuserat på att skapa en helhetsbild av den undersöka miljön. Kvalitativ data har samlats in genom semi strukturerade intervjuer med de tre olika ledarna, och kvantitativ data samlades in genom en enkätundersökning band de anställda. Den ovan nämnda metoden att samla in data från både ledare och anställda kallas för 360-degree feedback och gör det möjligt att skapa övergripande bild av ledarskapet i varje Team Sportia-butik. Slutsats Synen på ledarskap skiljer sig mellan de tre ledarna i denna studie, däremot delar de uppfattningen angående vikten av fokus på resultat. Studien visar på skillnader i uppfattningen av ledarskapet i de tre undersökta butikerna. Ledaren i Stockholm har en bättre självbild av sitt ledarskap, än sina två kollegor i Mariestad och Jönköping.

<p><strong>Purpose</strong> This thesis investigates if leaders’ self-perception and the employees’ perceptions of their leadership are aligned.</p><p><strong>Background</strong> To know whether leaders use a preferred leadership style one could ask their employees. The followers are considered a suitable benchmark for a leader to gain insight into his or her style of leadership. It is therefore of interest to research if the leaders’ self-perception of their leadership is aligned with the perception of their employees. This study will investigate three different managers and their employees in three Team Sportia stores on their view of leadership and leadership perception.</p><p><strong>Method</strong> In order to answer the purpose, the authors conducted an embedded case study including three different Team Sportia Stores. The investigation emphasized the holistic view of the researched environment and both managers and employees were included. Qualitative data was gathered from managers through in depth semi-constructed interviews while quantitative data was gathered through surveying of employees. The briefly described method of measuring exercised and perceived leadership is referred to as conducting 360-degree feedback. The information collected enabled the authors to create a meta-inference of the leadership at each Team Sportia Store researched.</p><p><strong>Conclusion</strong> The three investigated managers differ in their view of leadership, however they all emphases result-orientation. The alignment in perception between the leaders and their employees differ across the three research units. The manager in Stockholm has a more accurate self-perception, than his colleagues in Mariestad and Jönköping.</p> / <p><strong>Syfte</strong> Syftet med denna uppsats är att undersöka om ledares självuppfattning och anställdas uppfattning av deras ledarskap stämmer överens med varandra.</p><p><strong>Bakgrund</strong> Ett sätt för ledare att ta reda på om man använder sig av en uppskattad ledarskapsstil är att fråga de anställda. Anställda kan ses som en passande utgångspunkt för en ledare när man vill skaffa sig insikt om sitt eget ledarskap. Av denna anledning är det intressant att undersöka om ledares uppfattning stämmer överens med uppfattningen bland de anställda. Denna studie undersöker tre olika ledare, samt deras anställda, i tre Team Sportia-butiker för att kartlägga om deras uppfattningar stämmer överens.</p><p><strong>Metod</strong> För att uppfylla syftet med denna rapport har författarna inkluderat både ledare och anställda och fokuserat på att skapa en helhetsbild av den undersöka miljön. Kvalitativ data har samlats in genom semi strukturerade intervjuer med de tre olika ledarna, och kvantitativ data samlades in genom en enkätundersökning band de anställda. Den ovan nämnda metoden att samla in data från både ledare och anställda kallas för 360-degree feedback och gör det möjligt att skapa övergripande bild av ledarskapet i varje Team Sportia-butik.</p><p><strong>Slutsats</strong> Synen på ledarskap skiljer sig mellan de tre ledarna i denna studie, däremot delar de uppfattningen angående vikten av fokus på resultat. Studien visar på skillnader i uppfattningen av ledarskapet i de tre undersökta butikerna. Ledaren i Stockholm har en bättre självbild av sitt ledarskap, än sina två kollegor i Mariestad och Jönköping.</p>

Todays’ organizations are facing low levels of employee engagement, with a tendency to decrease evenfurther. Sustainability has been found to positively affect employee engagement as it providesemployees with a higher purpose in their work. Therefore, this research study reveals leaders’perception on the contribution of sustainability towards employee engagement, with a focus onmultinational organizations in the Öresund region. This qualitative study combines Herzberg´s “Two-Factor Theory” and transformational leadership to analyze the research findings with a theoreticalframework. The results display that sustainability has a significant influence on the level of employeeengagement and various activities of organizations and leaders contribute towards this. The researchalso underlines that there is a potential for organizations to implement further strategies in this regardand thereby not only strengthen the satisfaction and loyalty of their current workforce, but also gain acompetitive advantage in the future for attracting new talents.