Background: The middle managers’ managerial work is characterised by the absence of clarityand structure around the work practice and implies excessive responsibility on the individual toorganise the work. Self-leadership is a tool for individuals to become more effective in their work and can provide middle managers with guidance in their unstructured work. Research Question: How do middle managers apply behavioural-focused strategies for self-leadershipin relation to their managerial work? Purpose: The purpose of this study is to better understand and contribute with new theories about how middle managers apply self-leadership in relation to their managerial work. The study will depict how middle managers relate to the activity of self-leadership in their professional role. The research will focus on how middle managers apply behavioural-focused strategies for self-leadership, namely self-goal setting, self-reward, self-punishment, self-observation and self-cueing. Method: A qualitative study of observations and interviews were used. Three middle managers in the organisation have been observed and interviewed to identify their application and attitude about behavioural-focused strategies for self-leadership. The observations have been categorised according to Mintzberg’s and Choran’s managerial and operational roles (working roles). Theoretical framework: Theories of self-leadership and behavioural-focused strategies are combined with theories of managerial work and working roles. Bringing together the different theories, a comprehensive theoretical framework is formed to understand how middle managers apply behaviour-focused strategies. Findings: The findings suggest that middle managers’ application of behavioural-focused strategies is largely characterised by their working roles. Furthermore, middle managers associate behavioural-focused strategies primarily with other-orientated behaviours, includingthe co-workers and the organisation. At the same time, there is a distinct individual difference in how middle managers apply the behavioural-focused strategies for self-leadership.

In der vorliegenden Arbeit wird der Versuch unternommen, den Foucaultschen Gouvernementalitätsansatz für Analytiken im Feld der Medienpädagogik aufzuschließen. Im Fokus der Darstellung steht dabei der Bereich der Raucherprävention. In einem einführenden Teil wird das Konzept der Gouvernementalität innerhalb der Werkgeschichte Foucaults platziert und systematisch entfaltet. Hieran schließt sich eine Zuspitzung auf die gegenwärtigen neoliberalen Verhältnisse und die im Gesundheitsbereich etablierten Rationalitäten an. Dass die Geschichte des Rauchens eine genealogische Dimension der stetig voranschreitenden Problematisierung aufweist, wird entlang der Frage nach repressiven Machtmechanismen um das Rauchen deutlich gemacht. Mit den so im Verlauf der Darstellung entwickelten Werkzeugen werden abschließend zwei an Jugendliche gerichtete Raucherpräventionsschriften der Bundeszentrale für gesundheitliche Aufklärung systematisch in den Blick genommen, um so die Macht der medialen Inszenierung als Melange von Wahrheit, Subjektivierung und Selbstführung aufzuzeigen. / In the present work a try is made to make the governmentality of Foucault accessible for analytics in the area of media education. The centre of attention is the (juvenile) smoking prevention. In an introducing part the concept of governmentality is placed and systematically envolved in accordance with the history of Foucaults work. An aggravation of the contemporary neoliberal conditions and the rationalities established in the health-care sector follows. That the 'history of smoking' features a genealogical dimension of the continously proceeding problematization reveals alongside the question of repressive mechanisms of power about smoking. With the tools developed during the process of this presentation it is conclusively expected to systematically take two smoking prevention documents of the Federal Centre for Health Education into account to illustrate the power of the medial staging as a melange of truth, subjectivization and self-leadership.

Covid-19 affected the world's population when the pandemic became a global problem at the start of 2020. The effects of the pandemic placed demands on various countries and their inhabitants. But also on organizations in sundries sectors. Globally, and specifically on the Swedish labor market, the effects of covid-19 have contributed to increased use of technology to enable continued work, elsewhere than physically on site. This has created opportunities but also challenges for managers to motivate subordinates and get them to work towards the organization's set goals. Self-leadership is thus a concept that is important to understand and handle in the current situation, as it can lead to increased motivation and performance of individuals. Previously published research points out how leaders can work to promote self-leadership. e.g. by adapting individuals' characteristics and commitment to the nature of the task. How self-leadership is promoted in the Swedish labor market, under digital conditions in remote work, is however still unclear. We know, from previously published research, that self-leadership, clear goals, motivation, and self-efficacy all have an influence on each other. They further serve as a prerequisite for organizational performance and goal fulfillment. But there is no answer as to how this can be promoted under current digital conditions. Swedish companies are moreover at the forefront when it comes to innovation development and the shift to digital resources, as a result of the pandemic. But there is no explanation for the connection between self-leadership and its new challenges with digital work, nor on the Swedish labor market. The intention of this study is therefore to fill the research gap with a qualitative and empirical study on Swedish medium and large-sized companies, where the effects of covid-19 proved to be extensive. The goal is moreover to answer the question and explain how Swedish medium-sized and large organizations manage self-leadership under presented conditions. This issue includes both leaders and employees, and the study groups have thus both been included in the study to create a holistic understanding of how self-leadership is handled in the above-mentioned contexts. The results, based on five employees, and four leaders in various sectors and organizations,  show that enabling recurring opportunities for social interactions, support and to convey a transparent culture with clear goals is necessary to manage self-leadership in remote environments. Having a thorough opportunity for support in the organization and creating opportunities for social interactions is something that this study has significantly contributed to the research. This is because these phenomena have not previously been presented of any particular importance, nor have they been promoted as necessary for the management of self-leadership in a remote context. In this study, however, it has been shown to be extremely necessary, from the point of view of both managers and employees. This, to enable self-leadership, increase motivation and self-efficacy in the Swedish labor market, which positively can affect individual- and organizational performance and goal fulfillment.

The aim of the study was to investigate and gain an in-depth understanding of the lived experience of Self-Leadership among employees in organizations in Sweden with high degree of Self-Leadership Culture (SLC). To furfill the purpose, a qualitative method was applied in the form of unstructed interviews, whith four participants, which was analysed in an IPA analysis (Interpretative Phenomenological Analysis).                The results showed three themes that consisted of Control, Alone isn´t always strong, Stop and reflect. Freedom was an overaching theme that was experienced as very important and highly valuated in Self-Leadership. Other themes were Control, where there being a need to experience self-control, while not wanting to be controlled by others. Alone isn´t always strong is a theme that is associated with the dilemma of wanting to be independent and perceived as a strong individual, while at the same time feeling a need for support and a belonging to others. The last theme was about the ability to stop and reflect, which in this essay means that the participants experienced value in finding and using strategies to enable them to take a break from a stressed work environment, to reflect, to keep motivated, and to plan ahead, which was sometimes perceived as a challenge.  The conclusion showed for example that it could be valuable if more employees were given the oppurtunity to work more freely under responsibilities, as it seems to be a factor in the success of both job satisfaction, performance and overall well-being. External control seemed to inhibit motivation. Another important aspect was the need for support and belonging to others, although this was not aways explicitly stated. Furthermore, the study showed that it would be valuable if employees were also given be the time and tools for reflection, for such things as mindfulness and stress management. / Syftet med studien var att undersöka och få fördjupad förståelse för upplevelsen av självledarskap hos anställda på organisationer i Sverige med hög grad av Self-Leadership Culture (SLC). För att uppfylla syftet, tillämpades en kvalitativ metod i form av fem ostrukturerade intervjuer, vilka analyserades genom en IPA analys (Interpretative Phenomenological analysis). Resultatet visade tre teman som bestod av Kontroll, Ensam är inte alltid stark, Stanna upp. Ett gemensamt och övergripande tema var Frihet, vilket upplevdes vara högt värderat inom självledarskapet. Kontroll innefattar i studien ett behov av att besitta egen kontroll, samtidigt som respondenterna inte ville bli kontrollerade av andra. Ensam är inte alltid stark är förknippat med dilemmat att vilja vara självständig och stark, och samtidigt uppfylla behovet av stöd och samhörighet med andra. Det sista temat handlade om att Stanna upp, vilket innebar att respondenterna behövde strategier för att kunna stanna upp i en stressad tillvaro, reflektera, bibehålla motivationen och planera framåt, vilket kunde upplevas som en utmaning. Slutsatsen visade exempelvis att det vore värdefullt om fler anställda fick möjligheten och tilliten att jobba mer fritt under ansvar, då det var en framgångsfaktor både i jobbtillfredställelse, prestanda och i välbefinnande. Yttre kontrollerande tycktes hämma motivationen. Ytterligare en viktig aspekt var behovet av stöd och tillhörighet till andra, även om inte det inte alltid uttrycks explicit. Vidare visade studien att det vore värdefullt om anställda kunde erbjudas tid och verktyg inom reflektion, såsom mindfulness och stresshantering.

This qualitative study is about project managers’ perceptions of self-leadership and its benefits and challenges for the project managers, the team, and the project result. The study has been implemented by conducting semi-structured interviews with ten project managers from diverse cultural backgrounds, ages, and work sectors with experience of self-leadership. The data obtained has been transcribed, coded, and analysed by using thematic analysis. The main themes that were found were the following: The management of emotions, the power of collective intelligence, alignment between work and life and the final theme of the resilient project manager. The first theme deals with the importance of being self-aware and authentic as a project manager and to focus on emotional intelligence rather than IQ and hard skills. The second theme’s focal point is on the importance of having feedback and support from the team, mentors, or co-workers in learning more about oneself as a project manager. The third theme deals with project managers’ having a balance between their work and their spare time by planning and being organized, with the purpose of not becoming overworked or lose out on valuable time with friends and family. The final theme handles the project manager’s focus on strengths and being persistent until the end of a project. The benefits of self-leadership, according to the respondents in this study, are easier to experience for the project manager him/herself in terms of self-development but benefits can also be seen for the whole team and indirectly for the project goal as with a well-functioning project manager and self-governing team, the project results will improve. One challenge of self-leadership can be to lead oneself with a long-term perspective as priorities and teams change in projects. Also, if a project manager does not have support, it can be difficult for him/her to keep the motivation to self-lead.The results in this study are in alignment with earlier studies such as for instance Neck, Manz & Houghton’s study from 2019.

Syfte: Studien har till syfte att undersöka hur anställdas självledarskap påverkas av arbetsautonomi och stärkande ledarskap samt hur det i sin tur påverkar arbetstillfredsställelse.   Metod: Denna studie utnyttjade en kvantitativ forskningsmetod med en deduktiv ansats. En enkätundersökning användes som datainsamling och resulterade i 137 användbara svar från ett bekvämlighetsurval. Datan analyserades med hjälp av statistikprogrammet JASP, där en deskriptiv-, korrelations- samt nätverksanalys genomfördes.    Resultat och slutsats: Studien visar att självledarskap påverkas positivt av både arbetsautonomi samt stärkande ledarskap som helhet och att dessa två därför kan ses som antecedenter. Dock fann studien att arbetsautonomi och stärkande ledarskap har en större inverkan på arbetstillfredsställelse direkt, än vad de har via självledarskap. Ytterligare en slutsats var att resultatet skiljer sig mellan män och kvinnor. Studien hittade att det inte existerar något samband mellan stärkande ledarskap och självledarskap för kvinnor. Männen uppvisar istället att det finns ett samband mellan stärkande ledarskap och självledarskap.   Examensarbetets bidrag: Detta arbete har hjälpt till att fylla ett forskningsgap om vad det finns för potentiella antecedenter till självledarskap. Dessutom har studien bidragit till att fylla ytterligare ett forskningsgap om hur stärkande ledarskap fungerar som potentiell antecedent till självledarskap.     Förslag till fortsatt forskning: Stora skillnader mellan män och kvinnor hittades i nätverksanalysen, det skulle därför vara intressant att göra en större studie med fler respondenter för att gå in djupare på könsskillnader. Det hade även varit intressant att undersöka hur personers självledarskap inom olika branscher påverkas av antecedenterna som undersökts i denna studie. / Aim: The purpose of the study is to investigate how employees' self-leadership is affected by job autonomy and empowering leadership, and how this in turn affects job satisfaction.   Method: This study utilized a quantitative research method with a deductive approach. A questionnaire survey was used for data collection and resulted in 137 usable responses from a convenience sample. The data was analyzed using the statistical program JASP, where a descriptive, correlation and network analysis was carried out.   Results and conclusion: The study shows that self-leadership is positively affected by both job autonomy and empowering leadership as a whole and that these two can therefore be seen as antecedents. However, the study found that job autonomy and empowering leadership have a greater impact on job satisfaction directly than they have via self-leadership. Another conclusion was that the results differ between men and women. The study found that no relationship exists between empowering leadership and self-leadership for women. Instead, the men show that there is a connection between empowering leadership and self-leadership.   Contribution of the thesis: This work has helped to fill a research gap regarding potential antecedents of self-leadership. In addition, the study has contributed to filling another research gap on how empowering leadership functions as a potential antecedent to self-leadership.   Suggestions for future research: Large differences between men and women were found in the network analysis, it would therefore be interesting to do a larger study with more respondents to go deeper into gender differences. It would also be interesting to investigate how people's self-leadership in different industries is affected by the antecedents investigated in this study.

Abstract Title: Exploring the connection between personality traits and effective self-leadership: A quantitative study on how personality affects performance Level: Student thesis, final assignment for Bachelor’s Degree in Business Administration Authors: Jonna Jonasson and Elisabeth Wallmon Supervisor: Svante Brunåker Date: 2023 - June Aim: The purpose of this study is to explore the connection between personality traits and effective self-leadership, and by extension to clarify this connection. Method: The study was based on a quantitative method of an online survey distributed to a targeted sample of Facebook users in global online Myers-Briggs Type Indicator forums. However, one open question of the survey was analyzed qualitatively through deductive thematic analysis. The questionnaire generated 980 answers which were analyzed through the statistical software program Minitab 21. A proportionally stratified sample of 100 respondents, based on the actual global distribution, was also analyzed. Results and conclusions: The findings of the empirical data show a statistically significant connection between the Big Five personality trait Conscientiousness and higher scores for the variables of “total for result” - a measurement of respondents’ ability to exercise self-leadership, and in extension self-efficacy. This connection is also confirmed by the findings of the qualitative analysis. The empirical data also indicate a connection between the Big Five personality trait Conscientiousness and the Myers-Briggs Type Indicator’s Judging personality types. According to our definition of a desirable result Conscientious and Judging individuals display higher tendencies of self-efficacy in their perceived performance. Contribution of the thesis: The study provides an insight into possibilities of increasing self-awareness in individuals, thus improving their practiced self-leadership. By extension - the study contributes to improving the usage of personality tests by contemplating the additional aspect of the applicant’s personality traits that relate to self-leadership, in order to match the degree of autonomy in the work role with the applicant and provide a better understanding of the needs of the new employee. Suggestion for future research: Further research should reexamine the findings of this study in terms of actual results of accomplishing tasks in time, fulfilling commitments, and achieving set goals - thereby exploring the actual performance of the respondents. Keywords: “Self-Leadership”, “Self-Efficacy”, “Trait Theory”, “Big Five”, “MBTI”.

No description available.

Den växande digitaliseringen har resulterat i att distansarbete har blivit en allt vanligare arbetsform. I samband med den globala pandemi som drabbade världen 2019 ökade distansarbete allt mer. I takt med detta har även e-ledarskap blivit vanligare. Allt flera organisationer rör sig också mot en mer flexibel organisationsstruktur och olika former av delat ledarskap, såsom självledarskap, blir således allt mer betydelsefullt. Denna uppsats undersöker om och hur medarbetares självledarskap påverkas av distansarbete. Utöver detta undersöks vad de behöver av sin ledare för att utöva samt utveckla sitt eget självledarskap. Syftet med uppsatsen är att från medarbetares perspektiv undersöka om och hur självledarskap påverkas av distansarbete och vad de behöver av sin ledare för att lyckas med samt utveckla sitt självledarskap. Studien är kvalitativ och baseras på tidigare forskning samt sex semistrukturerade intervjuer med medarbetare som arbetat på distans under pandemin. Studiens resultat visar att medarbetarnas självledarskap påverkas positivt av distansarbete och att detta beror på en ökad ansvarskänsla. Vidare visar studien att ledare kan skapa förutsättningar för ökat självledarskap hos medarbetare i form av ökad kommunikation och feedback. Studien indikerar även på en dissonans mellan det teoretiska ramverket och studiens empiri gällande ledarens roll för medarbetares självledarskap i och med att externt ledarskap inte visade sig vara en nödvändighet för medarbetarens självledarskap. / As a result of the increasing digitalization, organizational structures have changed and working remotely has become an increasingly common form of work. In the context of the global pandemic that appeared in 2019, teleworking received an even larger increase. In line with this, the e-leadership also increases. More and more organizations are also moving towards a more flexible organizational structure and various forms of shared leadership, such as self-leadership is becoming more important. This study examines if and how the self-leadership of employees is affected by working remotely and also what they need from their leaders to succeed and develop their own self-leadership. The purpose of the study is to, from the employee point of view, examine if and how self-leadership is affected by remote work and what the employee needs from their leader to succeed and develop their self-leadership. The study has a qualitative approach and is based on previous research along with six semi-structured interviews with employees that have been working remotely during the pandemic. The results of the study suggest that the employees’ self-leadership is positively affected by teleworking, as a result of increased responsibility. Furthermore, the study suggests that leaders can create conditions for increased selfleadership in employees, in the form of increased communication and feedback. However, the study indicates a certain dissonance between the theoretical framework and the empirical studies regarding the role of the leader when it comes to the employee’s self-leadership, since it turned out that external leadership showed to not be a vital component.

I takt med en ökande individualism i samhället ställs nya krav på dagens organisationer, där medbestämmande och personlig utveckling önskas från medarbetare. Det kan dock innebära en paradox för militära organisationer när deras kärna så tydligt grundar sig i kollektivistiska värden och en anda av laget före jaget. Samtidigt finns höga förväntningar på militär personal att kunna påverka sig själva att agera och pusha sig igenom utmanande uppgifter, vilket är särskilt påtagligt i extrema miljöer som internationella insatser. Den här studien har undersökt om självledarskap är ett verktyg som militär personal använt för att kunna prestera under sina insatser. Trots att studier visat på positiva effekter av självledarskap i påfrestande förhållanden, har få studier undersökt huruvida det kan vara effektfullt i militära kontexter. Det kan samtidigt visa på att självledarskap inte nått militära organisationer än. Därmed har studien även undersökt synen på självledarskap hos Försvarsmaktens personal. Genom att ha intervjuat sex militärer som genomfört sin insats i Mali har studien kunnat visa på att flera strategier av självledarskap används i extrema miljöer. Den avvikelse som kunde urskiljas var att självmålsättning och självbelöning inte är lika synligt som övriga. Det kan delvis förklaras utifrån kollektivistiska värderingar där personalen redan motiveras av och känner stor tillhörighet till organisatoriska mål, men även att extrema miljöer medför hög arbetsbelastning och lite utrymme för återhämtning.