The production of outstanding leadership -- an analysis of leadership images in the Swedish media

In this paper the constructive and ideological aspects of (business) journalism provide the starting point for an exploration of the images of (outstanding) leadership (re)produced in the Swedish printed media. Using an ethnographic semantics method, articles in five major Swedish publications during two separate weeks were scanned, selected and analysed, resulting in 853 media statements about leadership subsumed under 60 leadership categories. These statements were further categorised and analysed, resulting in 12 underlying leadership themes that together suggest a dominant implicit model of leadership. The results were found to be consistent to some extent with central aspects of a "Swedish leadership style" as reported in previous studies, but they also gave rise to some interesting paradoxes. These paradoxes were partly resolved by introducing a distinction between leadership in a political as opposed to a business context. The analysis shows that institutional contexts seem to generate different implicit models of leadership, but within the same national framework. Excellent leadership is evidently exercised and enacted as an expression of socially constructed institutions and culturally grounded values.Leadership Management Implicit theories Culture Sweden Media Business Politics

Modelling leadership--Implicit leadership theories in Sweden

This paper investigates Swedish data on implicit leadership theories in comparison with data from 61 other nationalities, testing the identification of a Swedish leadership style in light of globalization and possible converging value-formation processes. Global questionnaire data from 17,310 (900 Swedish) middle-managers constitute the basis for our analyses, using both a within-country perspective and a between-country perspective. While acknowledging the presence of almost universally endorsed leadership attributes, such as being inspirational and visionary, "typical" Swedish leadership attributes are possible to identify. Thus we challenge the simplified version of global convergence regarding leadership ideals and management ideology. On a basis of this study, we conclude that the notion of a Swedish leadership style is still meaningful and valid as a device for a better understanding of leadership efforts and cross-cultural interaction.Implicit theories Leadership Culture Sweden Management ideologies Charisma Value-based team

The usefulness of a multidisciplinary educational programme after breast cancer surgery: A prospective and comparative study

The aim of the study was to compare and evaluate a multidisciplinary educational programme with traditional follow-up visits to a physician after breast cancer surgery in terms of well-being, aspects of self-care and coping ability 1 year after diagnosis. A reduction in the intensity of follow-up after breast cancer surgery is recommended. New follow-up models are being debated and could be of interest. The study design was non-randomised and comparative. Ninety-six consecutively selected women with newly diagnosed breast cancer, classified as stage I or stage II, participated in either a multidisciplinary educational programme (n = 50), or traditional follow-up by a physician (n = 46). Three questionnaires were used: Functional Assessment of Cancer Therapy-General (FACT-G), a study specific questionnaire regarding self-care aspects (SCA) and Sense of Coherence (SOC). With the exception of physical well-being at baseline there was no significant difference between the groups. The women in the multidisciplinary educational programme increased their physical and functional well-being (P < 0.01). The women in traditional follow-up by a physician increased their functional well-being while social/family well-being (P < 0.01) decreased over time. There was a statistically significant difference in SOC (P < 0.001) in the traditional follow-up by a physician between baseline (mean = 74.4, SD = 12.4) and the 1-year follow up (mean = 67.7, SD = 11.4). Thus, women in the traditional follow-up by a physician scored lower in the area of SOC 1 year after diagnosis. A multidisciplinary educational programme may be an alternative to traditional follow-up by a physician after breast cancer surgery, but more research is needed about the financial benefits and effectiveness of such a programme

Executive management in radical change--The case of the Karolinska University Hospital merger

Summary Based on the merger of two Swedish university hospitals, this paper examines top management's work in implementing radical change initiatives. Our case confirms the limitations of the classic top-down approach to radical change in professional organizations. We also identify an important paradox: contrary to contemporary change literature prescription, initial managerial success seems to impair the change process further down the organization. A key finding is that when mergers are used as tools to effect radical change in politically ambiguous environment, management appears to be limited to initiate change and to take the role of the scapegoat due to inherent factors in the change process. By elucidating management's difficult role vis-à-vis multiple stakeholders, this paper contributes to one aspect of managerial agency discourse that is rarely discussed in detail.Merger Post-merger integration process University hospital Executive management Radical change Change management Professional organization Healthcare Public sector Sweden