| dc.description.abstract | The purpose of this study is to investigate what factors contributes to a constructive leadership and what factors leads to a destructive leadership. The thesis has its basis in documents about leadership training which we processed and used as empirical material. The study was done on behalf of a company and we got the documents from our contact person at the company. Since we did not see strong connections to our chosen topic in all of the documents, we chose to explore the themes where we saw the strongest connections and aspects. We analyzed, core values, code of conduct, employee profile and manager profile as well, but due to its weak relationship to the rest of the literature and the confidentiality agreement we signed, we decided to not include them in our result. If we had included all the documents from our empirical data, and the results from them, it would have been easy to identify the company we have worked with. Furthermore, in our literature search on organizational culture, destructive and constructive leadership, we found that it includes passive leadership, authoritarian leadership and employeeship. We identified five themes in our empirical material; feedback, conflicts, mediation, motivation and rules of the game that could be linked and analyzed together with our findings in the literature. We have also taken the Swedish work environment act into account in our analysis. Our chosen research area is relevant from a humanities perspective as it has been found that the consequences for destructive leadership are many. Both at the individual level, but also at the group level and the community level, especially when it comes to avoiding destructive leadership and promoting constructive leadership. The destructive leader is not only bad, it has some good sides as well. The problem occurs when the destructive behaviors tend to be overrepresented in comparison to the constructive behaviors. Our result shows that there is a connection between the managers behavior and the health of the employees. Destructive leadership is about behaviors and the perceptions of them among the employees. Our research shows that lack of self-awareness creates a destructive behavior. A passive leadership is characterized by indistinct rules and unclear distribution of roles, therefore the rules within the company needs to be distinct to avoid stress for the employees. To avoid a passive leadership, it is important that the leader is active in its leadership and works with motivation. The organizational culture needs to be a continuous work, where employees feel that they have confidence in the organization and that they dare to say if something is wrong or someone is having a destructive behavior, in order to create a good and sustainable organizational culture. | sv |
