Recently, there is a trend in western leadership¡¦s studies emphasizing the influences of a leader¡¦s values and visions on subordinates. However, there is no one among various leadership researches in Taiwan especially emphasizing the influences of the leader¡¦s vision or value on leadership effectiveness. Based on the viewpoint that measuring the CEO¡¦s management values by his personal values is inappropriate, the purpose of this study is to investigate the influence of CEO¡¦s management values on leadership effectiveness from the perceptiveness of subordinates¡¦ perceptions. Totally, 47 institutions participated in this research, which consisted of 43 CEO interviews, 45 management value questionnaires from CEOs, and 252 subordinate questionnaires about their perceptions of the CEO¡¦S management value and his leadership effectiveness. In addiction to having found out the operational definition and 13 representative index of the ¡§CEO management value¡¨, this study further examined the construct validity of the ¡§CEO management value¡¨ scale. Besides, two other conclusive findings found are as following: First, the degree that subordinates¡¦ perceptions of the CEO¡¦S management value, regardless of ideological or pragmatic, would positively influence subordinates¡¦ evaluation about the CEO¡¦S leadership effectiveness. However, having compared the two dimensions of the CEO¡¦S management value, we found out that the ideological value was more influential than pragmatic value. Secondly, when compared with those of different perceptual outcome, subordinates, whose perceptions of the CEO¡¦S management value are the same as his/her CEO¡¦s self-perception, would give higher evaluation about his/her CEO¡¦S leadership effectiveness. This result emphasizes the importance that the CEO needs to communicate his management values to his subordinates.

Background: Value-based leadership is needed and demanded in today’s complex and changing business environment. Values facilitate upcoming obstacles and difficult situations that everyone in an organization encounters. Hence, a manager should be able to lead and influence the entire organization towards these values, which make the role of the manager essential. Research argue for the effectiveness of implementing value-based leadership in organizations. Yet, less is known about how today’s companies and managers work with it, and what the factors are related to it. Research QuestionHow are managers working with value-based leadership and how can certain factors be related to it? Purpose: The purpose of this study is to describe how managers both view and work with value-based leadership in terms of social transformation, organizational culture and leadership behavior. Further, to explain how certain factors are related to value-based leadership in the company. The study also aims to develop and broaden the academical field with a framework of value-based leadership in order to create a deeper understanding of value-based leadership in practice and its possible outcomes. Method: A qualitative approach was used during this study, where ten managers from four Swedish companies from the private sector were interviewed. These companies were chosen due to their awareness of value-based leadership and clarification of values. Theoretical framework: The framework consists of three theoretical blocks: value-based leadership, leadership behavior, and organizational culture. Based on this, an analyze model was created to facilitate the analysis of the empirical data. Findings: All managers and their companies are working in accordance with value-based leadership, but to different extents, which is partly due to social transformation in terms of a shift in generations and social sustainability. The factors trust and values are most emphasized and related to value-based leadership, while the factors organizational culture and self-leadership are less emphasized. Still, the authors claim that these factors are crucial in value-based leadership.

Background: Customers’ easy access to information and communications technology has increased the pressure for firms to deliver good experiences within tourism. This is due to that customers can now easily compare tourism services between different firms online. The quality of experiences is affected by good service delivery that can be improved by several actors within a service ecosystem. Furthermore, service delivery leads to value co-creation between all the actors that are involved. Purpose: The purpose of this study is to examine how firms can create good experiences via service ecosystems and how they can co-create value with local service providers. Methodology: The study follows a qualitative research approach. Findings are based on an embedded case study consisting of interviews, observation participation and information from secondary sources such as official documents and documents from the case firm. Findings: Travel firm scan create good experiences by having an organisational culture and structure that increases commitment within the organization and service ecosystem. This can be achieved by aligning organisational goals with the goals of the actors within the service ecosystem. Furthermore, experiences can be improved by technology since it allows for smoother communication within the ecosystem. Good experiences can lead to brand value, which can result in positive electronic word of mouth and more customers. More customers increase economic value within the service ecosystem, which can increase the standard of living for local service providers. In addition, service ecosystems can yield intangible value from social and environmental aspects.

Studiens syfte var att undersöka vilka av värderingarna inom spiritual leadership som framträder i ledarskapet hos ledare i Sverige och om det finns en indikation av spiritual leadership i deras ledarskap. Den teoretiska referensramen grundar sig i ledarskapets betydelse i kvalitetsutveckling, värderingar inom ledarskap och spiritual leadership. Det vetenskapliga förhållningssättet är hermeneutiskt, ansatsen induktiv och datainsamlingsmetoden är mixad metod bestående av både enkätundersökning och intervjuer. Resultatet visar att alla värderingar baserade i spiritual leadership används av ledarna och upplevs även av medarbetarna. Dock finns det en diskrepans mellan ledarnas och medarbetarnas syn på vilka som är mest och minst förekommande. Det finns också en diskrepans kring i hur stor utsträckning som värderingarna upplevs förekomma i ledarskapet. Slutsatsen är att det finns tendenser till viss indikation på spiritual leadership genom att alla värderingar inom spiritual leadership upplevs i ledarens beteende både ur ledarnas- och medarbetarnas perspektiv. Det behövs dock mer djupgående forskning för att till fullo avgöra i vilken grad ett spirituellt ledarskap används bland svenska ledare. / The purpose of the study was to investigate which of the values of spiritual leadership emerges in the leadership of leaders in Sweden, and if there is an indication of spiritual leadership in their leadership. The theoretical framework is based on the importance of leadership in quality management, leadership values and spiritual leadership. The scientific approach is hermeneutic, inductive and the data collection method is a mixed method consisting of both questionnaire and interviews. The resultshows that all values based on spiritual leadership are used by the leaders and are also experienced by the employees. However, there is a discrepancy between the leaders and the employees' views on which ones are the most and least common. There is also a discrepancy around the extent to which values are perceived to occur in leadership. The conclusion is that there are tendencies to some indication of spiritual leadership due to that all values of spiritual leadership are experienced in the conduct of the leader, both from the leaders and the employees perspective. However, more in-depth research is required to fully determine the extent to which a spiritual leadership is used by Swedish leaders. / <p>2018-06-27</p>

This study analyzes the leadership practice of two experienced female leaders from the health care sector to understand their decision-making processes as it relates to their personal theorizing. Ineffective and unethical leadership in American business is a reality in today’s society. Organizations are in need of leaders who approach leadership from a paradigm which supports effective leadership practice. It is my assertion regarding this study that effective leadership may be connected to a leader’s values which impact their leadership practice and decision-making. This study relies on a conceptual and theoretical framework based in Cornett’s (1990) Naturalistic Decision Making Model. It is imperative to the development of healthy learning organizations that the relationships influencing a leader’s naturalistic decision-making be explored. At the time of this writing, no naturalistic collective case study research in the health care industry has been completed to relate a leader’s naturalistic decision-making or personal practical theories (PPTs) as defined by Cornett (1990). Furthermore, research has not been explored in a field outside of education regarding the formation of a leader’s PPTs and the relationship between a leader’s experiences and leadership practice. Study findings demonstrated that Cornett’s (1990) naturalistic decision-making model (NDM) is a useful heuristic for a health care leader’s reflective leadership practice. Health care leaders’ perceptions of leadership are systematically achieved through the process of reflective thought which the NDM assists in emerging. The NDM is an efficacious tool for personal and professional development. The constructs of this model were effective in allowing the health care leaders studied to reflect on their leadership practice and decision making. This research found that the collective theme amongst the participants was a value-based leadership paradigm. The data collected in this research project suggests that the PPTs of health care leaders are developed through their life experiences. They are described in the context of their core values and leadership personal and formal theorizing. They are understood through their life experiences, interactions with other leaders, and interactions with those around them. Discovering the relationships involved with a leader’s naturalistic decision-making is of great importance to the educational and health care communities. It has the potential to impact human resources policies and training leading to stronger and more effective organizations. Understanding this phenomenon may lead to more reflective and thoughtful decision-making among health care leaders. It has the potential to impact organizational policies, structure, training, commitment, and profits. This may lead to healthier and intrinsically motivated employees and more effective learning organizations.

Fältet ledarskap är ett tidigare väl utforskat område, trots detta har relativt lite forskning inom ämnet berört svenska organisationer och än mindre statliga institutioner och myndigheter. I följande studie undersöks, vad chefer på en statlig myndighet upplever som faktorer för att utöva ett framgångsrikt ledarskap i sin organisation. Studien bygger på empirin från kvalitativa intervjuer med fem chefer på den statliga myndigheten Trafikverket. I och med denna studie har även en ny intervjumetod utvecklats, interaktivt tematiserad intervju. Där respondenten är en del i att skapa och utforma intervjuguiden. I resultatet av denna studie framkommer det att de undersökta cheferna själva upplevde att ett framgångsrikt ledarskap i sin organisation bygger på fyra faktorer. Dessa benämnda som relationer, beslutsfattande, utveckling och autenticitet. Slutsatserna som denna studie kan bidra med, utöver vilka faktorer som cheferna själva anser genererar ett framgångsrikt ledarskap, är också hur cheferna agerar för att utöva ett vad de upplever framgångsrikt ledarskap, men även vilka roller ett framgångsrikt ledarskap innefattar. Att rollen som chef, rollen som ledare och rollen som sig själv, påverkar tidigare nämnda faktorer, relationer, beslut och utveckling, och att samspelet mellan dessa roller och faktorer på olika sätt påverkar chefernas grad av upplevd framgång i sitt ledarskap. Studien visar även att Trafikverkets nya ledarskapsfilosofi stämmer väl överens med vad cheferna upplever som bidragande faktorer för att utöva ett framgångsrikt ledarskap. Samt att denna nya filosofi kan bidra till att cheferna till större grad kan utöva ett vad de själva upplever framgångsrikt ledarskap. / The field of leadership is a previously well-explored area, but relatively little research in the subject has concerned Swedish organizations and even less government institutions and authorities. In the following study, what managers at a government authority are perceived as factors to exercise successful leadership in their organization are investigated. The study is based on empirical evidence from qualitative interviews with five managers at the State Administration of Transport, Trafikverket. Through this study, a new interview method has also been developed, interactive themed interview. Where the respondent is a part in creating and designing the interview guide. In the results of this study, it is found that the investigated managers themselves felt that successful leadership in their organization is based on four factors. These are referred to as relationships, decision making, development and authenticity. The conclusions that this study can contribute beyond what factors the managers themselves consider generating a successful leadership are also how the managers act to exert what they experience successful leadership, but also what roles a successful leadership includes. That the role of the manager, the role of leader and the role as himself, affects the aforementioned factors, relationships, decision and development, and that the interaction between these roles and factors in various ways affects the managers' degree of perceived success in their leadership. The study also shows that Trafikverket's new leadership philosophy is in line with what managers perceive as contributing factors for the pursuit of successful leadership. And that this new philosophy can help managers to exert more what they themselves experience as a successful leadership.

Syftet med denna magisteruppsats har varit att utforska hur Covid-19 pandemin har påverkat ledarskapet och organisationens riktning.    Covid-19 pandemin har påverkar olika delar av ledarskapet. Resultaten visar tydligt att chefer känner sig överbelastade eftersom de måste hantera många administrativa uppgifter och alternerande möten. På grund av brist på tid och balans mellan arbete och privatliv har förmågan att ha en helhetssyn, tolka och ta in perspektiv utifrån och in och inifrån och ut varit en utmaning för ledarna. Resultatet indikerar även på behovet av tydliga kommunikationskanaler mellan ledarna, de anställda och deras kunder om vilka åtgärder som krävs för att anpassa sig till den nya situationen som pandemin har medfört.   Under pandemin har organisationerna tvingats att vidta snabba åtgärder baserat på föreskrifterna och begränsningarna från Folkhälsomyndigheten och regeringen. Etablerade digitala kanaler har använts men nya digitala kanaler har behövts identifieras för att skapa interaktion och relationer inom organisationen samt med kunderna.   Den snabba omvandlingen till den digitala världen har påverkat organisationens riktning att tänka annorlunda, vara mer flexibel och anpassningsbar till nya oväntade förändringar, såsom pandemin. Organisationerna har använt nyckelindikatorer för att identifiera och få en tydlig bild av hur pandemin har påverkat organisationens riktning internt och externt gentemot sina kunder. Denna nya digitala omvandling har också tvingat kunderna att gå in på nya digitala plattformar och interagera online med organisationerna. Den nya digitala medvetenheten från kunderna har framkallat nya digitala krav och tjänster som i sin tur har resulterat i behov av nya digitala självservice tjänster och en högre och starkare digital kompetens från organisationens kundtjänst.   En bidragande diskussion till organisationerna och samhället är att hänvisa till begreppet lönsamhet som en värdeskapande effekt som är hållbar över tid, kopplad till tre element: ledarskap, organisationens riktning och kundbehov. / The purpose of this thesis has been to explore how the Covid-19 pandemic has affected the leadership and the direction of the organization.   The Covid-19 pandemic has affected various parts of the leadership. The results clearly indicate that managers feel overloaded since they have to handle a lot of administrative tasks and alternating meetings. Due to lack of time and balance between work and private life, the ability to have a holistic view, interpret and take in perspectives from outside-in and inside-out has been a challenge for the leaders. The results also indicated the need for clear communication between the leaders and the employees and their customers about what actions are required in order to adapt to the new situation that the pandemic has imposed.   During the pandemic the organizations were forced to take fast action based on the regulations and restrictions from the Public Health Agency and the government. Established digital channels were used but new digital channels had to be identified to create interaction and relations within the organization and with the customers.  The fast transformation to the digital world has affected the direction of the organization to think differently and be more flexible and adaptable to new unexpected changes, such as the pandemic. The organizations have used key indicators to identify and get a clear picture of how the pandemic has affected the direction of the organization internally and externally towards its customers. This new digital transformational shift has also forced the customers to enter new digital platforms and interact online with the organizations. The new digital awareness from the customers has induced new digital requirements and services which in turn have resulted in the need for new digital self-services and a higher and stronger digital competence from the organizations customer service.   A contributing discussion to the organizations and to the society is to refer to the concept of profitability as a value-creating effect sustainable over time, connected by three elements: leadership, direction of the organization and customer need. / <p>2021-06-06</p>