12 results on '"Ingalill Holmberg"'
Search Results
2. Managing clinical integration: a comparative case study in a merged university hospital
- Author
-
Jan Löwstedt, Mats Brommels, Ingalill Holmberg, and Soki Choi
- Subjects
Sweden ,business.industry ,Health Policy ,Comparative case ,Critical factors ,Change management ,University hospital ,Hospitals, University ,Systems Integration ,Organizational Case Studies ,Health services ,Nursing ,Health Facility Merger ,Business, Management and Accounting (miscellaneous) ,System integration ,Operations management ,Sociology ,business ,Qualitative Research ,Qualitative research - Abstract
This paper seeks to explore critical factors that may obstruct or advance integration efforts initiated by the clinical management following a hospital merger. The aim is to increase the understanding of why clinical integration succeeds or fails.The authors compare two cases of clinical integration efforts following the Karolinska University Hospital merger in Sweden. Each case represents two merged clinical departments of the same specialty from each hospital site. In total, 53 interviews were conducted with individuals representing various staff categories and documents were collected to check data consistency.The study identifies three critical factors that seem to be instrumental for the process and outcome of integration efforts and these are clinical management's interpretation of the mandate; design of the management constellation; and approach to integration. Obstructive factors are: a sole focus on the formal assignment from the top; individual leadership; and the use of a classic, planned, top-down management approach. Supportive factors are: paying attention to multiple stakeholders; shared leadership; and the use of an emergent, bottom-up management approach within planned boundaries. These findings are basically consistent with the literature's prescriptions for managing professional organisations.Managers need to understand that public healthcare organisations are based on competing institutional logics that need to be handled in a balanced way if clinical integration is to be achieved--especially the tension between managerialism and professionalism.By focusing on the merger consequences for clinical units, this paper addresses an important gap in the healthcare merger literature.
- Published
- 2012
3. Executive management in radical change—The case of the Karolinska University Hospital merger
- Author
-
Mats Brommels, Soki Choi, Ingalill Holmberg, and Jan Löwstedt
- Subjects
business.industry ,Process (engineering) ,030503 health policy & services ,Strategy and Management ,05 social sciences ,Public sector ,Change management ,Health services research ,Public relations ,16. Peace & justice ,03 medical and health sciences ,Scapegoat ,0502 economics and business ,Agency (sociology) ,Health care ,Professional association ,0305 other medical science ,business ,050203 business & management ,Applied Psychology - Abstract
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-a-vis multiple stakeholders, this paper contributes to one aspect of managerial agency discourse that is rarely discussed in detail.
- Published
- 2011
4. Well then - What now? An everyday approach to managerial leadership
- Author
-
Ingalill Holmberg and Mats Tyrstrup
- Subjects
Improvisation ,Sociology and Political Science ,business.industry ,Strategy and Management ,media_common.quotation_subject ,Neuroleadership ,Servant leadership ,Public relations ,Shared leadership ,Leadership ,Leadership studies ,Transactional leadership ,Leadership style ,Sociology ,business ,media_common - Abstract
This article examines leadership in practice through an investigation of how 62 managers (including project leaders), competing in a cutting-edge environment, perceive and describe the characteristics of everyday leadership. Based on the common notion of fragmentation in managerial work, as well as the unfortunate lack of understanding of how managerial work relates to the overall work processes of the organization, the article addresses the integrated job of managing (e.g., see Barley and Kunda, 1992; Hales, 1986, 1999; Mintzberg, 1994). In this study, everyday leadership is uncovered as a sense-making process consisting of three sets of activities — interpretations, constant adjustments and formulations of temporary solutions. Another striking feature of everyday leadership is that, to a considerable extent, it is event-driven. We therefore suggest that everyday leadership, as an event-driven activity rather than an intention-driven activity, should focus on skills such as improvisation and the ability to tune in.
- Published
- 2010
5. Modelling leadership—Implicit leadership theories in Sweden
- Author
-
Staffan Åkerblom and Ingalill Holmberg
- Subjects
Strategy and Management ,media_common.quotation_subject ,Neuroleadership ,Servant leadership ,Shared leadership ,Leadership ,Epistemology ,Leadership studies ,Transactional leadership ,Situational leadership theory ,Leadership style ,Sociology ,Social psychology ,Applied Psychology ,media_common - Abstract
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.
- Published
- 2006
6. Leadership Voices: The Ideology of ‘The New Economy’
- Author
-
Lars Strannegård and Ingalill Holmberg
- Subjects
Sociology and Political Science ,business.industry ,Strategy and Management ,media_common.quotation_subject ,05 social sciences ,Media studies ,Servant leadership ,06 humanities and the arts ,Public relations ,0603 philosophy, ethics and religion ,Bracketing (phenomenology) ,Transactional leadership ,Order (exchange) ,0502 economics and business ,060301 applied ethics ,Sociology ,New economy ,Ideology ,business ,050203 business & management ,Rationalism (international relations) ,Period (music) ,media_common - Abstract
This article explores leadership voices in the so-called new economy. For approximately half a decade, influential business leaders, authors of popular management texts, politicians, journalists and scholars preached the dawning of a new economic order and a corresponding new leadership practice. The article examines influential leadership voices and the ideology claims being expressed in Sweden during a particular time period. By bracketing the epochal claims in time and space, the dominating leadership ideology is examined. The results show a clear influence of market rationalism, but with a twist of community, emotions and reciprocal individualization.
- Published
- 2005
7. The production of outstanding leadership — an analysis of leadership images in the Swedish media
- Author
-
Staffan Åkerblom and Ingalill Holmberg
- Subjects
business.industry ,Strategy and Management ,media_common.quotation_subject ,Neuroleadership ,Servant leadership ,Public relations ,Shared leadership ,Leadership ,Epistemology ,Leadership studies ,Transactional leadership ,Transformational leadership ,Leadership style ,Sociology ,business ,Applied Psychology ,media_common - Abstract
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.
- Published
- 2001
8. National Culture and Leadership Profiles in Europe: Some Results From the GLOBE Study
- Author
-
Christopher Leeds, G. Audia, A. Papalexandris, Domenico Bodega, Marie Vondrysova, J. Correia Jesuino, Gerhard Reber, Matthias Kipping, Edvard Konrad, N. Rogovski, B. Rakitski, Majken Schultz, F. Broadbeck, Fred Luthans, Paul L. Koopman, Ingalill Holmberg, Hk. Thierry, Jette Schramm-Nielsen, Deanne N. Den Hartog, Slawomir Jarmuz, Celia Gutiérrez, José Prieto, Camilla Sigfrids, L. Kohtalinen, Mary A. Keating, Simon Booth, Argio Sabadin, Helena Bendova, M. Martin, Geoffrey Jones, Michael Frese, Celeste P.M. Wilderom, Mikhail V. Gratchev, Martin Lindell, G. Kipiani, Gyula Bakacsi, Staffan Åkerblom, Alexandre Kurc, Klas Brenk, Muzaffer Bodur, Erna Szabo, Dimitrios Bourantas, J. Maczynski, Stanisław A. Witkowski, Nancy Papalexandris, Rolf Wunderer, Hayat Kabasakal, Gillian S. Martin, Jürgen Weibler, R. Jorbenadse, and Work and Organizational Psychology
- Subjects
Organizational Behavior and Human Resource Management ,Cultural group selection ,Management styles ,Global Leadership ,National culture ,Social environment ,Globe ,Gender studies ,medicine.anatomical_structure ,medicine ,Hofstede's cultural dimensions theory ,Sociology ,Social science ,Attribution ,Applied Psychology - Abstract
Different cultural groups may have different conceptions of what leadership should entail, i.e. different leadership prototypes. Several earlier studies revealed that within Europe various cultural clusters can be distinguished (Hofstede, 1991; Ronen & Shenkar, 1985). Using recent data from the GLOBE project, this article discusses similarities and differences on culture and leadership dimensions among 21 European countries. The results show that two broad clusters or patterns of cultural values can be distinguished, contrasting the North-Western and South-Eastern part of Europe. Within these clusters, differences in leadership prototypes to a certain extent mirror differences in culture. On the basis of these results it is hardly possible to speak of a single typically European culture or one distinct European management style. However, on some dimensions European scores are different from at least some other regions in the world.
- Published
- 1999
9. Culture specific and cross-culturally generalizable implicit leadership theories
- Author
-
Marilia Ferreira Dela Coleta, Francisco Leguizamón, Sarah Falkus, Guiseppe Audia, Jian Zhou, Cecilia McMillen, Peter Cosgriff, Ping Ping Fu, Julian Andrews, Alexandre Kurc, Marie Vondrysova, Mahmoud A. Elgamal, Barbara Gorsler, Colombia Salon De Bustamante, Markus Dickson, Andrea Keller, Li Ji, Klas Brenk, Majken Schultz, Erna Szabo, Marc Deneire, Zuoqiu Yin, Elena Ibrieva, Fred Luthans, Adebowale Akande, Marina Holzer, Maria Eugenia Arias, Boris Rakitsky, Pavakanum Ubolwanna, Revaz Jorbenadse, Sylvana Trimi, Sang M. Lee, Norma Binti Mansor, Mary A. Keating, Jürgen Weibler, Anne S. Tsui, Zakaria Ismail, Kye Chung Song, Felix C. Brodbeck, Alejandro Blacutt, Peter W. Dorfman, Sandy Chau, Rabi S. Bhagat, Christopher Leeds, Sandra Martinez, Carlos Altschul, S. Antonio Ruiz-Quintanilla, Ram N. Aditya, Paul L. Koopman, Majhoub Sahaba, Fuh Yeong Kuan, Jon P. Howell, Neal M. Ashkanasy, Moudi Al-Homoud, Gerhard Reber, Edvard Konrad, Gemma Donnelly-Cox, Robert J. House, Nik Rahiman Nik Yakob, Matthias Kipping, Amir Rozen, Christopher P. Earley, Jay S. Kim, Mansour Javidan, Babajide Samuel Adetoun, Camilla Sigfrids, Dimitrios Bourantas, Jeremiah O’Connell, Hayat Kabasakal, Jyuji Misumi, Yongkang Yang, Ali Dastmalchian, Frans Marti Hartanto, Bolanle Elizabeth Akande, Richard H. G. Field, Marius W. Van Wyk, Phyllisis M. Ngin, Michael Martin, Jean Lobell, Gillian Martin, Muzaffer Bodur, Mark Fearing, Paul J. Hanges, Nikolai Rogovsky, Domenico Bodega, Martin Lindell, Marie-Françoise Lacassagne, Jagdeep S. Chhokar, Kuen Yung Jone, Mirian Sofyan Arif, Rolf Wunderer, Michio Yoshida, Helena Bendova, Daniel A. Sauers, Zuqi Shi, Joydeep Roy-Bhattacharya, Vipin Gupta, Aly Messallam, Argio Sabadin, David Beveridge, Miriam Erez, T. K. Peng, Jeffrey C. Kennedy, Deanne N. Den Hartog, Nancy Papalexandris, Markus Hauser, Albert C. Y. Teo, José Prieto, Jimmy Chiu, Jerzy Maczynski, Ikhlas A. Abdalla, Jette Schramm-Nielsen, Enrique Ogliastri, Jiming Bao, Celeste P.M. Wilderom, Giorgi Kipiani, Mikhail V. Gratchev, Philippe Castel, Ingalill Holmberg, Michael Hoppe, Jose Augusto Dela Coleta, Hafid Agourram, Jorge Correia Jesuino, Arben Asllani, Chieh Chen Chang, Henk Thierry, Jann Hidayat Tjakranegara, Simon Booth, Rongxian Wu, Maria Marta Preziosa, Michael Frese, Carmen Santana-Melgoza, Emiko Misumi, Carol Fimmen, Slawomir Jarmuz, Celia Gutiérrez, Frenda K.K. Cheung, Staffan Åkerblom, Dale Everton Carl, Eden Alvarez-Backus, Gyula Bakacsi, Annie E. Booysen, John Ickis, and Geoffrey Jones
- Subjects
Organizational Behavior and Human Resource Management ,Sociology and Political Science ,media_common.quotation_subject ,Servant leadership ,Shared leadership ,Leadership ,Leadership studies ,Transactional leadership ,Situational leadership theory ,Transformational leadership ,Leadership style ,Business and International Management ,Psychology ,Social psychology ,Applied Psychology ,media_common - Abstract
This study focuses on culturally endorsed implicit theories of leadership (CLTs). Although cross-cultural research emphasizes that different cultural groups likely have different conceptions of what leadership should entail, a controversial position is argued here: namely that attributes associated with charismatic/transformational leadership will be universally endorsed as contributing to outstanding leadership. This hypothesis was tested in 62 cultures as part of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) Research Program. Universally endorsed leader attributes, as well as attributes that are universally seen as impediments to outstanding leadership and culturally contingent attributes are presented here. The results support the hypothesis that specific aspects of charismatic/transformational leadership are strongly and universally endorsed across cultures.
- Published
- 1999
10. Managerial leadership as event-driven improvisation1
- Author
-
Ingalill Holmberg and Mats Tyrstrup
- Subjects
Transactional leadership ,business.industry ,Event (relativity) ,Servant leadership ,Leadership style ,Public relations ,Psychology ,Shared leadership ,business - Published
- 2012
11. Destructive managerial leadership and psychological well-being among employees in Swedish, Polish, and Italian hotels
- Author
-
Maria Elena Magrin, Ingalill Holmberg, Giuliana D'Angelo, Hugo Westerlund, Töres Theorell, Magnus Alderling, Hans Martin Hasselhorn, Anna Nyberg, Staffan Åkerblom, Malgorzata Milczarek, Peggy Bernin, Maria Widerszal-Bazyl, Melanie Denk, Nyberg, A, Holmberg, I, Bernin, P, Alderling, M, Åkerblom, S, Widerszal Bazyl, M, Magrin, M, Hasselhorn, H, Milczarek, M, D'Angelo, G, Denk, M, Westerlund, H, and Theorell, T
- Subjects
Adult ,Male ,Interprofessional Relations ,education ,Psychological intervention ,Exploratory research ,Interprofessional Relation ,Personal Satisfaction ,Vitality ,Personnel Management ,Young Adult ,Surveys and Questionnaires ,Humans ,Leadership style ,health care economics and organizations ,Aged ,Cross-Sectional Studie ,Sweden ,Questionnaire ,Rehabilitation ,Public Health, Environmental and Occupational Health ,Global Leadership ,Administrative Personnel ,Middle Aged ,Mental health ,Aggression ,Leadership ,Cross-Sectional Studies ,Italy ,Psychological well-being ,Female ,Poland ,Psychology ,Psychosocial ,Social psychology ,Human - Abstract
Objective The aim of this cross-sectional exploratory study was to investigate destructive managerial leadership in the hotel industry in Sweden, Poland, and Italy in relation to psychological well-being among employees. Methods and participants 554 questionnaires were collected from employees in all occupational groups within hotels. The Copenhagen Psychosocial Questionnaire (COPSOQ) measured working conditions, particularly iso-strain or high work demands combined with low control and poor social support, and psychological well-being, defined in terms of mental health, vitality, and behavioural stress. Items adapted from the Global Leadership and Organisational Behaviour Effectiveness (GLOBE) research program questionnaire measured autocratic, malevolent, and self-centred leadership styles. Differences in ratings between countries were estimated, as well as the relationship between destructive managerial leadership on an organisation level and employee psychological well-being on an individual level. The relationship between destructive leadership and psychological well-being among employees was adjusted for employees' reported iso-strain. Results Autocratic and malevolent leadership were at the organisation level related to low vitality among employees and self-centred leadership was significantly associated with poormental health, low vitality, and high behavioural stress. Autocratic and malevolent leadership were more strongly related to iso-strain than was self-centred leadership. Variations in leadership practice between countries were seen in autocratic and malevolent leadership. Conclusion This exploratory study suggests a significant association between destructive managerial leadership on the organisation level and poor psychological well-being among employees on an individual level. Interventions to decrease iso-strain and enhance psychological well-being among employees could be directed at an organisation level.
- Published
- 2011
12. Cultural variation of leadership prototypes across 22 European countries
- Author
-
Erna Szabo, Athan Papalexandris, Giuseppe Audia, Gillian S. Martin, George Kipiani, Paul L. Koopman, Felix C. Brodbeck, Mary A. Keating, Jürgen Weibler, Nancy Papalexandris, Domenico Bodega, Gerhard Reber, Martin Lindell, Muzaffer Bodur, Ravaz Jorbenadse, Camilla Sigfrids, Gyula Bakacsi, Rolf Wunderer, Gemma Donnelly-Cox, Jeremiah O’Connell, Hayat Kabasakal, Celeste P.M. Wilderom, Mikhail V. Gratchev, Marie Vondrysova, Alexandre Kurc, Staffan Åkerblom, José Prieto, Stanisław A. Witkowski, Deanne N. Den Hartog, Helena Bendova, Majken Schultz, Ingalill Holmberg, Michael Frese, Jorge Correia Jesuino, Slawomir Jarmuz, Simon Booth, Argio Sabadin, Jette Schramm-Nielsen, Christopher Leeds, Boris Rakitski, Henk Thierry, Edvard Konrad, Jerzey Maczynski, Phillippe Castel, Klas Brenk, Work and Organizational Psychology, and Faculty of Behavioural, Management and Social Sciences
- Subjects
Organizational Behavior and Human Resource Management ,media_common.quotation_subject ,Social environment ,Shared leadership ,Leadership ,Test (assessment) ,Cultural diversity ,Leadership style ,IR-104293 ,Hofstede's cultural dimensions theory ,Psychology ,Function (engineering) ,Social psychology ,Applied Psychology ,METIS-208827 ,media_common - Abstract
This study sets out to test the assumption that concepts of leadership differ as a function of cultural differences in Europe and to identify dimensions which describe differences in leadership concepts across European countries. Middle‐level managers (N = 6052) from 22 European countries rated 112 questionnaire items containing descriptions of leadership traits and behaviours. For each attribute respondents rated how well it fits their concept of an outstanding business leader. The findings support the assumption that leadership concepts are culturally endorsed. Specifically, clusters of European countries which share similar cultural values according to prior cross‐cultural research (Ronen & Shenkar, 1985), also share similar leadership concepts. The leadership prototypicality dimensions found are highly correlated with cultural dimensions reported in a comprehensive cross‐cultural study of contemporary Europe (Smith, Dugan, & Trompenaars, 1996). The ordering of countries on the leadership dimensions is considered a useful tool with which to model differences between leadership concepts of different cultural origin in Europe. Practical implications for cross‐cultural management, both in European and non‐European settings, are discussed.
Catalog
Discovery Service for Jio Institute Digital Library
For full access to our library's resources, please sign in.