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  • 1.
    Berggren, Anders W.
    et al.
    Swedish Defence University, Department of Leadership and Management (ILM).
    Weibull, Louise
    Swedish Defence University, Department of Leadership and Management (ILM).
    Hedlund, Erik
    Swedish Defence University, Department of Leadership and Management (ILM).
    Granberg, Magnus
    Swedish Defence University, Department of Leadership and Management (ILM).
    Hyllengren, Peder
    Swedish Defence University, Department of Leadership and Management (ILM).
    Gustavsson, Björn
    Swedish Defence University, Department of Leadership and Management (ILM).
    Makt, pedagogik, ledarskap och organisation: En studie av ett mekaniserat skyttekompani2011Report (Other academic)
    Abstract [sv]

    Denna rapport sammanfattar en studie som genomförts vid P4 i Skövde, där forskargruppen följt 414. Skkomp från augusti 2010 till juni 2011.

    Utbildningen av 414. skyttekompaniet aktualiserar frågor rörande rollspelet mellan solda­ter och officerare, utbildningens utformning, samt frågor om yrkeskunnande och yrkesidenti­tet.

    Mer konkret identifierar studien följande områden för Försvarsmakten att fokusera:

    • begreppen ”soldat” och ”officer” i det nya personalförsörjningssyste­met, och vad det innebär att vara professionell i Försvarsmakten.
    • soldaten och kompetensutveckling av dessa.
    • grpC tänkta roll och kompetensutveckling av dessa.
    • hur man på förbanden kan involvera GrpC i ”chain of command”?
    • hur kan Försvarsmakten i handling visa att soldaterna är viktiga”.
    • kring erfarenhetsresonemanget/trappan i syfte att stärka officerarna samt att utveckla professionen totalt sett.
    • hur utbildning skall genomföras när PRIO-org är intagen?

     

    Vidare pekar studien ut frågor kring hur man lokalt hanterar att alla anställda soldater inte kan ingå i en insats (givet att t ex FS-organisationen skiljer sig numerärt från förbandets grund­organisation), samt hur ett förband vidmakt­håller förmågor över tiden.

    I rapporten beskrivs även ett fenomen som handlar om ett informationsglapp mellan kompa­niets ordinarie ledningsstruktur (kompanichef och plutonchefer) och de som genomför olika utbildningsmoment, d v s när den som genomför en trupputbildning inte har ett direkt chefsansvar.

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  • 2.
    Engelkes, Torbjörn
    et al.
    Swedish Defence University, Institutionen för ledarskap och ledning, Leadership and Command & Control Division Stockholm.
    Hedlund, Erik
    Swedish Defence University, Institutionen för ledarskap och ledning, Leadership and Command & Control Division Stockholm.
    Larsson, Gerry
    Swedish Defence University, Institutionen för ledarskap och ledning, Leadership and Command & Control Division Karlstad.
    Loyal to the end: Examining the meaning of loyalty among high-ranking military officers2023In: Res Militaris, E-ISSN 2265-6294, Vol. 13, no 3, p. 936-953Article in journal (Refereed)
    Abstract [en]

    Organizations need co-workers who are committed to common goals and that are loyal to the core values of the organization.[1] The conscious fostering of organizational core values is seen as an important tool in creating loyal co-workers and hence an effective organization.[2] Professions with a strong vocational calling such as medicine (Kallin, 2010), the police (Ewin, 1990 ; Foust, 2018) or the military[3] have particular demands on loyalty to certain core values, and individuals are expected to adopt these as their own. However, organizational core values can be contradictive (Billig, 1988) and sometimes in conflict with the individual´s own core values which – when incompatible – can in turn cause severe moral stress and mental illness.[4] This implies a need for clarification about what is expected from members of an organization concerning the objectives and manifestations of core values. In terms of loyalty, the military profession is possibly one of the most demanding, expecting individuals to risk their own lives and to kill other human beings for the benefit of the organizational goals. However, since misplaced loyalty can cause destructive,[5] and unethical behaviour[6] with enormous consequences – especially in the military (Winslow, 1998) – there is a need to be clear about what kind of loyalty behaviour is constructive and vice versa. Although loyalty is a concept that seems to be defined in many different ways, the number of studies of loyalty and its meaning are quite limited - especially in military research.[7] The overall purpose of this study is to broaden understanding of the meaning of loyalty within the military. Because important core values of an organization are set – or strongly influenced[8] – by its leaders,[9] the aim of this study was to explore how high-ranking officers in the Swedish Armed Forces (SAF) give meaning to their own personal experiences of loyalty and to describe possible common patterns within the participant group.

     [1] Wieseke, Alavi & Habel, 2014.[2] Berghaus & Cartagena, 2013.[3] Huntington, 1985 ; Moskos & Wood, 1988 ; Kirkhaug, 2009 ; Olsthoorn, 2011 ; Beard, 2014.[4] Molendijk, Kramer & Verweij, 2018.[5] Gabriel, 1982 ; Connor, 2010.)[6] Umphress & Bingham, 2011.[7] Olsthoorn, 2011 ; Connor, Andrews, Noack-Lundberg & Wadham, 2019.[8] Larsson, Haerem, Sjöberg, Alvinius & Bakken, 2007.[9] Fergusson & Milliman, 2008 ; Oh, Cho & Lim, 2018.

  • 3.
    Hedlund, Erik
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Leadership Division, Stockholm.
    A Generic Officer Education Model for Producing Officers with Ambidextrous Competences and Skills2021In: The Yin-Yang Military: Ambidextrous Perspectives on Change in Military Organizations / [ed] Jacqueline Heeren-BogersRené MoelkerEsmeralda KleinreesinkJan Van der MeulenJoseph SoetersRobert Beeres, Cham: Springer, 2021, p. 141-153Chapter in book (Refereed)
    Abstract [en]

    Officer education has a long tradition of being primarily a vocational education focused on training in knowledge and skills that can be used here and now. The content of officer education has mainly been based on the profession’s overall and proven experience. Rapid technological development, globalization, new threats such as terrorist attacks, hybrid warfare and gray zone issues, refugee issues, and the effects of climate change have meant that officer education needed to be reformed in order to provide knowledge and skills to deal with the unknown in a VUCA world. The goal is to create officer education that will produce officers with ambidextrous competences and skills, who have the knowledge to take up their positions immediately after training, but which also provides them with the knowledge and skills to prepare them for the unknown, lifelong learning, and gives them the ability to handle a rapidly changing environment.

  • 4.
    Hedlund, Erik
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    A Generic Pedagogic Model for Academically Based Professional Officer Education2019In: Armed forces and society, ISSN 0095-327X, E-ISSN 1556-0848, Vol. 45, no 2, p. 333-348Article in journal (Refereed)
    Abstract [en]

    After the end of the Cold War, many European countries cut back so heavily on defense expenditure that they lost their capacity to defend themselves. This resulted in greater need for improved cooperation and interoperability among member states’ armed forces. One important attempt to improve the understanding and interoperability among the European Union (EU) nation’s armed forces was taken in 2008 by the creation of the European Initiative for exchange of young officers aimed to make the officer education in Europe more transparent and convergent with each other. This article presents a proposal for a generic pedagogic model for an academically professional officer education that can improve understanding and interoperability among the EU nation’s armed forces. The model helps to facilitate a process of professionalization of the military profession with an officer education that can meet the requirements of higher education systems as well as the demands of the military profession.

  • 5.
    Hedlund, Erik
    Swedish Defence University, Department of Leadership and Management (ILM).
    Civil–Military Control over the Swedish Military Profession: An Analysis from the Perspective of Officer Rank and Officer Education2011In: Armed forces and society, ISSN 0095-327X, E-ISSN 1556-0848, Vol. 39, no 1, p. 135-157Article in journal (Refereed)
    Abstract [en]

    Civil-military relations and the autonomy of the military profession in Sweden have varied over time depending on the perceived level of external threats. In this article, we set out to conduct an analysis of Swedish civil-military relations over a period of more than twenty-five years from 1984 to 2011. Our analysis is made from the perspective of civil-military control of (1) the military officer rank system and (2) the professional officer education system, for all three services. The analysis is based on Samuel Huntington's and Morris Janowitz's theoretical discussion of "objective" and "subjective" civilian control over the military and will give answers on how the Swedish armed forces have been effected by objective and subjective civilian control during the late Cold War era and after the fall of the Berlin Wall in 1989. The findings of this study confirm the assumption that civil-military relations vary over time because of perceived external threats but also because of new threats, new tasks, and increased globalization and cooperation in multinational international operations.

  • 6.
    Hedlund, Erik
    Swedish Defence University, Department of Security and Strategic Studies (ISS).
    GMU-rekryterna: En studie av motivation, självbild och frågor kopplade till GMU, ledarskap, utbildning och fortsatt engagemang i försvaret2011Report (Other academic)
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  • 7.
    Hedlund, Erik
    Swedish Defence University, Department of Security and Strategic Studies (ISS).
    Motiv för svenska soldater att vilja åka på utlandsmission: En rapport avseende motiven bland svenska soldater i KS20/21 och FS18/19 att vilja åka på utlandsmission2010Report (Other academic)
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  • 8.
    Hedlund, Erik
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Strategiavdelningen med folkrättscentrum.
    Regular officer training, professional competence and legitimacy: A study of the Regular Officer Training Programme in the field of tension between change and tradition2005Conference paper (Refereed)
  • 9.
    Hedlund, Erik
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Regular Officer Training, Professional Competence and Legitimacy: A study of the Regular Officer Training Programme in the field of tension between change and tradition2004Conference paper (Refereed)
  • 10.
    Hedlund, Erik
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Self-images among Swedish peacekeeping soldiers2011Conference paper (Refereed)
  • 11.
    Hedlund, Erik
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Self-Images Among Swedish Peacekeeping Soldiers?2011Conference paper (Refereed)
  • 12.
    Hedlund, Erik
    Swedish Defence University, Department of Leadership and Management (ILM).
    Self-Images Among Swedish Peacekeeping soldiers: An Analysis and Theoretical Discussion of Soldiers’ National Self-Images in the Context of the Swedish Shift to an All-Volunteer Format2011In: Res Militaris, ISSN 2265-6294, Vol. 2, no 1Article in journal (Refereed)
  • 13.
    Hedlund, Erik
    Swedish Defence University, Department of Security and Strategic Studies (ISS).
    Självbilden bland svenska soldater i utlandsstyrkan: En studie av självbilden bland soldater i KS20/KS21och FS18/FS192010Report (Other academic)
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  • 14.
    Hedlund, Erik
    Swedish Defence University, Department of Security and Strategic Studies (ISS).
    Specialistofficerskåren en yrkeskår i vardande: En rapport om specialistofficerarna och deras syn på yrkesidentitet, yrkeskunnande och villkor vid förbanden2010Report (Other academic)
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  • 15.
    Hedlund, Erik
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Strategiavdelningen med folkrättscentrum.
    Swedish security policy and military doctrine: from divergence to convergence2013Conference paper (Refereed)
  • 16.
    Hedlund, Erik
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Division of Leadership.
    Team Learning and Leadership in Multinational Military Staff Exercises2017In: Armed forces and society, ISSN 0095-327X, E-ISSN 1556-0848, Vol. 43, no 3, p. 459-477Article in journal (Refereed)
    Abstract [en]

    Cooperation in multinational military operations is one of the main tasks for the Swedish Armed Forces (SAF), which means that Swedish officers need to be able to meet international military staff standards. For this reason, the SAF and the Swedish Defence University organize an annual international staff exercise which aims to train officers in and increase their knowledge of North Atlantic Treaty Organization staff methods and procedures. The essence of successful staff work is good leadership and effective team work. In this article, we present findings from three staff exercises that have significant impact on leadership and possibilities for good team learning that relate to a team learning model. These findings have great potential to be of value in planning and improving leadership education and training in both military and civilian contexts.

  • 17.
    Hedlund, Erik
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Team Training, Team Learning and Leadership in a Military Staff Exercise2012Conference paper (Refereed)
  • 18.
    Hedlund, Erik
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Strategiavdelningen med folkrättscentrum.
    The selection and recruitment of the Swedish soldier for international service2009Conference paper (Refereed)
  • 19.
    Hedlund, Erik
    Swedish National Defence College, Department of Leadership and Management (ILM).
    The Swedish Soldiers’ Self-Image as Peacekeepers2009Conference paper (Refereed)
  • 20.
    Hedlund, Erik
    Swedish Defence University, Department of Security and Strategic Studies (ISS).
    Vi och dom andra: Bilden av oss själva och ”dom andra” hos svensk trupp före tjänstgöring i Liberia2007Report (Other academic)
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  • 21.
    Hedlund, Erik
    Swedish Defence University, Department of Leadership and Management (ILM).
    What Motivates Swedish Soldiers to Participate in Peacekeeping Missions: Research Note2011In: Armed forces and society, ISSN 0095-327X, E-ISSN 1556-0848, Vol. 1, no 37, p. 180-190Article in journal (Refereed)
    Abstract [en]

    During the last ten years, the Swedish Armed Forces has undergone a transformationin its shift toward worldwide peacekeeping operations. Subsequently, the Swedishgovernment is moving away from conscription to an all-voluntary recruitment system.This transition may lead to substantial challenges in recruiting new soldiers for theArmed Forces as well as for peacekeeping operations. A key to successful recruitment is understanding what motivates young men and women to participate in peacekeepingoperations. This research note addresses questions about what motivated Swedishpeacekeeping soldiers to join the 5th mission to Liberia and the 14th mission toKosovo in 2006. Fabrizio Battistelli’s motivation typology, paleomodern, modern, andpostmodern, is used in the analysis. The results show that all three motives were represented but that postmodern motives were by far the most common motivator

  • 22.
    Hedlund, Erik
    et al.
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Division of Leadership.
    Alvinius, Aida
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Josefsson, Anders
    Swedish Defence University, Department of Military Studies, Science of Command and Control and Military Technology Division, Command and Control Section.
    Ohlsson, Alicia
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Wallenius, Claes
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Larsson, Gerry
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Ledarskap och ledning i en förändrad organisatorisk kontext2018Report (Other academic)
    Abstract [sv]

    Föreliggande bok har ambitionen att sätta samman tre års forskningsresultat (2016-2018) inom ramen för det av Försvarsmakten (FM) finansierade forskningsprojektet Ledarskap och ledning i en förändrad organisatorisk kontext och omsätta kunskaper till ett pedagogiskt och lättillgängligt material som kan användas i såväl Försvarshögskolans ordinarie kurs- och utbildningsprogram, som enskild läsning eller som utgångspunkt för gruppdiskussioner, seminarier och förberedelser inför något av de teman som tas upp i boken. Bokens innehåll speglar forskningsprojektets sammansättning som består av forskare från Ledarskapsavdelningen i Stockholm, Försvarshögskolans Ledarskapscentrum i Karlstad, och Ledningsvetenskap i Stockholm. Att bokens empiri kommer från militär kontext hindrar inte att bokens innehåll även kan vara av stort intresse för civila läsare, särskilt inom ramen för dem med intresse för civil-militär samverkan i såväl nationella som internationella insatser.

  • 23.
    Hedlund, Erik
    et al.
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Strategiavdelningen med folkrättscentrum.
    Börjesson, Marcus
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Team learning and leadership in a military staff exercis2013Conference paper (Refereed)
  • 24.
    Hedlund, Erik
    et al.
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Börjesson, Marcus
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Österberg, Johan
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Team Learning in a Multinational Military Staff Exercise2015In: Small Group Research, ISSN 1046-4964, E-ISSN 1552-8278, Vol. 46, no 2, p. 179-203Article in journal (Refereed)
    Abstract [en]

    International operations have become one of the main tasks for the Swedish Armed Forces (SAF). The SAF and Swedish National Defence College organize annual international staff exercises with the purpose of training officers to carry out effective staff work. This study analyzed a staff exercise using Edmondson's team learning model in a military setting. The model was developed by including group cohesion. As defensive routines are a threat to team learning behavior, the possible presence of these was examined. The results indicate that team leader coaching is crucial to support all the variables in the model. The added variable of group cohesion contributed with insights on how the commander used task solving to create group cohesion. Some examples of defensive routines were also revealed but there seemed to be challenges in identifying such routines in this type of exercise setting.

  • 25.
    Hedlund, Erik
    et al.
    Swedish Defence University, Institutionen för ledarskap och ledning, Leadership and Command & Control Division Stockholm.
    Lönnegren, Camilla
    Civil-military Collaboration during the Coronavirus outbreak: a case study in Swedish contextIn: Res Militaris, E-ISSN 2265-6294Article in journal (Refereed)
  • 26.
    Hedlund, Erik
    et al.
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Leadership Division, Stockholm.
    Lönngren, Camilla
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Leadership Division, Stockholm.
    "Fältsjukhuset" i Älvsjö - rekordbygget som ingen ville ha?: en fallstudie i aktörsgemensam samverkan2021Book (Other academic)
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  • 27.
    Hedlund, Erik
    et al.
    Swedish Defence University, Institutionen för ledarskap och ledning, Leadership and Command & Control Division Stockholm.
    Lönngren, Camilla
    Swedish Defence University, Centre for Societal Security, Executive Education Division.
    Leadership, boundary spanners and team learning in crisis management2022In: International Journal of Emergency Management, ISSN 1471-4825, E-ISSN 1741-5071, Vol. 17, no 3/4, p. 323-341Article in journal (Refereed)
    Abstract [en]

    In early 2020, decision makers in Stockholm were concerned that intensive care units (ICUs) would fill up because of the massive spread of the coronavirus. Therefore, they decided that a group of doctors, a construction company and the Swedish Armed Forces would build a temporary hospital inside an exhibition hall. Using field study observations and in-depth interviews, this study investigates the role of boundary spanners and leadership in crisis management and team learning. Two types of boundary spanners were prevalent: the 'Leader' and the 'Expert', and together they are crucial for successful crisis management, and for team learning. This study contributes to filling a gap in research regarding the role of boundary spanners in team learning within and across teams. Results show that research into boundary spanners and team learning can use the variables in Edmondson's team learning model for thematic data analysis, and to describe and understand how boundary spanners can contribute to learning within and across teams, when collaborating in the mutual management of crises.

  • 28.
    Hedlund, Erik
    et al.
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Soeters, Joseph
    Nederland Defence Academy.
    Reflections on Swedish Peacekeepers' Self-image and Dilemmas of Peacekeeping2010In: International Peacekeeping, ISSN 1353-3312, E-ISSN 1743-906X, Vol. 17, no 3, p. 408-414Article in journal (Refereed)
    Abstract [en]

    Soldiers' self-images undoubtedly influence the way they recognize, perceive, plan and conduct their tasks. The article examines the self-image of Swedish peacekeepers in the UNMIL mission in Liberia and the UNMIK mission in Kosovo. The findings are based on interviews with 27 soldiers before, during and after deployment. Eleven dimensions of self-image were found, showing that the self-image refers almost entirely to the peacekeeping and not the war-fighting role. In addition, the Swedish soldiers hold themselves to be excellent peacekeepers. Departing from this observation, we discuss three dilemmas in peacekeeping that have implications beyond the Swedish armed forces. The argument is that being less self-referential may make peacekeeping more successful.

  • 29.
    Hedlund, Erik
    et al.
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Division of Leadership.
    Szvircsev Tresch, TiborMilitärakademie (MILAK), Switzerland.
    Motivation to be a soldier: A comparison of eight nations2017Collection (editor) (Other academic)
  • 30.
    Hedlund, Erik
    et al.
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Strategiavdelningen med folkrättscentrum (upphört).
    Szvircsev Tresch, Tibor
    ETH Zürich, Schweiz.
    Satisfaction in basic military training: an international comparison2014Book (Other academic)
    Abstract [en]

    This book is a report of cross-national research that that explores the expectation, motivation and satisfaction of the new recruits from Belgium, France, Japan, Poland, Sweden, Switzerland, Taiwan and Turkey's armed forces toward the basic military training. It both aims to assess the strengths and weaknesses of the basic training in order to contribute to the improvement of training quality, and increase a common understanding of questions related to the basic military training such leadership quality, self-images, motivation to further career in the armed forces and so forth.

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  • 31.
    Hedlund, Erik
    et al.
    Swedish Defence University, Department of Security and Strategic Studies (ISS).
    Weibull, Louise
    Swedish Defence University, Department of Security and Strategic Studies (ISS).
    Bilden av oss och de andra: Om svensk trupps möten med civilbefolkning och militära enheter under tjänstgöring i Kosovo 20062008Report (Other academic)
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  • 32.
    Hedlund, Erik
    et al.
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Weibull, Louise
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Soeters, Joseph
    Swedish-Irish cooperation in Liberia2008Conference paper (Refereed)
  • 33.
    Hedlund, Erik
    et al.
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Weibull, Louise
    Swedish National Defence College, Department of Leadership and Management (ILM).
    Soeters, Joseph
    Swedish-Irish Cooperation in Liberia2008In: Military Cooperation in Multinational Peace Operations: Managing Cultural Diversity and Crisis Response / [ed] Soeters, Joseph, Manigart, Philippe, Milton Park, Oxfordshire: Routledge, 2008, p. 153-165Chapter in book (Other academic)
  • 34.
    Hedlund, Erik
    et al.
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Strategiavdelningen med folkrättscentrum.
    Österberg, Johan
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Team Training, Team Learning, Leadership and Psychology Safety: A Study of Team Training and Team Learning Behavior during a Swedish Military Staff Exercise2013In: Sociology Mind, ISSN 2160-083X, E-ISSN 2160-0848, Vol. 3, no 1, p. 89-98Article in journal (Refereed)
    Abstract [en]

    The critical dependence of armed forces on teams carrying out tasks in a continuously changing, uncertain and often dangerous environment, raises questions about how to better understand factors that enable or hamper effective team learning. So far there is no developed field of research into team learning in the Swedish Armed Forces. This is the first of several studies within the Swedish Armed Forces to explore and gain a better understanding of team learning. In this first study of team learning we followed a military staff exercise. The theoretical base in this study is Amy Edmondson’s theoretical model for studying and analyzing team learning. The model consists of context support, team leader coaching, team psychology safety and team learning behavior. The results of this study supports the theoretical model of team learning and describe factors that are important for creating good conditions for team learning behavior.

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  • 35.
    Hedlund, Erik
    et al.
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Strategiavdelningen med folkrättscentrum.
    Österberg, Johan
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Börjesson, Marcus
    Swedish National Defence College, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Team training, team learning, leadership and psychology safety: A study of team training and team learning behavior during a Swedish military staff exercise2013Conference paper (Refereed)
  • 36.
    Lundell, Emil
    et al.
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Leadership Division, Karlstad.
    Hedlund, Erik
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Leadership Division, Stockholm.
    Analys av data från kursvärdering för HOP: Ledarskap och officersprofession2021Report (Other academic)
  • 37.
    Lönngren, Camilla
    et al.
    Swedish Defence University, Centre for Societal Security, Executive Education Division.
    Hedlund, Erik
    Swedish Defence University, Institutionen för ledarskap och ledning, Leadership and Command & Control Division Stockholm.
    Crisis management and forced collaboration: a case study during the coronavirus pandemic2023In: International Journal of Emergency Management, ISSN 1471-4825, E-ISSN 1741-5071, Vol. 18, no 3, p. 317-334Article in journal (Refereed)
    Abstract [en]

    This article investigates one crisis management effort during the COVID-19 pandemics first wave in Stockholm, Sweden. Decision-makers in Stockholm were afraid that intensive care unit beds would run out due to the massive spread of the virus and therefore decided to build a temporary hospital in an exhibition hall outside Stockholm. Using field study observations and interviews, this article uses grounded theory method to describe what happened between two actors, a hospital and a regional administrative body, during this process. These two actors, in this article called the Operational and the Administrative organisations, are two separate but dependent actors who had to collaborate during this crisis. The crisis management process can be seen as forced collaboration. By investigating the different phases of the crisis management, we found that there were conflicting situational assessments, conflicting actions, power play and stereotyping, which contributed to making collaboration and crisis management difficult.

  • 38.
    Ohlsson, Alicia
    et al.
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Hedlund, Erik
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Larsson, Gerry
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Examining the relationship between personality, organizational political skill and perceived team performance in a multinational military staff exercise context2016In: Journal of Military Studies, ISSN 2242-3524, E-ISSN 1799-3350, Vol. 7, no 1, p. 24-30Article in journal (Refereed)
    Abstract [en]

    Military staffs are composed of many smaller teams that are interdependent upon each other for a positive functioning level of the whole staff. Many factors can improve or harm the harmony of the staff. Recently, there has been an increased interest in the soft factors that may affect team performance. The purpose of this study was to examine the relationship between the Big Five personality dimensions, political skill and perceived team performance in a multinational staff training event. The sample included 185 military staff officers (49% response rate). The results indicated that the personality dimension Emotional stability and Political skill had a limited, yet statistically significant, predictive power on team performance. Practical considerations and future research directions are suggested.

  • 39.
    Paananen, Soili
    et al.
    National Defence University, (FIN).
    Häyhä, Laura
    University of Jyväskylä, (FIN).
    Hedlund, Erik
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Leadership Division, Stockholm.
    Diversity in Teams: Perceptions of Team Learning Behaviour in a Military Staff Exercise2020In: Scandinavian Journal of Military Studies (SJMS), E-ISSN 2596-3856, Vol. 3, no 1, p. 1-17Article in journal (Refereed)
    Abstract [en]

    The aim of this study is to analyse diversity in team learning behaviour between and among national respondents’ perceptions during a military staff exercise (CJSE). Edmondson’s team learning behaviour model is used as the theoretical basis of the study. The results showed statistically significant differences both between and among national respondents’ perceptions. The research results indicate that team leader coaching, team psychological safety, the importance of obtaining expert knowledge as well as pre-exercise training are perceived to be crucial for team learning behaviour. The study has theoretical and practical implications for a more nuanced understanding of the diversity of team learning behaviour in the context of a multinational military teamwork exercise and for working as a part of multinational temporal teams in particular.

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