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Indirect leadership in a military context: A qualitative study on how to do it
Försvarshögskolan, Institutionen för ledarskap och management (ILM).ORCID-id: 0000-0001-8274-6065
Försvarshögskolan, Institutionen för ledarskap och management (ILM).
Försvarshögskolan, Institutionen för ledarskap och management (ILM).
Försvarshögskolan, Militärvetenskapliga institutionen (MVI), Krigsvetenskapliga avdelningen (KVA).
2005 (engelsk)Inngår i: Leadership & Organization Development Journal, ISSN 0143-7739, E-ISSN 1472-5347, Vol. 26, nr 3, s. 215-227Artikkel i tidsskrift (Fagfellevurdert) Published
Abstract [en]

Purpose – To develop a theoretical understanding of how indirect leadership is done in a military context.

Design/methodology/approach – A grounded theory approach was used. Twenty-two high-level Swedish commanders, and six of their subordinates were interviewed.

Findings – A model was developed which suggests that indirect leadership can be understood as consisting of two simultaneous processes. One is action-oriented and consists of interacting with a link (usually a small group of directly subordinate managers) which passes the messages down to lower organisational levels. The other influence process is image-oriented and consists of being a role model. Both processes are filtered through a “lens” which consists of the relative impact of a safety culture on the activities. In the favourable case, the employees at the lower levels trust both the link and the higher management. This appears to be a necessary condition for commitment and active participation. In the unfavourable case, there is a lack of trust. This breeds redefinitions of the messages and a necessity for relying on reward and punishment to obtain obedience.

Research limitations/implications – Lack of representativeness, indirect influence from lower to higher levels, as well as possible gender-related aspects, not studied.

Practical implications – The suggested model may be a valuable tool in higher management education.

Originality/value – The identification of two co-occurring pathways of influence.

sted, utgiver, år, opplag, sider
2005. Vol. 26, nr 3, s. 215-227
Emneord [en]
Armed forces, Behaviour, Leadership, Senior management
HSV kategori
Identifikatorer
URN: urn:nbn:se:fhs:diva-3029DOI: 10.1108/01437730510591761OAI: oai:DiVA.org:fhs-3029DiVA, id: diva2:578389
Tilgjengelig fra: 2012-12-18 Laget: 2012-12-18 Sist oppdatert: 2017-12-06bibliografisk kontrollert

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Larsson, GerrySjöberg, MisaVrbanjac, AidaBjörkman, Torsten

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