PERCEPTION OF WORKPLACE LEADERSHIP BY FOREIGN EMPLOYEES IN AN AUTOMOTIVE COMPANY An exploration of leadership styles and workplace leadership differences between Sweden and other countries

Abstract

The purpose of this study is to explore the leadership styles used by managers in a Swedish automotive company, how employees with foreign backgrounds perceive the leadership styles of their respective managers and if there are perceived differences between Sweden and the countries of origin of employees with foreign background. To that end the study aims to understand leadership styles in an automotive company and workplace leadership differences between Sweden and foreign employee‟s countries of origin. Theory: The theoretical framework is based on three understandings. First Alvesson & Spicer‟s (2011) metaphors for leadership together with the leadership triangle (leaders, followers and context). Secondly, the two leadership styles transformational and transactional leadership, which are used to interpret how the respective managers lead their teams. Thirdly, in relation to the leadership differences that could exist between Sweden and countries of origin for foreign employees, some of Hofstede‟s cultural dimensions are used to review how culture contributes to the identified differences. Method: A qualitative study based on in-depth open-ended interviews that took a narrative and interpretative approach was conducted. The study involved 15 interviews in total at an automotive company. 13 with foreign employees who are engineers and 2 interviews were conducted with 2 HR informants to understand the leadership strategy and support available for managers to fulfil their leadership duties. The sample included interview participants with 3-15 years of automotive experience who have worked and lived in Sweden for at least 3 years. In addition the participants had worked in automotive industries in their home countries. Results: In meeting the purpose, this study revealed that transformational leadership is more used in the automotive company than transactional leadership. Respondents‟ descriptions of their respective managers fit with three metaphors according to Alvesson & Spicer‟s typology (the Saint, the Buddy and the Gardener). The study further revealed the existence of leadership differences between respondents‟ countries of origin and Sweden in aspects like hierarchy, female managers, knowledgeable managers and distributed leadership being used.