Små, store eller måske rettere mellemstore organisationer? En undersøgelse af sammenhængen mellem ledelsesspænd, ledelsesidentitet og brugen af transformationsledelse i danske daginstitutioner
DOI:
https://doi.org/10.7146/politica.v48i2.131404Resumé
Ledere af organisationer med forskellige størrelser af ledelsesspænd har ikke nødvendigvis lige gode muligheder for at udøve ledelsesstrategier, som anses som gavnlige for medarbejderes motivation og præstationer. Mens det som leder i organisationer med store ledelsesspænd kan være vanskeligt at sikre en effektiv og individuel ledelse af alle medarbejdere, kan man som leder af organisationer med få medarbejdere være så eksponereret overfor medarbejderne og så tæt involvereret i det daglige arbejde, at det kan være svært at udvikle den generelle ledelsesidentitet, som udøvelsen af visse ledelsesstrategier kræver. Baseret på en kvantitativ undersøgelse af daginstitutionsområdet belyser artiklen, hvordan ledelsesspændet hænger sammen med lederens brug af transformationsledelse. Her kigger artiklen på, hvor meget transformationsledelse medarbejdere i organisationer med forskellige størrelser af ledelsesspænd opfatter, at deres leder udøver. Artiklen ser også på, om ledernes identitet som generel leder fremfor en identitet som fagprofessionel medarbejder medierer denne sammenhæng. Artiklen giver således et bud på betingelserne for udøvelsen af transformationsledelse i daginstitutioner med forskellige størrelser af ledelsesspænd, ligesom den også bidrager med en udvikling af den teoretiske forståelse af disse mekanismer. Artiklen finder, at niveauet af medarbejderopfattet transformationsledelse er størst i daginstitutioner med mellemstore ledelsesspænd (12-20 medarbejdere), og at forskellen på lederens identitet som generel leder fremfor identitet som fagprofessionel medarbejder forklarer forskellen mellem institutioner med små ledelsesspænd og institutioner med mellemstore ledelsesspænd.
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