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.v48i2.131404Abstract
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.
References
Andersen, Lotte Bøgh (2005). Offentlige ansattes strategier. Aflønning, arbejdsbelastning og professional status for dagplejere, folkeskolelærere og tandlæger. Aarhus: Politica
Andersen, Lotte Bøgh, Louise Ladegaard Bro, Anne Bøllingtoft, Tine Eriksen, Anne-Louise Holten, Christian Bøtcher Jacobsen, Ulrich Thy Jensen, Jacob Ladenburg, Poul Aaes Nielsen og Niels Westergaard-Nielsen (2014). Leadership training and leadership strategies in different settings – Designing an experiment to test the causal effect of leadership on performance. Paper, Workshop on Experimental Methods, Nordic Political Science Association (NOPSA), 12.-15. august, Göteborg.
Antonakis, John og Leanne Atwater (2002). Leader distance: a review and a proposed theory. The Leadership Quarterly 13 (6): 673-704.
Baron, M. Reuben og David A. Kenny (1986). The moderator-mediator variable distinction in social psychological research: conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology 51 (6): 1173-1182.
Boye, Stefan, Johannes Christensen, Ulrich Thy Jensen, Louise Ladegaard Bro, Anne Bøllingtoft, Tine Eriksen, Christian Bøtcher Jacobsen, Jacob Ladenburg Poul Aaes Nielsen og Niels Westergaard-Nielsen (2014). LEAP – Leadership and Performance. Technical report. www.leap-project.dk (14. juli, 2015).
Boyne, George A (2003). Sources of public service improvement: a critical review and research agenda. Journal of Public Administration Research and Theory 13 (3): 367-394.
Bro, Louise Ladegaard, Lotte Bøgh Andersen, Anne Bøllingtoft, Tine Eriksen, Anne-Louise Holten, Christian Bøtcher Jacobsen, Ulrich Thy Jensen, Jacob Ladenburg, Poul Aaes Nielsen og Niels Westergaard-Nielsen (2014). Leadership training, leadership strategies and organization performance: designing an experiment to test the causal effect of leadership on performance, Paper, International Research Society for Public Management, Ottawa, Canada.
Cameron, Colin A. og Pravin K. Trivedi (2010). Microeconometrics Using Stata, rev. udg. Texas: Stata Press.
Cathcart, Deb, Sue E Miller, Susan Jeska, Judy Pechacek, Joan Karnas og Lolita Rheault (2004). Span of control matters. JONA 34 (9): 395-399.
Doran, Diane, Amy Sanchez McCutcheron, Martin G. Evans, Kathleen MacMillan, Linda McGillis Hall, Dorothy Pringle, Susan Smith og Antonio Valente (2004). Impact of the Manager’s Span of Control on Leadership and Performance. Toronto: Canadian Health Services Research Foundation.
Eagly, Alice H. og Blair T. Johnson (1990). Gender and leadership style: a meta-analysis. Psychological Bulletin 108 (2): 233-256.
Eagly, Alice. H., Mary C. Johannesen-Schmidt M. C. og Marloes L. Van Engen (2003). Transformational, transactional, and laissez-faire leadership styles: a meta-analysis comparing women and men. Psychological Bulletin 129 (4): 469-591.
Exworthy Mark og Susan Halford (1999). Professionals and the New Managerialism in the Public Sector. Buckingham: Open University Press.
Fernandez, Sergio (2005). Developing and testing an integrative framework of public sector leadership: evidence from the public education arena. Journal of Public Administration Research and Theory 15 (2): 197-217.
Fleenor W. John, James W. Smither, Leanne E. Atwater, Phillip W. Braddy og Rachel E. Sturm (2010). Self-other rating agreement in leadership: a review. The Leadership Quarterly 21: 1005-1034.
Freidson, E. (2001). Professionalism. The Third Logic. Cambridge: Polity Press. .
Galbraith, Jay R.., Diane Downey og Amy Kates (2002). Designing Dynamic Organizations. A hands-on guide for leaders at all levels. New York: Amacom
Gittell, Jody Hoffer (2001). Supervisory span, relational coordination, and flight departure performance: a reassessment of postbureaucracy theory. Organization Science 12 (4): 468-483.
Gulick, Luther. (1937). Notes on the theory of organization, pp. 191-195 i Luther Gulick og L. Urwick (red.), Papers on the Science of Administration. New York: Institute of Public Administration, Columbia University.
Gumusluoglu, Lale, Zahide Karakitapoğlu-Aygüna og Giles Hirst (2013). Transformational leadership and R&D workers’ multiple commitments: Do justice and span of control matter? Journal of Business Research 66 (11): 2269-2278.
Hayes, Andrew F (2009). Beyond Baron and Kenny: statistical mediation analysis in the new millennium. Communication Monographs 76 (4): 408-420.
Hechanova-Alampay, Regina og Terry A. Beehr (2001). Empowerment, span of control, and safety performance in work teams after workforce reduction. Journal of Occupational Health Psychology 6 (4): 275-282.
Holm-Petersen, Christina, Lotte Bøgh Andersen, Bente Bjørnholt, Mathilde Høybye-Mortensen, Louise Ladegaard Bro og Vibeke N. Andersen (2015). Ledelsesspænd på daginstitutionsområdet – størrelse, ledelsesstil, faglig kvalitet og trivsel. KORA. http://www.kora.dk/udgivelser/udgivelse/i10768/Ledelsesspaend-paa-daginstitutionsomraadet (17. juli, 2015).
Howell, Jane M. og Kathryn E. Hall-Merenda (1999). The ties that bind: the impact of leader-member exchange, transformational and transactional leadership, and distance on predicting follower performance. Journal of Applied Psychology 84 (5): 680-694.
Jacobsen, Christian Bøtcher og Lotte Bøgh Andersen (2015) Is leadership in the eye of the beholder? A study of intended and perceived leadership practices and organizational performance. Public Administration Review 75 (6): 829-841.
Jacobsen, Dag I. og Jan Thorsvik (2002). Hvordan organisationer fungerer. København: Hans Reitzels Forlag.
Judge, Timothy A og Gerald R. Ferris (1993). Social context of performance evaluation decisions. Academy of Management Journal 36 (1): 80-105.
Jung, Dong I. og Bruce J Avolio (2000). Opening the black box: an experimental investigation of the mediating effects of trust and value congruence on transformational and transactional leadership. Journal of Organizational Behavior 21 (8): 949-964.
Kjeldsen, Anne Mette (2012). Dynamics of Public Service Motivation. Aarhus: Politica
Klausen, Kurt Klaudi (2001). Skulle det nu være noget særligt? – organisation og ledelse i det offentlig. København: Børsens Forlag A/S
Klausen, Kurt Klaudi (2010). Institutionsledelse – ledere, mellemledere og sjakbajser i det offentlige. Latvia: L&E Business – et forlag under Lindhart og Ringhof Forlag A/S
Klausen, Kurt Klaudi, Johannes Michelsen og Dan Michael Nielsen (2010a). Den decentrale leder – En undersøgelse af vilkårene for ledelse i kommunernes decentrale serviceinstitutioner. https://www.lederne.dk/NR/rdonlyres/52F01D8D-89B8-4D38-8145-71A0EFD3FE0D/0/Dendecentraleleder.pdf (17. juli, 2015).
Klausen, Kurt Klaudi, Johannes Michelsen og Dan Michael (2010b). Kommunal ledelse på det decentrale niveau – Spørgeskemaundersøgelse til traditionelle institutionsledere og nyere typer af ledere. http://static.sdu.dk/mediafiles//3/3/7/%7B337DD43E-8073-47C1-9BA9-14FF73D1DF2D%7DKommunalpolitiske%20studier%2029.pdf (17. juli, 2015).
Krogsgaard, Julie Alsøe, Pernille Thomsen og Lotte Bøgh Andersen (2014). Only if we agree? How value conflicts moderate the relationship between transformational leadership and public service motivation. International Journal of Public Administration 37 (12): 895-907.
Meier, Kenneth J. og John Bohte (2000). Ode to Luther Gulick: span of control and organizational performance. Administration & Society 32 (2): 115-137.
Meier, Kenneth J. og John Bohte (2003). Span of control and public organizations: implementing Luther Gulick’s research design. Public Administration Review 63 (1): 61–70.
Meier, Kenneth J. og Laurence J. O’Toole (2012). Subjective organizational performance and measurement error: common source bias and spurious relationships. Journal of Public Administration Research and Theory 23 (2): 429-456.
Moynihan, Donald P., Sanjay K. Pandey og Bradley E. Wright (2012). Setting the table: how transformational leadership fosters performance information use. Journal of Public Administration Research and Theory 22 (1): 143-164.
Napier, Barbara J. og Gerald R. Ferris (1993). Distance in organizations. Human Resource Management Review 3 (4): 321-357.
Nøhr, Katrine, Jonas Meldgaard, Camila Dalsgaard og Martin Bækgaard (2012). Notat: Udviklingen i strukturen på dagtilbudsområdet 2004-2011. København: KORA – Det Nationale Institut for Kommuners og Regioners Analyse og Forskning.
Park, Sung Min og Hal G. Rainey (2008). Leadership and public service motivation in U.S. federal agencies. International Public Management Journal 11 (1): 109-142.
Preacher, Kristopher J. og Andrew F. Hayes (2008). Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behavior Research Methods 40: 879-891.
Paarlberg, Laurie E og James L. Perry (2007). Values management: aligning employee values and organizational goals. The American Review of Public Administration 37 (4): 387-408.
Paarlberg, Laurie E. og Bob Lavigna (2010). Transformational leadership and public service motivation: driving individual and organizational performance. Public Administration Review September/October: 710-718.
Paarlberg, Laurie E., James L. Perry og Annie Hondeghem (2008). From theory to practice: strategies for applying public service motivation, pp 268-293 i James L. Perry og Annie Hondeghem (red.), Motivation in Public Management: The Call of Public Service. New York: Oxford University Press.
Rainey, Hal G. og Paula Steinbauer (1999). Galloping elephants: developing elements of a theory of effective government organizations. Journal of Public Administration Research and Theory 1: 1-32
Stets, Jane E. og Peter J. Burke (2000). Identity theory and social identity theory. Social Psychology Quarterly 63 (3): 224-237.
Stone, Clement A. og Michael E. Sobel (1990). The robustness of total indirect effects in covariance structure models estimated with maximum likelihood. Psychometrika 55 (2): 337-352.
UCLA (2015a). How can I conduct mediation models with categorical variables in Atata? UCLA: Statistical Consulting Group. http://www.ats.ucla.edu/stat/stata/faq/mediation_cativ.htm (17. juli, 2015).
UCLA (2015b). What is seemingly unrelated regression and how can I perform it in Stata? UCLA: Statistical Consulting Group. http://www.ats.ucla.edu/stat/stata/faq/sureg.htm (17. juli, 2015).
Urwick, Lyndall F. (1956). The manager’s span of control. Harvard Business Review May-June: 39-47.
Væksthus for Ledelse (2007). Ledelse af dagtilbud under forandring – En undersøgelse af ledelsesstruktur og lederfaglighed på dagtilbudsområdet. http://www.lederweb.dk/ImageVault/Images/id_41663/scope_0/ImageVaultHandler.aspx (17. juli, 2015).
Wilson, James Q. (1989). Bureaucracy. What Government Agencies Do and Why They Do It. Basic Books.
Woodward, Joan (1980). Industrial Organization: Theory and Practice, 2. udg. New York: Oxford University Press.
Wright, Bradley E (2007). Public service and motivation: Does mission matter? Public Administration Review 67 (1): 54–64.
Wright, Bradley E. og Sanjay K. Pandey (2010). Transformational leadership in the public sector: Does structure matter? Journal of Public Administration Research and Theory 20 (1): 75-89.
Wright, Bradley E., Donald P. Moynihan og Sanjay K. Pandey (2011). Pulling the levers. Transformational leadership, public service motivation, and mission valence. Public Administration Review 72 (2): 206-215.
