The purpose of this thesis is to investigate how a group of leaders in the Global Research & Development (hereafter GRD) department in Coloplast A/S (hereafter Coloplast) creates meaning during structural changes. Furthermore, this thesis aims to investigate how the leaders’ sensemaking influences their behavior during structural changes. It is through a change in the social world that surrounds the leaders that the need for meaning is created. To conduct our research we choose a phenomenological methodology. We carry out 12 semistructured interviews with leaders from the GRD department; both line managers as well as project managers. The empirical findings of our research have led us to develop a leadership typology. The leadership typology consists of an authentic, a strategic, and a social leadership position. The different leadership positions each have their own way of making sense during structural changes and they are based on the empirical data we have conducted through our interviews. The creation of meaning depends on which individual preferences the leaders have, in terms of the three different leadership positions. Another important empirical finding is that the behavior exhibited by the leaders during structural changes is influenced by their different ways of creating meaning. This means that for the authentic leadership position, a need to be trustworthy is of key importance; for the strategic leadership position, the behavior is concentrated around creating a better situation for themselves. Finally, for the social leadership position, behavior is concentrated around his/her employees and the wish to get them through the changes as smoothly as possible. Thus, all of these behaviors are connected to how the different leadership positions create meaning. Additionally, the findings also show that the leaders have a wish to maintain face during structural changes. Thus, their behavior has to match a certain audience that varies, once again depending on each of the leadership positions. Our empirical research findings show that with the different leadership positions, different sense making as well as behaviors take place. It is, however, also possible that a leader, who in our research showed a clear preference for the authentic position, might have a different preference next time a structural change takes place.
|Educations||MSc in Psychology, (Graduate Programme) Final Thesis|
|Number of pages||138|