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Pedagogiskt förändringsledarskap, är det möjligt?: En studie om organisationsförändring och ledarskap i en kunskapsintensiv organisation.
Stockholm University, Faculty of Social Sciences, Department of Education.
Stockholm University, Faculty of Social Sciences, Department of Education.
2015 (Swedish)Independent thesis Basic level (degree of Bachelor), 10 credits / 15 HE creditsStudent thesisAlternative title
Pedagogic change leadership, is it possible? (English)
Abstract [sv]

I en värld av höga krav på anpassningsbarhet behöver organisationer förändras för att fortsätta vara konkurrenskraftiga och effektiva på världsmarknaden. Syftet med denna uppsats är att undersöka ledarskapet i en kunskapsintensiv organisation som nyligen genomgått en organisationsförändring.  Med denna studie hoppas vi kunna belysa vikten av användandet av ett pedagogiskt ledarskap och problematisera dess användning i samband med organisationsförändringar. Informationen samlades genom kvalitativa semi-strukturerade intervjuer med två chefer och tre medarbetare på ett forskningsinstitut. Resultatet av en tematisk analys visade att organisationens verksamhet karaktäriserades av arbetsintegrerat lärande och kompetensutveckling. Organisationens anställda framstod som högkompetenta och autonoma. Cheferna utövade ledarskap genom konsultation och medbestämmande där de tillsammans med medarbetarna kom överens om riktning mot gemensamma mål. Resultatet visade även att organisationsförändringen initierades av ledningen på grund av obalans mellan lönsamhet och organisationsstorlek. Det framgick att ledarskapet under förändringen förlorade de pedagogiska aspekterna av inflytande, meningsskapande och engagemang mot den gemensamma visionen. Vi tolkar detta som att organisationsförändringens karaktär inte gjorde det möjligt att utöva ett pedagogiskt ledarskap. 

Abstract [en]

In a world of high standards of adaptability, organizations need to change in order to remain competitive and efficientt in the world market. The purpose of this study is to investigate the leadership in a knowledge-intensive organization which has recently undergone an organizational change. With this study we wish to highlight the importance of the use of an educational leadership and to problematize its use in relation to organizational change. The information was collected through qualitative semi-structured interviews with two managers and three employees at a research institute. The result of a thematic analysis showed that the organization's activities were characterized by work-integrated learning and skill development. The employees appeared as highly competent and autonomous. The managers exercised leadership by consultation and participation where they together with the employees agreed upon common goals and directions. The results also showed that the organizational change was initiated by the management due to a mismatch between profitability and business volume. It appeared that the leadership during the change lost the pedagogical aspects of influence, creating meaning and commitment to the common vision. Our interpretation of this is that the character of the organizational change did not allow for the practice of an educational leadership. 

Place, publisher, year, edition, pages
2015. , 37 p.
Keyword [en]
organizational change, motivation, leadership, participation, learning
Keyword [sv]
organisationsförändring, drivkrafter, ledarskap, delaktighet, lärande
National Category
Pedagogy
Identifiers
URN: urn:nbn:se:su:diva-119386OAI: oai:DiVA.org:su-119386DiVA: diva2:845077
Supervisors
Examiners
Available from: 2015-08-10 Created: 2015-08-10 Last updated: 2015-08-10Bibliographically approved

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