Svåra samtal : En sociologisk studie om ledares erfarenheter av svåra samtal i arbetslivet

Sammanfattning: This qualitative study is aimed to explore the leaders’ experiences of difficult conversations in their work. We have examined if they take on a different role during the difficult conversations and how communication can affect their leadership during the conversation. We have also examined the importance of the leaders’ ability to distance themselves from the sensitive subject and situation, to maintain their role as leaders. We conducted six interviews with leaders who often convey difficult messages in their daily work. The interviews were based on a semi- structured interview guide. The interview results were analyzed with the help of George H. Mead´s role-taking theory and his concept of "I" and "Me", and Erving Goffman´s dramaturgical perspective and impression management concept. The theories and concepts contributed to a deeper understanding of leaders´ experiences regarding difficult conversations. According to the results, the leaders seem to practice Role-taking in their everyday work, to be able to distance themselves from the sensitive subject and avoid getting too emotionally involved. Impression management also appears to be a useful tool that leaders use in order to control the situation during the difficult conversation. Communication, both verbal and non-verbal communication is something that is perceived by the leaders, to have an impact on the impression that the employee gets during the difficult conversations. Adapting the leaders´ ways of communication can therefore help to influence, and regulate the experience, impression and reaction the employee will have.