The aim of this study is to create an increased understanding of shared leadership and how it takes shape in the relationship between first-line managers in human service organizations. Shared leadership is seen as a complement to the traditional one-man leadership and briefly means that two managers share the role that usually is held by a single leader. The study has a qualitative approach based on semi-structured interviews with managers in human service organizations. The interviews mention the mangers thoughts and experiences about shared leadership and gain approval in the hermeneutic science field. The study is analyzed based on symbolic interactionism where perspectives from the theoreticians Mead and Goffman are used. The relationship between the two managers is also analyzed using Foucault's meaning about the concept of power. The results show that shared leadership, on a voluntary basis, has great potential to create satisfaction, personal development, and provide higher quality of decision-making. Communication is seen in the result as one of the most important factors to a successful shared leadership. To share leadership implicate a requirement of clear power structures. The power structure lays groundwork for the shared leaderships success or failure.
| Identifer | oai:union.ndltd.org:UPSALLA1/oai:DiVA.org:hh-25847 |
| Date | January 2014 |
| Creators | Bjuringer, Fanny, Hedblom, Sofia |
| Publisher | Högskolan i Halmstad, Sektionen för hälsa och samhälle (HOS), Högskolan i Halmstad, Sektionen för hälsa och samhälle (HOS) |
| Source Sets | DiVA Archive at Upsalla University |
| Language | Swedish |
| Detected Language | English |
| Type | Student thesis, info:eu-repo/semantics/bachelorThesis, text |
| Format | application/pdf |
| Rights | info:eu-repo/semantics/openAccess |
Page generated in 0.0022 seconds