Sammanfattning Kandidatuppsats i företagsekonomi III, Organisation 15 hp, 2FE74E, Ekonomihögskolan Linnéuniversitetet i Kalmar, VT 2022.  Författare: Elisabeth Nilsson, Ellen Sagerström & Lina Matzewska Handledare: Annika SchillingExaminator: Mikael LundgrenTitel: Ledarskapets anpassning vid hybridarbete - En kvalitativ studie om ledarskap vid kombinerat arbete på plats och distans ur ett chefsperspektiv  Syfte: Syftet med uppsatsen är att beskriva och förklara hur chefer anpassar sitt ledarskap vid ett kombinerat arbete på plats och distans, ett så kallat hybridarbete. Samt vilka förutsättningar som kan göra anpassningen framgångsrik.  Metod: En studie som beskriver ledarskapets anpassning ur ett chefsperspektiv genomförd med en induktiv forskningsansats. Datainsamlingen har skett genom en kvalitativ forskningsstrategi med semistrukturerade intervjuer där nio chefer från sex organisationer har varit delaktiga.  Slutsats: Studien har visat att chefer anpassar sitt ledarskap vid hybridarbete genom: ledarskap under ökad frihet & ett större förtroende, ett mer observerande ledarskap, tydligare mål, visioner & förväntningar, en ökad tillgänglighet, ett öppnare sinne till förändring samt upprätthållning av relationen mellan chef och medarbetare. Följt av förutsättningar som kan göra anpassningen framgångsrik: fungerande teknologi, digitala arbetsverktyg, ett lättillgängligt informationsforum, en allt mer planerad kommunikation och att integrera virtuellt för att upprätthålla relationen mellan chef och medarbetare.  Nyckelord: ledarskap, anpassningar, förutsättningar, hybridarbete, chefsperspektiv. / Abstract Bachelor Thesis Business Administration III, Organization 15 hp, 2FE74E, School of Economics Linnaeus University in Kalmar, Spring 2022.  Authors: Elisabeth Nilsson, Ellen Sagerström & Lina Matzewska Advisor: Annika SchillingExaminator: Mikael LundgrenTitle: Leadership's adaptation at hybrid work - A qualitative study on leadership in combined work at physical workplace and remotely from a managerial perspective  Purpose: The aim of the thesis is to describe and explain how managers adapt their leadership in a combined work at physical workplace and remotely, a hybrid work. As well as which conditions that can make the adaptation successful.  Method: A study describing the adaptation of leadership from a managerial perspective conducted with an inductive research approach. The data collection has been done through a qualitative research strategy with semi-structured interviews in which nine managers from six organizations have participated.  Conclusion: The study has shown that managers adapt their leadership in hybrid work through: leadership under increased freedom & major trust, more observant leadership, clearer goals, visions & expectations, increased availability, open minded for change and maintaining the relationship between manager and employee. Followed by conditions that can make the adaptation successful which are: functional technology, digital work tools, an easily accessible information forum, an increasingly planned communication and to integrate virtually for the purpose of maintaining the relationship between manager and employee.  Keywords: leadership, adaptations, conditions, hybrid work, managerial perspective.

As corporations have to adapt to an ever-faster spinning global environment they often turn to projects as a facilitator to positive change. With the increase in temporary projects more line managers are faced with leading projects in the permanent organisation, a task that can be widely different from leadership in the permanent organisation. Our purpose is to expand the theoretical and practical knowledge on how managers view the contrast on leadership in the temporary organisation in comparison with the permanent organisation in our case company IKEA and how organisational culture influence this leadership. Which lead us to our research question, How do managers at IKEA compare their leadership styles between being a line manager in comparison with a manager in a temporary organisation? In order to answer the research questions we conducted a qualitative method study, using semi-structured interviews as a tool we interviewed nine senior managers at IKEA who have significant experience from leadership in both organisational contexts. The managers also answered a leadership test for us to better understand their leadership; furthermore we interviewed an HR-experienced manager for context. To interpret the data, an exhaustive theoretical frame of reference was constructed with regards to our purpose, built mainly of leadership theory, organisational culture and differences organisational contexts. After presenting our data based on our main themes, a thematic analysis was conducted on the data gathered that summarized and discussed the important findings discovered in our transcripted interview material. The themes constructed were “leading to succeed”, “communication is key”, “focus on the individual”, “supportive surroundings” and “strength through unity”. Further, a framework is assembled and presented, highlighting the contrasts between the organisational contexts in regards to our constructed thematic frameworks. In our conclusions we found that the basis of our participants transformative leadership does not change between the organisational contexts, it only slightly adapts to organisational routines that differ. Furthermore we establish a connection between IKEA’s transformative organisational culture and leadership in the organisation, which are analogous in their cornerstones. The theoretical contributions complements previous research within leadership in temporary organisations, with the additions of organisational culture and the managerial perspective. And our practical contributions assist IKEA and similar companies in their understanding of their managers’ views on the fundamental contrasts in leadership in the different organisational contexts.