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Ledarskapsstil och personalomsättning inom en offentlig verksamhet
University of Gävle, Faculty of Health and Occupational Studies, Department of Occupational and Public Health Sciences, Psychology.
University of Gävle, Faculty of Health and Occupational Studies, Department of Occupational and Public Health Sciences, Psychology.
2019 (Swedish)Independent thesis Basic level (degree of Bachelor), 10 credits / 15 HE creditsStudent thesisAlternative title
Leadership style and personnel turnover (English)
Abstract [sv]

Studiens syfte var att undersöka om det gick att predicera personalomsättningen utifrån typen av ledarskap. Ledarskapsstilarna som undersöktes var transaktionellt och transformativt. En enkät med 27 ledarskapsfrågor och skickades ut till medarbetare med en chefsposition på en offentlig organisation. Enkäten behandlade påståenden rörande olika dimensioner av transaktionellt ledarskap, transformativt ledarskap samt laissez- faire ledarskap. Endast en dimension av transaktionellt ledarskap användes vilket var contingent reward. De två dimensionerna av transaktionellt ledarskap som inte användes i analysen var active management by exception samt passive management by exception. De två prediktorerna contingent reward och transformativt ledarskap korrelerade och därmed genomfördes en enkel regression med transformativt ledarskap som prediktor och personalomsättning som utfallsvariabel. Studiens resultat visade ett signifikant samband mellan högre transformativt ledarskap och lägre personalomsättning. Studiens slutsats var att transformativt ledarskap kan predicera personalomsättningen.

Abstract [en]

The purpose of this study was to examine if the type of leadership could predict the personnel turnover. The leadership styles that were included in this study was transactional leadership and transformational leadership. A questionnaire was designed with 27 questions regarding leadership and were sent to employees with a chief position within a public organization. The questionnaire covered claims regarding different dimensions within transactional, transformational and laissez-faire leadership. Only one dimension was used within the transactional leadership which was contingent reward. The two dimensions that was excluded was active management by exception and passive management by exception. The two predictors contingent reward and transformational leadership correlated and therefore a simple regression was used with transformational leadership as predictor and personnel turnover as outcome variable. The outcome of the study showed a correlation between increased transformational leadership and decreased personnel turnover. The conclusion of the study was that transformational leadership could predict personnel turnover.

Place, publisher, year, edition, pages
2019. , p. 18
Keywords [en]
personnel turnover, leadership, transformational leadership, transactional leadership
Keywords [sv]
personalomsättning, ledarskap, transformativt ledarskap, transaktionellt ledarskap
National Category
Psychology (excluding Applied Psychology)
Identifiers
URN: urn:nbn:se:hig:diva-29611OAI: oai:DiVA.org:hig-29611DiVA, id: diva2:1319087
Subject / course
Psychology
Educational program
Human resources and labour relations
Supervisors
Examiners
Available from: 2019-06-19 Created: 2019-05-29 Last updated: 2019-06-19Bibliographically approved

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CiteExportLink to record
Permanent link

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Citation style
  • apa
  • harvard-cite-them-right
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • sv-SE
  • en-GB
  • en-US
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  • nn-NO
  • nn-NB
  • de-DE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf