Ledarskap på distans inom personlig assistans : Uppfattningar av påverkan på medarbetares lärande och uppfattningar av förändringar i verksamheten
Sammanfattning: Introduction: The major changes which are in progress in today’s society affect, among other things, leadership that is exercised at a distance. In order for leaders of personal assistance organizations to be able to adapt their organization to the outside world, learning and leadership are crucial, and it is therefore important to explore how distance leaders in personal assistance perceive their impact on their employees' learning, and how these leaders perceive changes that take place in the organization. Problem formulation: 1) What are the perceptions of leaders in personal assistance regarding their impact on employees’ learning and development? 2) What are the perceptions of leaders in personal assistance regarding changes which are in progress in the organization? Aim: The aim of the thesis is to contribute knowledge about how leaders in personal assistance who lead at a distance, create conditions for employees’ learning and development. The purpose is also to contribute knowledge about the leaders’ perceptions of changes in organizations where leadership is exercised at a distance. Method: The study was conducted with a qualitative approach through semi-structured interviews with leaders at personal assistance organizations. Theory: The thesis is based on concepts such as distance, learning organization, transformative leadership and change leadership and which are used to interpret and analyze the respondents’ answers and to discuss the results of the study. Results and analysis: The results show that the respondents perceived that distance leadership in personal assistance can affect employees’ learning and development in personal assistance through three important aspects: organizational learning, promoting dialogue and having well-functioning meetings. In the event of changes, the leader has an advisory and supportive role, and the leader must be positive, clear and a role model for his employees. It is important that the leader looks at the whole of the organization and ensures that all employees receive information and are involved in changes in the organization. The parts of the organization must be organized to create a whole and there must be interaction with all parts of the organization. Discussion: The results of the study and analysis are discussed based on previous research on learning in organizations, transformative leadership and change leadership as well as concept formation, leadership, distance leadership, learning and change processes in organizations. Conclusion: · The leader at a distance affects employees’ learning and development through dialogue and discussion, especially at various meetings. It is especially important to have an open dialogue and an effective discussion in order to reach conclusions on a particular issue. By enabling teamwork, the leader creates opportunities for individual learning, which later leads to collective learning. The most problematic with distance leadership is precisely the physical distance between leaders and employees, as the leaders cannot monitor and give feedback on the employees’ work. Nor can employees receive clear instructions. · Changes must take place when the attempt at change is directed towards the whole, i.e. towards the network of relationship that exists between different parts of the organization. The leader should realize that a change is a long process and undergoes different phases where even these phases require different lengths of time. It is not just an event but a process. Since it is a matter of leadership at a distance, it is especially important that the leader, based on limited insight, gets the employees involved and assesses they need for competence development.
HÄR KAN DU HÄMTA UPPSATSEN I FULLTEXT. (följ länken till nästa sida)