The purpose of this thesis is to probe and nuance the latest Danish research in the field of self-leadership by qualifying and juxtaposing it to Weicks "Sensemaking in Organizations" and Starks theories of organized dissonance. The theoretical framework of understanding is late-modern and is in turn represented by Weick, Chia and Luhmann. Qualitative research, through interviews and observations, has expanded our knowledge and understanding of the practical implications of managing self-leadership at Politiken. Furthermore we have used our theoretical framework as the basis for the analysis of three cases, each of which has provided us with a deeper understanding of the theories' practical use in handling the complex challenges of managing the many different perspectives, performance criteria and contradictory logics that all have to coexist and come together in a synergetic and meaningful co-creation. We conclude that organizational design at Politiken is similar to that of Starks Heterachy in a number of ways, and that particularly the journalists' ability to spot new perspectives and angles is conducive in promoting new and different orders of worth. Additionally we conclude that the primary leadership challenge connected to organized dissonance is to create the necessary order to promote it. This can be done by balancing a constant scanning and reduction of complexity. We propose that a systemic and appreciative leadership style is best suited for this task. Finally we conclude that self-leadership also requires context based and individualized management in order to develop the necessary competencies and skills to have success.
|Uddannelser||Virksomhedsledelse, (Bachelor/kandidatuddannelse) Kandidat|
|Udgivelsesdato||30 aug. 2012|