Access to this document was granted through an Emerald subscription provided by emerald-srm:198285 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The study seeks to illuminate factors that benefit, or do not benefit, the development of swift trust towards leaders in temporary military groups. Design/methodology/approach -The study group comprised 50 Norwegian cadets, 34 Norwegian military officers, 317 Swedish cadets, and 190 Swedish military officers. Data were gathered using a questionnaire which included two open-ended questions on aspects which contribute to swift trust (and lack thereof) towards leaders, as well as Likert-scale questions on temporary group characteristics, and a personality inventory. Findings -A qualitative clustering analysis of the open-ended responses yielded a hierarchical model of aspects which contribute to swift trust (or the lack thereof) with the following two superior categories: individual-related characteristics such as emotional stability and relationship-related characteristics such as encourage involvement and creativity. The latter superior category covaried most strongly with ratings of the groups' performance.Research limitations/implications -The results need to be substantiated by further research in other professional groups and cultures. Practical implications -The findings can help leaders of temporary groups become more conscious of how they may affect the group members' development of swift trust. Originality/value -The hierarchical and detailed model of aspects which contribute to swift trust in leaders of temporary groups is new.
PurposeTo develop a theoretical understanding of how indirect leadership is done in a military context.Design/methodology/approachA grounded theory approach was used. Twenty‐two high‐level Swedish commanders, and six of their subordinates were interviewed.FindingsA model was developed which suggests that indirect leadership can be understood as consisting of two simultaneous processes. One is action‐oriented and consists of interacting with a link (usually a small group of directly subordinate managers) which passes the messages down to lower organisational levels. The other influence process is image‐oriented and consists of being a role model. Both processes are filtered through a “lens” which consists of the relative impact of a safety culture on the activities. In the favourable case, the employees at the lower levels trust both the link and the higher management. This appears to be a necessary condition for commitment and active participation. In the unfavourable case, there is a lack of trust. This breeds redefinitions of the messages and a necessity for relying on reward and punishment to obtain obedience.Research limitations/implicationsLack of representativeness, indirect influence from lower to higher levels, as well as possible gender‐related aspects, not studied.Practical implicationsThe suggested model may be a valuable tool in higher management education.Originality/valueThe identification of two co‐occurring pathways of influence.
Purpose -To develop a theoretical understanding of leadership in stressful, complex rescue operations. Design/methodology/approach -A grounded theory approach was used. Twenty rescue operation commanders from four complex rescue operations in Sweden were interviewed. Findings -A model was developed which suggests that leadership in stressful, complex rescue operations can be understood as a causal process consisting of three broad time-related categories. The pre-operation everyday working conditions affect the leadership during rescue operations, which in turn affects the post-operation everyday working conditions, etc. Everyday working conditions include training and exercises, previous mission experiences, personal knowledge of co-actors, and organisational climate. The leadership during a complex rescue operation is affected by the leader's appraisal of the balance between what is at stake, human lives in particular, and the manageability of the situation. Patterns of stress reactions among rescue commanders and their leadership behaviour and managerial routines, were identified. Three problem areas were noted: role shifts during long-lasting operations, staff work, and practical routines. The post-operation conditions include the leader's evaluation of the outcome, organisational climate, and post-event stress reactions. Research limitations/implication -Small sample, lack of representativeness, and lack of illumination of possible gender-related aspects.Practical implications -The model may be valuable in training and exercises with rescue operation commanders. Originality/value -A new integrative, theoretical process model of leadership in complex, stressful rescue operations.
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