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  • 1.
    Alvinius, Aida
    et al.
    Swedish Defence University, Department of Leadership and Management (ILM).
    Nilsson, Sofia
    Swedish Defence University, Department of Leadership and Management (ILM).
    Berggren, Anders W.
    Swedish Defence University, Department of Leadership and Management (ILM).
    Att bränna eller bygga broar?: En pilotstudie om interkulturell samverkan under internationella missioner ur ett organisationsperspektiv2008Report (Other (popular science, discussion, etc.))
  • 2.
    Enander, Ann
    et al.
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Baez Ullberg, Susann
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), CRISMART (National Center for Crisis Management Research and Training).
    Hobbins, Jennifer
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Nilsson, Sofia
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Scorched communities: recovery and learning after wildfire2016Conference paper (Refereed)
    Abstract [en]

    In 2014, towards the end of a hot and very dry summer in Sweden, a fire broke out in the forests of the county of Västmanland. Fanned by high winds, this forest fire rapidly swept out of control, developing into a major disaster and national emergency. The acute phase continued for eleven days, resulting in one death, one seriously injured, 71 buildings and over 13,800 hectares of forest destroyed. Approximately 1000 persons and 1700 livestock were evacuated. In the aftermath of the fire, considerable criticism has been raised regarding the firefighting operation, communication with the affected communities and the functioning of the Swedish crisis management system in general. A number of inquiries and analyses have been initiated, some of which are still in progress. The fire has had dramatic effects on the environment, which will be clearly visible in the landscape for many years to come. Less visible, but equally far-reaching are the psychological and social consequences for the affected communities. This paper describes a project initiated in 2015 to study the impact of the Västmanland fire in affected local communities, focusing temporally on the first two years after the event. The impact is conceived of as deriving from the experience of the fire itself and its immediate physical consequences, and from adjusting to physical and social changes in the local environment, but it is also taken to stem from the multiple perceptions and varying understandings among different social actors of how the event has been managed and how it has been framed in the media. In the project these different perspectives are reflected in analyses of reporting in the media, examination of inquiry reports and other materials, observations and interviews with key actors, various stakeholders and community representatives. The purpose of the project is to understand how people and organizations have coped with and recovered from this particular environmental disaster in order to identify factors that support or prevent short term recovery and medium term resilience at the individual and community level. An overall outline of the project will be presented, together with some preliminary findings relating to implications of the post-fire period for recovery and learning processes. 

  • 3.
    Enander, Ann
    et al.
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Nilsson, Sofia
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Alvinius, Aida
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Hede, Susanne
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Framing the public in crisis2013In: Cultures of Disasters: An International Conference on Humanistic Disaster Studies - University of Oslo, November 6-8, 2013: Book of Abstracts, Oslo: University of Oslo , 2013, p. 40-Conference paper (Refereed)
  • 4.
    Fors Brandebo, Maria
    et al.
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Nilsson, Sofia
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Larsson, Gerry
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Destrudo-L: Forskningsresultat och praktiska implikationer2015Conference paper (Other academic)
  • 5.
    Fors Brandebo, Maria
    et al.
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Nilsson, Sofia
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Larsson, Gerry
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Destruktivt ledarskap: Hur uppkommer det? Vilka effekter får det? Vad kan man göra åt det?2018Book (Other academic)
  • 6.
    Fors Brandebo, Maria
    et al.
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Nilsson, Sofia
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Larsson, Gerry
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum. Department of Public Health, Hedmark University College, Elverum, Norway.
    Leadership: Is bad stronger than good?2016In: Leadership & Organization Development Journal, ISSN 0143-7739, E-ISSN 1472-5347, Vol. 37, no 6, p. 690-710Article in journal (Refereed)
    Abstract [en]

    Purpose

    – The purpose of this paper is to investigate if the thesis “bad is stronger than good” also holds true for a number of leadership issues, more specifically: trust in the immediate leader, emotional exhaustion, work atmosphere and propensity to leave.

    Design/methodology/approach

    – Questionnaire responses were obtained from military personnel in Estonia, Sweden, Switzerland and the Netherlands (n=625).

    Findings

    – Multiple regression analyses revealed a certain pattern. Constructive leadership behaviours showed stronger positive associations with trust in the immediate supervisor and work atmosphere, than destructive leadership behaviours showed negative associations. On the other hand, destructive leadership behaviours showed stronger positive associations with emotional exhaustion and propensity to leave, than constructive leadership behaviours showed negative associations. This suggests that constructive leadership behaviours possibly have a greater impact on positive phenomenon and/or phenomenon associated with work-related relationships. On the other hand, destructive leadership behaviours appear to have a greater impact on negative phenomena with a stronger personal meaning. The results also show that the passive forms of destructive leadership are the behaviours that had the strongest impact on the investigated dependent variables.

    Research limitations/implications

    – Limitations related to item construction, common method variance, response set tendencies, translation of the instruments, and lack of response rate are discussed.

    Practical implications

    – The results emphasize the importance of focusing on both constructive and destructive leadership at the selection stage, as well as during training of military leaders. Focusing on them separately obstructs optimal leader development and prevents leaders from gaining authentic self-knowledge. The results also point at the importance of including both aspects of leadership in leader evaluation processes.

    Originality/value

    – The use of both constructive and destructive leadership behaviours with respondents from multiple nations in the same analysis.

  • 7.
    Fors Brandebo, Maria
    et al.
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Nilsson, Sofia
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Larsson, Gerry
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Measuring destructive leadership behaviours2016In: Negative leadership: international perspectives / [ed] Daniel Watola & ave Woycheshin, Kingston, Kanada: Canadian Defence Academy Press , 2016, p. 75-85Chapter in book (Other academic)
  • 8.
    Fors Brandebo, Maria
    et al.
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Nilsson, Sofia
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Larsson, Gerry
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Passive destructive leadership in a military context2017Conference paper (Refereed)
  • 9.
    Fors Brandebo, Maria
    et al.
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Nilsson, Sofia
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Larsson, Gerry
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Passive leadership in a military context. Its relationship with work attitudes and emotional exhaustion2017Conference paper (Refereed)
    Abstract [en]

    Purpose

    This paper reports the results of three quantitative studies on destructive leadership in a military context. The aim is to identify (a) which behaviors are considered passive leadership in this type of context, (b) outcomes of passive leadership, and (c) hierarchical differences regarding outcomes of passive leadership.

    Design/Methodology

    Questionnaire data was collected from (a) three Swedish military groups (n = 428), (b) military personnel in Estonia, Sweden, Switzerland and the Netherlands (= 625), and (c) Swedish military personnel serving in Afghanistan (n = 289).

    Results

    The results show that passive leadership in a military context is defined as behaviors related to being “passive, cowardly” and “uncertain, unclear, messy”. Passive leadership behaviors had a stronger impact (than active destructive leadership behaviors) on outcomes such as emotional exhaustion and propensity to leave the organization. The results also reveal that passive leadership behaviors are more common on higher hierarchical levels compared to lower.

    Limitations

    Limitations related to common method variance, response set tendencies and lack of response rate are discussed.

    Research/practical implications

    The results emphasize the importance of focusing on passive leadership behaviors in the research field of destructive leadership. From a practical perspective, implications for military organizations are discussed.

    Originality/Value

    Since most of the studies on passive leadership are conducted in civilian settings, the results from this paper contribute with context-specific knowledge about passive leadership in a military setting.

  • 10.
    Fors, Maria
    et al.
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Larsson, Gerry
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Nilsson, Sofia
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Destrudo-L: development of a short scale designed to measure destructive leadership2010Report (Other academic)
  • 11.
    Fors, Maria
    et al.
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Nilsson, Sofia
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Larsson, Gerry
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Destructive leadership: An international comparison2011Conference paper (Refereed)
    Abstract [en]

    The vast majority of leadership studies have focused on positive aspects such as how leadership can contribute to organisational effectiveness, individual work satisfaction, etc. In an attempt to capture real leadership processes, and thus to avoid a long time one-sided focus upon the positive aspects of leadership, an evaluation form of destructive leadership behaviours, Destrudo-L, was developed. This instrument comprises five factors measuring destructive leader behaviours: (1) Arrogant, unfair (2) Threats, punishments, over-demands (3) Ego-oriented, false (4) Passive, cowardly, and (5) Uncertain, unclear, messy.

  • 12.
    Fors, Maria
    et al.
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Nilsson, Sofia
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Larsson, Gerry
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Destruktivt ledarskap och motivation2008Report (Other academic)
  • 13.
    Fors, Maria
    et al.
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Nilsson, Sofia
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Larsson, Gerry
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Destruktivt ledarskap: Utveckling av ett ledarskapsformulär2009Report (Other academic)
  • 14.
    Fors, Maria
    et al.
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Nilsson, Sofia
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Larsson, Gerry
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Education on the Dark Sides of Leadership with Focus on Subordinates Motivation2008Conference paper (Other academic)
  • 15.
    Fors, Maria
    et al.
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Nilsson, Sofia
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Larsson, Gerry
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Utbildning i destruktivt ledarskap2011Report (Other academic)
  • 16.
    Fors, Maria
    et al.
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Nilsson, Sofia
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Larsson, Gerry
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Utbildning i ledarskapets mörka sidor med fokus på underställdas motivation2009Report (Other academic)
  • 17.
    Fors, Maria
    et al.
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Nilsson, Sofia
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Larsson, Gerry
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Utbildning i ledarskapets mörka sidor med fokus på underställdas motivation: lärarhandledning2008Report (Other academic)
  • 18.
    Fors, Maria
    et al.
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Nilsson, Sofia
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Sjöberg, Misa
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Larsson, Gerry
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Utbildning i tillit - med fokus på försvarsmaktens internationella uppdrag: Lärarhandledning2007Report (Other academic)
  • 19.
    Holmberg, Arita
    et al.
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Political Science Section.
    Nilsson, Sofia
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Developments in Civil-Military Relations: The Swedish Armed Forces Managing Legitimacy in a Post-Materialist Society2018In: Res Militaris, E-ISSN 2265-6294, Vol. 8, no 1, article id 1027593Article in journal (Refereed)
    Abstract [en]

    The functional and societal imperatives, considered to capture the status of civil-military relations, are developing in a complex process. In this article, we argue that the military institution is faced with developing, and in some cases new, political and social legitimacy demands, the consequences of which have not been sufficiently addressed in the literature. Sweden, considered highly post-materialist, is used as an empirical example since not only the social, but also the functional imperative have changed - the latter following the Russian occupation of Crimea. The authors analyze inductively what legitimacy demands the military institution identifies, and how it attempts to manage them. Three areas are found to be of importance : the ability to adapt to norms regarding public administration (including norms affecting effectiveness and values), managing diminished power over capabilities, and understanding how to be socially attractive. It is suggested that future research direct more attention at the challenges posed to civil-military relations by the post-materialist society, and the potentially contradictory legitimacy demands that follow from developments within the functional and societal spheres.

  • 20.
    Hyllengren, Peder
    et al.
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Nilsson, Sofia
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Ohlsson, Alicia
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Kallenberg, Kjell
    Örebro universitetssjukhus.
    Waaler, Gudmund
    Sjøkrigsskolen, Norge.
    Larsson, Gerry
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Contextual factors affecting moral stress: a study of military and police officers2016In: International journal of public leadership, ISSN 2056-4929, Vol. 12, no 4, p. 275-288Article in journal (Refereed)
    Abstract [en]

    Purpose

    The purpose of this paper is to identify and gain a deeper understanding of environmental, organizational, and group conditions, and leadership-related issues in particular, in severely stressful situations involving a moral stressor faced by military and police officers.

    Design/methodology/approach

    A combined deductive and inductive approach was used, and in total 23 military and police officers, all having experience of morally difficult decisions during severely stressful conditions, were interviewed.

    Findings

    A hierarchical conceptual framework of contextual characteristics was developed. The environmental, organizational, leadership-related, and group aspects identified in this study on morally stressful situations resemble findings from general research on work and stress. However, a stronger emphasis was put on leaders’ handling of values and his or her ability to confront senior management when needed.

    Practical implications

    The results suggest that well-documented methods aimed at the prevention of, and recovery from, work-related stress, also can be used in the case of extreme situations involving moral stressors.

    Originality/value

    The interplay between leadership and extreme situations involving moral stressors is, to the best of the knowledge, understudied.

  • 21.
    Jonsson, Emma
    et al.
    Swedish Defence University, Department of Leadership and Management (ILM).
    Nilsson, Sofia
    Swedish Defence University, Department of Leadership and Management (ILM).
    Larsson, Gerry
    Swedish Defence University, Department of Leadership and Management (ILM).
    Försvarsmaktens folk- och samhällsförankring: trender, drivkrafter och bakgrundsförhållanden som kan påverka det svenska försvarets folk- och samhällsförankring i ett långsiktigt strategiskt perspektiv2010Report (Other academic)
  • 22.
    Jonsson, Emma
    et al.
    Swedish Defence University, Department of Leadership and Management (ILM).
    Nilsson, Sofia
    Swedish Defence University, Department of Leadership and Management (ILM).
    Larsson, Gerry
    Swedish Defence University, Department of Leadership and Management (ILM).
    Samhället och Försvarsmakten: Försvarsmaktens samhällsförankring i ett långsiktigt strategiskt perspektiv2011Report (Other academic)
    Abstract [sv]

    Syftet med föreliggande studie var att, utifrån ett aktörsperspektiv, kartlägga långsiktiga och tidlösa faktorer av potentiell betydelse för samhällets relation till Försvarsmakten (FM). Politiker, företrädare för myndigheter och näringsliv på nationell och lokal nivå deltog i studien. FM samhällsfunktion undersöktes utifrån teman som berörde bland annat kunskapen om FM och förtroendet för FM. Rapport avslutas med en diskussion om långsiktig värdeförskjutning och tidlösa faktorer för en gynnsam samhällsförankring, följt av förslag på åtgärder som FM kan göra för att samhället ska få ökad kunskap, förståelse, förtroende, trovärdighet och legitimitet i samhället nu och på lång sikt.

  • 23. Kallenberg, Kjell
    et al.
    Larsson, Gerry
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Nilsson, Sofia
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Hyllengren, Peder
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Moralisk stress och ledarskap2016Book (Refereed)
    Abstract [sv]

    I alla tider har människor plågats av svåra moraliska val, ibland till synes omöjliga. Men det är först på senare år som man har börjat uppmärksamma moralisk stress. Den kan uppkomma i arbetslivet. Den påverkar och påverkas av ledarskap.

    Ledarskap utövas i ett socialt och kulturellt sammanhang med mer eller mindre tydliga normer och värderingar. Men hur ser de ut och i vilken utsträckning delar vi dem? Och vad gör vi när våra egna och den omgivande organisationens värderingar inte stämmer överens?

    Boken belyser olika aspekter av ledarskap, organisationers värderingar och den enskildes val och beslut.

    Framställningen bygger delvis på författarnas egen forskning men behandlar även utförligt hur man förebygger, hanterar och bemästrar moralisk stress på såväl individ- som organisationsnivå.

  • 24.
    Larsson, Gerry
    et al.
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Alvinius, Aida
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Fors Brandebo, Maria
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Hyllengren, Peder
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Nilsson, Sofia
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Ohlsson, Alicia
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Leadership lessons: New challenges for smaller nations in multinational, highly stressful missions2017In: The Swedish presence in Afghanistan: security and defence transformation / [ed] Arita Holmberg & Jan Hallenberg, New York: Routledge, 2017, p. 116-137Chapter in book (Refereed)
  • 25.
    Larsson, Gerry
    et al.
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Alvinius, Aida
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Fors Brandebo, Maria
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Hyllengren, Peder
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Nilsson, Sofia
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Ohlsson, Alicia
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Lessons Learned: Afghanistan 10 years2016In: The Swedish presence in Afghanistan: Security and Defence Transformation / [ed] Arita Holmberg and Jan Hallenberg, Oxon: Routledge, 2016, first, p. 116-137Chapter in book (Refereed)
  • 26.
    Larsson, Gerry
    et al.
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Alvinius, Aida
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Fors, Maria
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Nilsson, Sofia
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Sjöberg, Misa
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Wallenius, Claes
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Personlighet och framtidstankar hos nyinryckta studerande på Yrkesofficersprogrammet 20062006Report (Other academic)
  • 27.
    Larsson, Gerry
    et al.
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Bäccman, Charlotte
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Nilsson, Sofia
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Johansson, Eva
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Ledarskap inom Nordic Battle Group: Lärdomar ur befintlig forskning2005In: Människan i NBF: Med fokus på internationalla insatser / [ed] A. W. Berggren, Stockholm: Försvarshögskolan (FHS), 2005, p. 155-178Chapter in book (Other academic)
  • 28.
    Larsson, Gerry
    et al.
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Fors Brandebo, Maria
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Nilsson, Sofia
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Destrudo-L: Development of a short scale designed to measure destructive leadership behaviors in a military context2015Conference paper (Other academic)
  • 29.
    Larsson, Gerry
    et al.
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Fors, Maria
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Nilsson, Sofia
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Destrudo-L: Användarmanual2009Report (Other academic)
  • 30.
    Larsson, Gerry
    et al.
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Fors, Maria
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Nilsson, Sofia
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Destrudo-L: Development of a short scale designed to measure destructive leadership behaviours2012In: Leadership & Organization Development Journal, ISSN 0143-7739, E-ISSN 1472-5347, Vol. 33, no 4, p. 383-400Article in journal (Refereed)
    Abstract [en]

    Purpose – The purpose of this paper is to develop a short and easy to use yet psychometrically sound instrument designed to measure destructive leadership behaviours in a military context.

    Design/methodology/approach – First, examples of destructive leadership behaviours in a military context were collected using a qualitative approach. Second, these examples were operationalised and pilot tested, which resulted in a 20-item questionnaire called Destrudo-L. Third, data were collected from three Swedish military groups (n=428). Dimensionality of the instrument was analysed using structural equation modelling. Conventional psychometric assessments of reliability and validity were performed.

    Findings – A nested hierarchical model with a general factor and the following specific factors emerged: arrogant, unfair; threats, punishments, overdemands; ego-oriented, false; passive, cowardly; and uncertain, unclear, messy. Meaningful subgroup differences and relationships with a criterion variable (lack of motivation/propensity to leave) were found. More use of active forms was reported by subordinates of younger military commanders and more use of passive forms was marked by subordinates of senior military managers.

    Practical implications – The instrument is easy to administer and interpret (norm values are provided) and can be used in leader evaluation, as well as leader development, contexts.

    Originality/value – The main contribution is methodological – the development of a new scale. Additional findings are a strong positive correlation between active and passive forms of destructive leadership behaviours in a military context, as well as significant differences between groups with different ranks.

  • 31.
    Larsson, Gerry
    et al.
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Fors, Maria
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Nilsson, Sofia
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Leadership2008In: Transformation of the Swedish armed forces: National and international aspects of interoperability / [ed] A. W. Berggren, Stockholm: Swedish National Defence College , 2008, p. 43-47Chapter in book (Other academic)
  • 32.
    Larsson, Gerry
    et al.
    Swedish Defence University, Department of Leadership and Management (ILM).
    Fors, Maria
    Swedish Defence University, Department of Leadership and Management (ILM).
    Nilsson, Sofia
    Swedish Defence University, Department of Leadership and Management (ILM).
    Ledarskap och tillit: Analys och värdering av befintlig forskning ur ett Nordic Battle group perspektiv2006Report (Other academic)
  • 33.
    Larsson, Gerry
    et al.
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Fors, Maria
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Nilsson, Sofia
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Lärdomar från fyra års ledarskapsstudier2008In: Förutsättningar för att verka internationellt: Slutrapport från temaområde Människan i NBF 2004-2008 / [ed] Anders W. Berggren, Stockholm: Försvarshögskolan , 2008, p. 191-253Chapter in book (Other academic)
  • 34.
    Larsson, Gerry
    et al.
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Nilsson, Sofia
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Hyllengren, Peder
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Ohlsson, Alicia
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Kallenberg, Kjell
    Waaler, G.
    Moralisk stress bland "first responders"2015Conference paper (Other academic)
  • 35.
    Larsson, Gerry
    et al.
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Nilsson, Sofia
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Hyllengren, Peder
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Ohlsson, Alicia
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Waaler, Gudmund
    Kallenberg, Kjell
    Stress reactions following acute situations involving moral challenges among health care professionals2018In: Scandinavian Journal of Psychology, ISSN 0036-5564, E-ISSN 1467-9450, Vol. 59, no 2, p. 177-185Article in journal (Refereed)
    Abstract [en]

    Many health care professionals have to make morally difficult decisions during acute, stressful situations. The aim was to explore the applicability of an existing qualitatively developed model of individual reactions among professional first responders following such situations using a quantitative approach. According to the model, the interaction of antecedent individual and contextual characteristics affect the immediate emotional reactions to acute, stressful events involving a moral dilemma. Continuous coping efforts and the quality of social support will also affect the long‐term positive and negative reactions to the event. The participants (n = 204, about 50% response rate) represented three Swedish health care professions stationed at a university hospital and a regional hospital: Physicians (n = 50), nurses (n = 94) and “others” (n =60, mainly social welfare officers and assistant nurses). Except for the personality dimension emotional stability which was measured using an established instrument, all measurement scales were operationalizations of codes and categories from the qualitative study (ten scales altogether). Four multiple regression analyses were performed with long‐term positive and negative reactions in everyday acute and morally extremely taxing situations respectively as dependent variables. The outcome showed that long‐term positive reactions covaried with much use of the coping strategies Emotional distancing and Constructive emotional confrontation and a perception of a well‐functioning Formal social support. Regarding long‐term negative reactions, higher age and little use of Emotional distancing accounted for much of the variance. Immediate emotional reactions also contributed significantly. Conclusion: the results largely supported the model concepts and their assumed relationships.

  • 36.
    Larsson, Gerry
    et al.
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Nilsson, Sofia
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Ohlsson, Alicia
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Berglund, Anna Karin
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    18 mjuka medel mot moralisk stress i militär miljö2015Book (Other academic)
  • 37.
    Larsson, Gerry
    et al.
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Nilsson, Sofia
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Ohlsson, Alicia
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Berglund, Anna Karin
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    18 ways to improve military officers' management of moral stress2015Conference paper (Other academic)
  • 38.
    Larsson, Gerry
    et al.
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Nilsson, Sofia
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Ohlsson, Alicia
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Berglund, Anna Karin
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    18 ways to improve military officers' management of moral stress2015In: 18 ways to improve military oficers' management of moral stress: 1-4 June 2015, Tartu, Estonia, 2015Conference paper (Other academic)
  • 39.
    Larsson, Gerry
    et al.
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Ohlsson, Alicia
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Berglund, Anna Karin
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Nilsson, Sofia
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Daily uplifts and adaptive coping as a buffer against daily hassles: relationship with stress reactions over time in military personnel2017In: Scandinavian Psychologist, ISSN 0036-5653, E-ISSN 2000-088X, no 4, article id e13Article in journal (Refereed)
    Abstract [en]

    The aim of this research was to gain a deeper understanding of how daily hassles and uplifts interact with each other and with stress reactions over time in military personnel. Interviews were conducted with 15 Swedish veterans five years after an international peace enforcement mission. The grounded theory method was used and result patterns were generated for six specific time periods distributed before, during, and after the mission. A theoretical model was developed showing that everyday uplifts combined with adaptive coping can be sufficient to limit stress reactions related to daily hassles. The model was supported by the fact that, five years after the mission, none of interviewees had received a PTSD diagnosis or needed professional psychological treatment. The last-mentioned outcome is noteworthy in itself given the severe stress often encountered in peace enforcement missions and previous research observations of high PTSD incidence, suicide rates, criminality, and substance abuse in mission participants.

  • 40.
    Larsson, Gerry
    et al.
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Sjöberg, Misa
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Nilsson, Sofia
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Alvinius, Aida
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Bakken, B.
    Indirect leadership: A quantitative test of a qualitatively developed model2007In: Leadership & Organization Development Journal, ISSN 0143-7739, E-ISSN 1472-5347, Vol. 28, no 8, p. 771-778Article in journal (Refereed)
    Abstract [en]

    Purpose – The purpose of this paper is to explore the applicability of a previously developed model of indirect leadership (qualitative Grounded Theory case study) in a broader military context.

    Design/methodology/approach – The model was operationalised to specific questionnaires for high-level managers, middle-level managers, and lower-level employees. Data were obtained from 147 Norwegian and 134 Swedish military officers, representing all three levels, and serving in the Army and Air Force respectively.

    Findings – The theoretical model of indirect leadership was partly supported. Higher importance was attributed to image-oriented top-down influence, rather than to action-oriented influence via directly subordinate commanders, which may be understood using developmental, transformational, and authentic leadership formulations. Meaningful patterns of subgroup differences were obtained.

    Research limitations/implications – Indirect leadership is complex and bottom-up influences were not taken into account, not all aspects of the top-down influence process were covered, only military contexts were studied, and no meaningful analysis of possible gender-related differences was possible in this male-dominated context.

    Practical implications – The obtained support of the theoretical model legitimises its use as a tool in higher military management education and coaching.

    Originality/value – The measurement tools of indirect leadership and the quantitatively based support of a Grounded Theory model with a how-focus on indirect leadership.

  • 41.
    Malmio, Irja
    et al.
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL).
    Nilsson, Sofia
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    The havoc of good intentions - Destructive leadership through the gender lens2018In: Dark Sides of Organizational Behavior and Leadership / [ed] Fors Brandebo Maria and Alvinius Aida, London: INTECH, 2018Chapter in book (Refereed)
  • 42.
    Nilsson, Sofia
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Civil and Military Leadership Processes in Situations of Extreme Environmental Demands2011Doctoral thesis, comprehensive summary (Other academic)
  • 43.
    Nilsson, Sofia
    et al.
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Alvinius, Aida
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Enander, Ann
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Frames of public reaction in crisis2016In: Journal of Contingencies and Crisis Management, ISSN 0966-0879, E-ISSN 1468-5973, Vol. 24, no 1, p. 14-26Article in journal (Refereed)
    Abstract [en]

    The aim of this study was to identify and analyze the ways in which images and reactions of the public are described and framed in media articles and reports. Reporting from six major events affecting the Swedish public was studied using a thematic method of analysis. The results show three dynamic interrelated processes at work simultaneously in framing the public: identification, characterization and evaluation. A significant contribution of this study is the emphasis on how this often subtle and implicit framing influences the portrayal of human reactions, thus possibly influencing the expectations and evaluations of both the public in general and crisis managers in particular.

  • 44.
    Nilsson, Sofia
    et al.
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Alvinius, Aida
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Enander, Ann
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Hede, Susanne
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Public reactions in crisis: representations and realities?2013In: Åre risk event 12–14 march 2013: Book of Abstracts, 2013Conference paper (Refereed)
  • 45.
    Nilsson, Sofia
    et al.
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Brandow, Carina
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Olsson, Alicia
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Alvinius, Aida
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Larsson, Gerry
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Militärt ledarskap och emotionshantering i akuta situationer som innehåller moraliska dilemman2013Report (Other academic)
    Abstract [sv]

    Militärt ledarskap i en insatsmiljö präglad av svårförutsägbar irreguljär krigföring ställer stora krav på officersprofessionen. Etiskt komplexa insatser kan bidra till starka stressrelaterade emotioner hos enskilda soldater och officerare. Förmågan att hantera dessa känslor är central för att bibehålla operativ effektivitet. Kraven ökar samtidigt på den militära organisationen att anpassa sina normer för vad som är acceptabla emotionella uttrycksformer. Studien belyser en militär emotionskultur som ger begränsat utrymme åt emotionella uttryck då det är nödvändigt att vara bestämd, kall och ”professionell” i akuta situationer som innehåller moraliska dilemman. Ledare kan genom att härbergera starka känslor bidra till operativ effektivitet (benämnd containerförmåga). Potentiella konflikter mellan en god containerförmåga i akuta situationer å ena sidan och långsiktig anpassning i vardagen efter insatser å andra sidan belyses.

  • 46.
    Nilsson, Sofia
    et al.
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Fors Brandebo, Maria
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Hyllengren, Peder
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Sjöberg, Misa
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Kallenberg, Kjell
    Larsson, Gerry
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Leadership and Stress in Situations Involving Moral Dilemmas2012Conference paper (Refereed)
  • 47.
    Nilsson, Sofia
    et al.
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Fors, Maria
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Larsson, Gerry
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Ledarskap vid multinationella militära insatser: Etnocentriska föreställningar och samarbete2007Report (Other academic)
  • 48.
    Nilsson, Sofia
    et al.
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Fors, Maria
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Larsson, Gerry
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Utvärdering av indirekt ledarskap inom Nordic Battle Group2008Report (Other academic)
  • 49.
    Nilsson, Sofia
    et al.
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Fors, Maria
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Sjöberg, Misa
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Alvinius, Aida
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Larsson, Gerry
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Utbildning i indirekt ledarskap: Lärarhandledning2007Report (Other academic)
  • 50.
    Nilsson, Sofia
    et al.
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Fors, Maria
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Sjöberg, Misa
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Larsson, Gerry
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Putting ideas into practice: The implementation of a theoretical model of indirect leadership2008Conference paper (Other academic)
12 1 - 50 of 79
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