Competitive sports has grown into a large industry with a turnover of hundreds of billions of dollars. In line with the digitalization and globalization that the world has undergone in recent years, there have been great marketing opportunities for sponsors who want to benefit from the sport and its positivity. Although choosing a sponsor is not always easy, especially not because the sport has its norms and values ​​to take into account, which may differ from the sponsors' purposes.In the idea program Idrotten vill, which was approved by the members at the Swedish Sports Confederation's meeting in 2019, it is written that sports in Sweden should function as a social force that contributes to a more sustainable society by, among other things, promoting public health. Despite this, there are sponsors from industries such as betting, alcohol and fast food, all of which go against public health. The purpose of this study is to increase the understanding of consumer attitudes towards sponsorship collaborations that go against the stated values ​​of sport, by examining any differences between supporters with an emotional connection to a sports team or an athlete, and those supporters without an emotional connection. Through a quantitative survey, questions have been formed based on the theories of Corporate Social Responsibility, Heider's balance theory and Word of mouth. With the help of 176 sports supporters, the study has shown that they are influenced by their surroundings' views on sponsorship collaborations, and that trust in them is strengthened if their products in any way give back to society. However, the results show that a product's affiliation with the sports movement does not necessarily have to be accepted as a sponsor.

The Swedish model is a concept that over time has become widely known. Lately, the first thing that springs to mind may be the way Sweden has handled the pandemic of covid-19. Originally however, the Swedish model is an attempt develop a strategy of cooperation between conflicting interests. It has a long history in the relationship between employers and employees and also more structurally, between labour unions and the employers’ association, as well as between government and various interest organisations. The Swedish Sports Confederation (SSC) is a membership organisation of 72 special federations of sport. In addition, it disperses the government funding to sports and hence has a relationship with the state where the government has particular interest in how sport delivers on the government targets for sport. As a member organisation however, the SSC is governed by its members. The question then arises: does the government funding and the state’s expectations influence how sport is governed even though it is an independent organisation? This study based on a theory of leading change, where leadership is categorised in eight steps examines to what extent and how leadership surfaces in the relationship between the SSC and its members. How can this leadership be described and understood? The method used is a study of documents, more explicitly propositions from the board to the general assembly of the confederation, documents for discussion in workshops and documents containing information and knowledge pertinent to the process. All the documents that were studied have been presented by the board to the members between the years 2013 and 2019. Analysis were quantitative where leadership that could be identified as one of the eight categories of the model was marked in a specially developed protocol and thereafter summarised to determine the extent of leadership that occurred, and qualitative where sections of text that related to the steps of the model were analysed. The leadership was then described based on how steps of the model were utilised or not. The results of the analysis show that the SSC emphasised the creating of a sense of urgency early in the process. This emphasis however, decreased as time passed. During the whole process the SSC kept focus on involving all federations as well as focusing on what to achieve and how this is to be done. From about halfway and onwards the communication about the change process and the vision was given more attention. The SSC has not identified any small, leading coalition, created short term results or celebrated early successes in order to build up more power for change. In the discussion section there is speculation on whether this is due to the type of member organisation that the SSC is. To conclude several suggestions are presented with regards to how a hybrid organisation could handle leadership in order to strengthen knowledge, democracy and at the same time meet expectations from several directions. / En ideell medlemsorganisation styrs av organisationens medlemmar genom beslut på årsmöte. Om samma organisation mottar bidrag för sin verksamhet, med förväntningar på effekter som verksamheten ska ha – hur påverkas då organisationen? Denna uppsats finner sin bakgrund i en ideell organisation, Riksidrottsförbundet (RF), som under lång tid ingått ett korporativt samröre med staten. En av RF:s uppgifter är att, tillsammans med sina medlemmar, leda den idrottsliga utvecklingen. I ljuset av en teori om ledarskap i förändring där åtta steg identifierats som nödvändiga i en sådan process analyseras RF:s ledarskap i relation till medlemmarna. I vilken utsträckning och på vilket sätt framträder ledarskap? Hur kan detta ledarskap beskrivas och förstås? Studien är gjord i form av en dokumentstudie där besluts-, diskussions- och kunskapsunderlag som RF presenterat för sina medlemmar under perioden 2013–2019 studerats och analyserats. Denna period kan sammanfattas som idrottsrörelsens strategiarbete, med inriktning på fem övergripande mål 2025. Analysen har dels skett kvantitativt där ledarskap som kunde kategoriseras till någon av de åtta steg som återfanns i teorin noterades i ett särskilt utvecklat protokoll och därefter sammanställdes när det gäller omfattning, dels kvalitativt där identifierade textstycken härletts till den teoretiska modellens åtta steg. Ledarskapet har sedan beskrivits utifrån hur modellens olika steg använts och inte använts. Resultatet av analysen visar att RF lagt stor vikt i periodens början på att etablera en känsla av att förändring är nödvändig och brådskande. Dock har betoningen på detta minskat längs vägen. Under hela processen har RF haft stort fokus på involvering, samt vad som ska uppnås och hur det ska göras. Från mitten av processen och framåt kan också noteras ett större fokus på kommunikation kring förändringsprocessen. RF har inte i processen identifierat någon mindre ledande koalition, skapat några kortsiktiga resultat eller befäst framgångar för att skapa ytterligare framgångar. I diskussionen spekuleras i om en anledning till avsaknaden av dessa tre steg kan vara att RF är just en medlemsorganisation och därigenom inte vill behandla medlemmar olika. Som konklusion ges ett antal förslag kring hur en hybridorganisation kan fundera på att hantera ledarskapet för att stärka kunskap, demokrati och samtidigt klara att möta olika intressenters förväntningar.