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  • 1.
    Bencker, Andreas
    et al.
    Swedish Defence University, Institutionen för ledarskap och ledning, Leadership and Command & Control Division Karlstad. Halmstad University, (SWE).
    Fors Brandebo, Maria
    Swedish Defence University, Institutionen för ledarskap och ledning, Leadership and Command & Control Division Karlstad.
    Ivarsson, Andreas
    Halmstad University, (SWE).
    Johnson, Urban
    Halmstad University, (SWE).
    Common demanding conditions among professional high-level military and sport leaders: a cross-contextual qualitative reflexive thematic analysis2022In: Scandinavian Journal of Sport and Exercise Psychology, E-ISSN 2596-741X, Vol. 4, no 1, p. 27-40Article in journal (Refereed)
    Abstract [en]

    Military and sport have attracted increased research interest separately as two distinctly demanding performance- and leadership-driven contexts. However, cross-contextual psychological research in leadership is lacking. Such research has potential to expose unique cross-fertilising insights into resemblances in leadership challenges among military and sport leaders, transferable to a broader range of contexts. Thus, the current study simultaneously explored high-level military and sport leaders’ real-life experiences of similarities in demanding conditions and their psychological manifestations. Sixteen participants - eight Swedish high-level military leaders and eight Swedish high-level sport leaders, participated in the study. Using a qualitative inductive cross-contextual design enabled in-depth knowledge and transferability. A reflexive thematic analysis (RTA) of sixteen interview transcripts generated four common themes of demanding conditions: (1) Developing organisations: Leading under an extensive workload and responsibility, (2) Managing destructive superiors and subordinates: Standing up for oneself, (3) Taking care of the minds and moods of others: Leading deliberated difficult conversations, and (4) Periods of extreme concentration: Leading critical coordination, decisions, and timing. The findings tie high-level military and sports leaders together into a high-stress and high-stakes leader role invoked to manoeuvre a complex buildup of demanding conditions. Implications are presented.

  • 2.
    Bencker, Andreas
    et al.
    Swedish Defence University, Institutionen för ledarskap och ledning, Leadership and Command & Control Division Karlstad.
    Larsson, Gerry
    Swedish Defence University, Institutionen för ledarskap och ledning, Leadership and Command & Control Division Karlstad.
    Fors Brandebo, Maria
    Swedish Defence University, Institutionen för ledarskap och ledning, Leadership and Command & Control Division Karlstad.
    Johnson, U
    Ivarsson, A
    High-level military and sport leaders' everyday challanges and psychological skills: A cross-contextual repeated measures study2023In: Military Psychology, ISSN 0899-5605, E-ISSN 1532-7876Article in journal (Refereed)
  • 3.
    Larsson, Gerry
    et al.
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Bencker, Andreas
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Ledarskapscentrum.
    Hyllengren, Peder
    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.
    Leader development using group dynamic interventions: a systematic literature review2018In: Scandinavian Psychologist, ISSN 1894-5570, Vol. 5, article id e7Article, review/survey (Refereed)
    Abstract [en]

    This literature review aimed to synthesize the existing research on group dynamic interventions that are designed to enhance individual leadership development in organisations. Such interventions are typically intended to help leaders learn about both themselves and interpersonal relationships. A systematic mixed studies literature review with an integrated design was undertaken. The selection process resulted in nine articles that met the inclusion criteria. The scarcity of studies means that no reliable conclusion could be drawn on the sizes of effects and, thus, whether group dynamic interventions are effective or not. Given this situation, four tendencies could still be identified. First, interventions involving practical skills (e.g., problem-solving techniques) appear to be effective. Second, interventions focusing on inner processes (e.g., self-awareness, self-acceptance, and sensitivity to group processes) appear to have some favourable effects. Third, little evidence was found regarding the effectiveness of interventions aimed at improving leaders’ interpersonal skills. Fourth, identified enablers and neutralizers include group characteristics, facilitator qualities, intervention goals and focus, a safe climate, and opportunities for practice. The lack of evidence regarding effectiveness does not mean that group dynamic interventions are ineffective. It means only that more research is necessary to evaluate this type of developmental intervention. 

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