Browsing by Author "Gottfridsson, Anna"

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Dual Leadership: An Example of How Leadership Might be Shared in a Non-Profit Organisation
(2013-07-05) Gottfridsson, Anna; University of Gothenburg/Graduate School; Göteborgs universitet/Graduate School
The concept of leadership is deeply rooted in our culture and the common understanding is that there is one leader and a group of followers; however, examples of leadership being shared in different ways have increased over the last two decades. The Swedish Scout Movement planned and realised the large, international scout camp World Scout Jamboree 2011 with two leaders appointed to every leadership position. Two leaders equal in the hierarchy is here called a dual leadership and this article discusses why an organisation chooses to work with dual leadership and explores, through surveys and interviews, how such a leadership might work in practice by focusing on the Jamboree project. The leadership worked very differently between leader pairs; however, a common denominator is the perceived need to act as if the two were one. When asking the leaders, there is a strong, positive feeling surrounding dual leadership; however, the followers do not completely agree. Non-profit organisations, which focus on morality and democracy, have a stronger incentive to work with dual leadership than what corporate organisations have.
Motivation in a fast-growing firm - challenges in an environment constantly changing
(2011-08-30) Gottfridsson, Anna; Nordell, Emma; University of Gothenburg/Department of Business Administration; Göteborgs universitet/Företagsekonomiska institutionen
In a world where the competition grows stronger firms are pressured to continuously develop. Fast-growing firms are important to the economy, both by creating jobs and contributing to GDP. These firms meet challenges in the industrial environment, but also internal challenges in the firm, caused by the rapid growth. The case firm was a small firm with 20 employees and started a period of strong growth in 2006 to increase the workforce by approximately 200 people in only four years. This strong growth leads to changes in the firm, which affect all individuals in the firm as well. Changed structures and more focus on administrative tasks as well as external pressures means less focus on the organisational culture and values. By interviewing the CEO, one from the management, one with human resources responsibilities, one middle manager, and two subordinates, we tried to investigate what motivates in this fast-growing firm. The result is that focus on intrinsic motivation is the most important. The fast growth of the firm means hard work from the management and the CEO to strengthen both the leadership and the organisational culture, and to improve the communication, which we think is the key.