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Self-leadership in managerial work: the case of middle managers
Halmstad University, School of Business, Engineering and Science.
Halmstad University, School of Business, Engineering and Science.
2017 (English)Independent thesis Advanced level (degree of Master (One Year)), 20 credits / 30 HE creditsStudent thesis
Abstract [en]

Background: The middle managers’ managerial work is characterised by the absence of clarityand structure around the work practice and implies excessive responsibility on the individual toorganise the work. Self-leadership is a tool for individuals to become more effective in their work and can provide middle managers with guidance in their unstructured work.

Research Question: How do middle managers apply behavioural-focused strategies for self-leadershipin relation to their managerial work?

Purpose: The purpose of this study is to better understand and contribute with new theories about how middle managers apply self-leadership in relation to their managerial work. The study will depict how middle managers relate to the activity of self-leadership in their professional role. The research will focus on how middle managers apply behavioural-focused strategies for self-leadership, namely self-goal setting, self-reward, self-punishment, self-observation and self-cueing.

Method: A qualitative study of observations and interviews were used. Three middle managers in the organisation have been observed and interviewed to identify their application and attitude about behavioural-focused strategies for self-leadership. The observations have been categorised according to Mintzberg’s and Choran’s managerial and operational roles (working roles).

Theoretical framework: Theories of self-leadership and behavioural-focused strategies are combined with theories of managerial work and working roles. Bringing together the different theories, a comprehensive theoretical framework is formed to understand how middle managers apply behaviour-focused strategies.

Findings: The findings suggest that middle managers’ application of behavioural-focused strategies is largely characterised by their working roles. Furthermore, middle managers associate behavioural-focused strategies primarily with other-orientated behaviours, includingthe co-workers and the organisation. At the same time, there is a distinct individual difference in how middle managers apply the behavioural-focused strategies for self-leadership.

Place, publisher, year, edition, pages
2017. , 89 p.
Keyword [en]
Self Leadership, Behavioural-focused strategies, Middle manager, Managerial roles, Operational roles, Managerial work
National Category
Economics and Business
Identifiers
URN: urn:nbn:se:hh:diva-34058OAI: oai:DiVA.org:hh-34058DiVA: diva2:1107923
Subject / course
Strategic Management
Supervisors
Examiners
Available from: 2017-06-28 Created: 2017-06-11 Last updated: 2017-06-28Bibliographically approved

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CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf