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Publications (10 of 44) Show all publications
Kjellström, S., Fabisch, A., Schmidt, M., Avby, G., Bergmo-Prvulovic, I., Engström, A. & Bolden, R. (2023). Workshop: Systems of leadership development: how to transcend linear conceptualizations. In: : . Paper presented at The 21st International Studying Leadership Conference, Copenhagen, Denmark, December 10 – 12, 2023.
Open this publication in new window or tab >>Workshop: Systems of leadership development: how to transcend linear conceptualizations
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2023 (English)Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

The focus of this workshop is to employ a more systematic approach to leadership development and design a maturity model that is supported by validated and practical applicable theories, methods and practices to fit the organization’s needs and resources.  

National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-63200 (URN)
Conference
The 21st International Studying Leadership Conference, Copenhagen, Denmark, December 10 – 12, 2023
Available from: 2024-01-05 Created: 2024-01-05 Last updated: 2024-01-05Bibliographically approved
Avby, G. (2022). An integrative learning approach: combining improvement methods and ambidexterity. Learning Organization, 29(4), 325-340
Open this publication in new window or tab >>An integrative learning approach: combining improvement methods and ambidexterity
2022 (English)In: Learning Organization, ISSN 0969-6474, E-ISSN 1758-7905, Vol. 29, no 4, p. 325-340Article in journal (Refereed) Published
Abstract [en]

Purpose

This paper aims to explore whether the principles behind improvement methods and the underlying learning orientations of ambidexterity have the potential to support the managing of ideas for implementation.

Design/methodology/approach

By combining improvement methods and ambidexterity, this study presents a pragmatic framework for innovative working with a scientific underpinning linked to organizational learning.

Findings

The descriptive stages in the plan-do-check-act method for improvement are instructive in their focus on progress and helpful in untangling the more explanatory nature of ambidexterity to frame innovative working.

Research limitations/implications

Although the framework's usefulness for innovative working is subject to future studies, the implementation, validation and results of the framework in pilot research may contribute to the body of knowledge.

Practical implications

The proposed framework can be used in teaching the key role of strategic leadership to explore and exploit over time. The framework has the potential to guide innovative working in practice by making better use of the employees' tacit knowledge in such a way that they are empowered to explore new ways of defining problems and searching for solutions to improve organizational performance. The results of the implementation will impact the employees' quality of life.

Originality/value

This study advances the current understanding of how the seemingly contradictory activities of exploration and exploitation can model an integrative learning approach.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2022
Keywords
Innovative working, Organizational learning, Knowledge, Ambidexterity, Improvement methods, Exploration and exploitation
National Category
Business Administration Learning
Identifiers
urn:nbn:se:hj:diva-56206 (URN)10.1108/TLO-10-2021-0127 (DOI)000776621100001 ()2-s2.0-85127375312 (Scopus ID)HOA;;807000 (Local ID)HOA;;807000 (Archive number)HOA;;807000 (OAI)
Available from: 2022-04-14 Created: 2022-04-14 Last updated: 2022-08-24Bibliographically approved
Bergmo-Prvulovic, I., Avby, G., Engström, A., Kjellström, S. & Fabisch, A. (2022). Exploring Social Representations of Leadership Development: Designing for Work-Integrated Learning. In: : . Paper presented at WIL Conference 2022, 7-9 December, 2022, Trollhättan, Sweden.
Open this publication in new window or tab >>Exploring Social Representations of Leadership Development: Designing for Work-Integrated Learning
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2022 (English)Conference paper, Oral presentation with published abstract (Refereed)
National Category
Learning Business Administration
Identifiers
urn:nbn:se:hj:diva-58652 (URN)
Conference
WIL Conference 2022, 7-9 December, 2022, Trollhättan, Sweden
Available from: 2022-10-17 Created: 2022-10-17 Last updated: 2022-11-16Bibliographically approved
Bergmo-Prvulovic, I., Avby, G., Engström, A., Kjellström, S. & Fabisch, A. (2022). Exploring Social Representations of Leadership Development: Designing for Work-Integrated Learning. In: International Conference on Work Integrated Learning: Abstract Book. Paper presented at WIL'22 International Conference on Work Integrated Learning, 7-9 December 2022, University West, Trollhättan, Sweden (pp. 83-86). Trollhättan: University West
Open this publication in new window or tab >>Exploring Social Representations of Leadership Development: Designing for Work-Integrated Learning
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2022 (English)In: International Conference on Work Integrated Learning: Abstract Book, Trollhättan: University West , 2022, p. 83-86Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

This paper explored social representations of leadership and leadership development shaping an organizations leadership development system (LDS). This study is based on the initial phase of a 4-year collaborative research project on LDSs, adopting an interactive research approach to co-produce knowledge through joint meetings and learning workshops (Ellström et al., 2020). The research project involves researchers from different disciplines, and five organizations operating in different business domains. The participating organizations vary in terms of size, strategies, markets, processes, products, and ways of organizing, but they all share a common interest in how to develop sustainable approaches to leadership development. An LDS encompasses all the metho ds and practices in an organization that contribute to developing and producing effective leaders (McCauley et al 2010). The importance of understanding the characteristics of the context the LDS is embedded in has been highlighted in a previous study (Avby et al., 2022), and serve as a point-of-reference in this study. However, less is known of what underlying assumptions an LDS is based upon. This study paid attention to the underlying values, ideas, and perspectives on leadership and leadership development that shape an organizations’ ways of thinking, communicating, and acting in the LDS. We suggest that the potential to develop a more deliberate practice of leadership development was enhanced by exploring and articulating the tacit knowledge and assumpt ions that an LDS rests upon.

Aim

The aim of this study was to explore how socially and contextually shaped assumptions on leadership and leadership development can be visualized and practically applied to develop the leadership in the organization. The question addressed was how the awareness of underlying assumptions can support the methods and practices applied, and in what way the disclosing of underlying ideas, values and practices may foster work -integrated learning?

Design and methods

From a social representation theory approach (Moscovici, 2001, Jovchelovitch, 2007, Markova, 2003, BergmoPrvulovic, 2015), underlying assumptions of leadership and leadership development were explored. In the collaborative project an initial mapping of the participating organizations’ LDSs has been co nducted, based on different sources of data. The results of this mapping have been presented through a metaphorical analysis (Avby et al., 2022), in which the participating organizations are described with certain metaphors of their LDS. This study paid specific attention to the organization entitled The Self-Managing Team, and added to the initial stage of mapping LDSs by exploring the underlying assumptions that underpins the expressions and formulations on leadership and leadership development found in the organization’s documents, websites, formulations in meetings and strategies. The exploration of social representations of LDSs was based upon the free association method (Abric, 1995), further developed, and used in studies exploring social representations of similar abstract and complex phenomena, such as career (Bergmo-Prvulovic, 2013: 2015). The method consists of questions, words and series of words given to the respondents who spontaneously write down their immediate associations towards a specific concept and complex phenomenon with a gradual deepening of questions related to specific words, series of words. In this study, a digital enquiry was created in Esmaker. The enquiry was designed to ask for respondents spontaneous, immediate thoughts on words, and series of words related to leadership and leadership development. The gradually deepening of questions, were designed by paying attention to the five dimensions of representations suggested by Jovchelovitch (2007), by exploring who are concerned, why and for what leadership is needed, what is the content 84 of leadership, when it works and doesn’t work, when and how it occurs as well who is responsible, whose engagement and what conditions are needed. This study was based on 19 respondents’ answers a ll member in the Self-Managing Team. They were selected by the organization, as identified having important roles and functions in the company’s LDS. A facilitator in the organization introduced an online enquiry with 12 questions, given one by one to the respondents, providing 1-2 minutes for each. The respondents wrote down their associations to each question, some background data, and questions about leadership identity. The analytical procedure was made according to qualitative content analysis method as the basic procedure of qualitatively exploring social representations (Bergmo-Prvulovic, 2013; 2015). Expressions were numbered with a certain code for each respondent related to each answered question, thereafter each textual units were condensed, meaning units were coded and grouped into constitutive elements that builds up preliminary and primary themes generating a web of social representations of LDS for the group of respondents.

Preliminary results

The results disclosed a web of underlying social representations shaping the LDS in The Self-Managing Team. The social representations shape a basic, contextually characterized system of values, ideas, and practices, on which the company at present form their LDS. Given the collaborative design of the project, the results were fed back to the organization to validate the analytical procedure, as well as to support the designing for work -integrated learning and further knowledge use in the organization. The results revealed the respondents’ assumptions on leadership, leadership development, and self-leadership. These assumptions are clearly anchored in the organization’s aim to build in self-management, as a collective way of working with leadership. However, the existing knowledge base encloses both commonalities and contradictions that needs to be further highlighted to create a sustainable LDS. Results showed both stable representations, that occur repeatedly throughout the material, and dynamic social rep resentations, that express a negotiating character between different views, or as being antinomies of thoughts. By identifying and raising awareness of ambiguities deriving from the results, a base of designing for reflective work-integrated learning was provided. A joint learning process to discuss how the results could be utilized as a tool for work-integrated learning was initiated. Some challenges were recognized, and the organization especially addressed the need to work with a second step of workplace reflection. A first learning cycle was initiated to be continuously developed by involving the employees in the process. In all, the contribution of the study explains the basis of leadership development practice, which unnoticed might create ambiguity in service delivery. The mapping of social representations of an LDS can be utilized as a tool for a more deliberate leadership development practice and highlight possibilities and challenges that need to be addressed for integrating methods and practices in everyday work.

Place, publisher, year, edition, pages
Trollhättan: University West, 2022
Keywords
Leadership development, social representations, work-integrated learning, interactive research
National Category
Learning Business Administration
Identifiers
urn:nbn:se:hj:diva-59785 (URN)978-91-89325-30-2 (ISBN)
Conference
WIL'22 International Conference on Work Integrated Learning, 7-9 December 2022, University West, Trollhättan, Sweden
Available from: 2023-02-10 Created: 2023-02-10 Last updated: 2023-02-10Bibliographically approved
Kjellström, S., Areskoug Josefsson, K., Fabisch, A., Forsberg, C., Schneider, T. & Avby, G. (2022). Fostering exploration and exploitation behavior in management teams to enhance organizational performance: the LearnOvation leadership development program. Leadership & Organization Development Journal, 43(3), 482-500
Open this publication in new window or tab >>Fostering exploration and exploitation behavior in management teams to enhance organizational performance: the LearnOvation leadership development program
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2022 (English)In: Leadership & Organization Development Journal, ISSN 0143-7739, E-ISSN 1472-5347, Vol. 43, no 3, p. 482-500Article in journal (Refereed) Published
Abstract [en]

Purpose

The purpose of this paper is to assess the impact and effectiveness of the LearnOvation leadership development program in the welfare services sector in Sweden.

Design/methodology/approach LearnOvation was based on ambidexterity theory for the program content and the research study design. A mixed-method design was applied, using questionnaires among staff (n = 523) and written evaluations with the management teams (n = 60).

Findings

Quantitative analysis of the questionnaires indicated little change in managers' and staffs' innovation behaviors, though employee exploration behaviors were strongly and positively correlated with their innovation behaviors. Qualitative leader-written evaluations reported increased understanding of innovation management and the use of exploration and exploitation activities to involve staff in the implementation of creative ideas within the organization.

Practical implications

The authors argue that innovating is about creating a fertile ground for exploration and exploitation processes of learning that support staff's willingness to meet goals, as well as their capability to explore new ideas and experiment in new ways of working. Leadership development activities that engage the entire management team can build the necessary capacity and power to lead innovation processes in highly structured welfare services and free the employees' innovativeness, potentially leading to improved services and employee satisfaction.

Originality/value

With the goal of enhancing the innovation capacity in daily practice, this study adds to the scarcity of research in welfare services on how to actually support management's work on leading successful implementation of creative ideas.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2022
Keywords
Leadership development, Innovation, Ambidexterity, Exploration and exploitation behavior, Welfare services
National Category
Business Administration Learning
Identifiers
urn:nbn:se:hj:diva-56207 (URN)10.1108/LODJ-04-2021-0162 (DOI)000776219800001 ()2-s2.0-85127747517 (Scopus ID)HOA;;807003 (Local ID)HOA;;807003 (Archive number)HOA;;807003 (OAI)
Available from: 2022-04-14 Created: 2022-04-14 Last updated: 2022-09-20Bibliographically approved
Avby, G., Engström, A., Kjellström, S., Bergmo-Prvulovic, I. & Fabisch, A. (2022). Shaping leadership development systems to the work context. In: : . Paper presented at OLKC Conference 2022, 7-9 September, 2022, Trollhättan, Sweden.
Open this publication in new window or tab >>Shaping leadership development systems to the work context
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2022 (English)Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

The paper seeks to identify patterns of leadership development in different organization contexts with the aim of contributing to improved understanding of how the context shapes the leadership development system (LDS).

Design/methodology/approach: This study is based on the initial phase of a 4-year collaborative research project on LDSs. Data was collected in the five collaborative partner organizations and based on four data sources: 1) company visits; 2) internal documentation; 3) external information (websites); and 4) company presentations at an on-line workshop.

Findings: The results show a strong focus on individual leader development, and at least partly, confirms the under-use of developmental assignments and relationships as shown in previous studies. All organizations outsource leadership development to different degrees. However, leadership development is not only structured through different methods, it is also dependent on the organization context in the form of leader forums and meetings. An identified pattern is that the smaller organizations are more dependent on external resources, and the larger organizations tailor company-wide programs for their unique needs together with external consultants. Furthermore, the LDS is believed to be an effective change agent in the adaptive process of transforming.

Originality: This study contributes to the research on leadership development by advancing the current understanding of how leadership development interacts with the context of the organization.

Practical implications: This study highlights the need for leaders and HR professionals to acknowledge contextual issues when choosing practices used for developing the leadership in the organization.

National Category
Learning Business Administration
Identifiers
urn:nbn:se:hj:diva-58645 (URN)
Conference
OLKC Conference 2022, 7-9 September, 2022, Trollhättan, Sweden
Available from: 2022-10-17 Created: 2022-10-17 Last updated: 2023-02-10Bibliographically approved
Hasson, H., Gröndal, H., Hedberg Rundgren, Å., Avby, G., Uvhagen, H. & von Thiele Schwarz, U. (2020). How can evidence-based interventions give the best value for users in social services? Balance between adherence and adaptations: a study protocol. Implementation Science Communications, 1(1), Article ID 15.
Open this publication in new window or tab >>How can evidence-based interventions give the best value for users in social services? Balance between adherence and adaptations: a study protocol
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2020 (English)In: Implementation Science Communications, E-ISSN 2662-2211, Vol. 1, no 1, article id 15Article in journal (Refereed) Published
Abstract [en]

Background: Using evidence-based interventions (EBIs) is a basic premise of contemporary social services (e.g., child and family social services). However, EBIs seldom fit seamlessly into a specific setting but often need to be adapted. Although some adaptions might be necessary, they can cause interventions to be less effective or even unsafe. The challenge of balancing adherence and adaptations when using EBIs is often referred to as the adherence and adaptation dilemma. Although the current literature identifies professionals’ management of this dilemma as problematic, it offers little practical guidance for professionals. This research aims to investigate how the adherence and adaptation dilemma is handled in social services and to explore how structured decision support can impact the management of the dilemma.

Methods: The design is a prospective, longitudinal intervention with a focus on the feasibility and usefulness of the structured decision support. The project is a collaboration between academic researchers, embedded researchers at three research and development units, and social service organizations. A multi-method data collection will be employed. Initially, a scoping review will be performed, and the results will be used in the development of a structured decision support. The decision support will be further developed and tested during a series of workshops with social service professionals. Different forms of data—focus group interviews, questionnaires, and documentation—will be used on several occasions to evaluate the impact of the structured decision support. Qualitative and quantitative analysis will be performed and usefulness for practice prioritized throughout the study.

Discussion: The study will contribute with knowledge on how the adherence and adaption dilemma is handled and experienced by social service professionals. Most importantly, the study will generate rich empirical data on how a structured decision support impacts professionals’ management of adherence and adaptions. The goal is to produce more strategic and context-sensitive implementation of EBIs in social service, which will increase value for service users.

Place, publisher, year, edition, pages
BioMed Central (BMC), 2020
Keywords
Social services, Social work, Adaption, Adherence, Adaption-adherence dilemma, Evidence-based interventions, Evidence-based practice, Decision support
National Category
Health Care Service and Management, Health Policy and Services and Health Economy
Identifiers
urn:nbn:se:hj:diva-47919 (URN)10.1186/s43058-020-00005-9 (DOI)GOA HHJ 2020 (Local ID)GOA HHJ 2020 (Archive number)GOA HHJ 2020 (OAI)
Available from: 2020-03-02 Created: 2020-03-02 Last updated: 2024-01-08Bibliographically approved
Avby, G. & Kjellström, S. (2020). ”Inga bevis för att chefer blir bättre av att gå på kurs”. Dagens Nyheter (2021-04-22)
Open this publication in new window or tab >>”Inga bevis för att chefer blir bättre av att gå på kurs”
2020 (Swedish)In: Dagens Nyheter, ISSN 1101-2447, no 2021-04-22Article in journal, News item (Other (popular science, discussion, etc.)) Published
Abstract [sv]

Ingress: 

Två forskare: Risken är att cheferna efter en kurs får en mer idealiserad bild av sin roll som inte stämmer med vardagens verklighet.

En vanligt förekommande uppfattning är att chefer och ledare utvecklas bäst genom att gå på kurs. Men det finns ingen evidens för att det är det bästa sättet att utveckla ledarskapets kompetens.

National Category
Work Sciences Health Care Service and Management, Health Policy and Services and Health Economy
Identifiers
urn:nbn:se:hj:diva-54087 (URN)
Note

DN Debatt.

Available from: 2021-07-14 Created: 2021-07-14 Last updated: 2021-07-14Bibliographically approved
Avby, G. & Kjellström, S. (2020). Innovationskraft i vardagens processer. Chefer och ledare i vården (4), 24-27
Open this publication in new window or tab >>Innovationskraft i vardagens processer
2020 (Swedish)In: Chefer och ledare i vården, ISSN 1404-4684, no 4, p. 24-27Article in journal (Other academic) Published
Abstract [sv]

Forskningen visar återkommande att 70 procent av olika typer av utvecklingssatsningar misslyckas. Särskilt utmanande blir det i komplexa organisationer. Hur ser innovationsklimatet ut i din verksamhet? Och vad säger forskningen om att leda innovation och förändring?

Place, publisher, year, edition, pages
Föreningen för Chefer och Ledare, 2020
National Category
Health Care Service and Management, Health Policy and Services and Health Economy
Identifiers
urn:nbn:se:hj:diva-51303 (URN)
Available from: 2020-12-21 Created: 2020-12-21 Last updated: 2020-12-21Bibliographically approved
Kjellström, S. & Avby, G. (2020). Metoder i vårdens vardag för att skapa kreativitet och delaktighet. Chefer och ledare i vården (4), 28-30
Open this publication in new window or tab >>Metoder i vårdens vardag för att skapa kreativitet och delaktighet
2020 (Swedish)In: Chefer och ledare i vården, ISSN 1404-4684, no 4, p. 28-30Article in journal (Other academic) Published
Abstract [sv]

Vi säger att vi inte har tid att avsätta tid för reflektion. Tänk vad bara ett par minuters reflektion kan göra skillnad! Vi delar alla erfarenheten av möten där några få talar mycket och många sitter tysta. Som tur är finns det enkla metoder för att skapa mer delaktighet och generera mer idéer och perspektiv i en fråga.

Place, publisher, year, edition, pages
Föreningen för Chefer och Ledare, 2020
National Category
Health Care Service and Management, Health Policy and Services and Health Economy
Identifiers
urn:nbn:se:hj:diva-51304 (URN)
Available from: 2020-12-21 Created: 2020-12-21 Last updated: 2020-12-21Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0001-6784-0133

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