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" The Swedish Vicar and Change "
Per Hansson, Jon Aarum Andersen, Per Hansson, et al.
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AL
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| Record Number
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1072015
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| Doc. No
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LA115644
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| Call No
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10.1163/157092501X00037
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| Language of Document
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English
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| Main Entry
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Jon Aarum Andersen
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Per Hansson
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| Title & Author
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The Swedish Vicar and Change [Article]\ Per Hansson, Jon Aarum Andersen, Per Hansson, et al.
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| Publication Statement
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Leiden: Brill
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| Title of Periodical
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Journal of Empirical Theology
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| Date
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2001
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| Volume/ Issue Number
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14/1
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| Page No
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47–60
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| Abstract
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The Church of Sweden (Lutheran) was disestablished on January 1, 2000. The new situation in the Church clearly calls for organizational change. Using well-known test instruments, 240 Swedish vicars were asked about their leadership style, decision-making style, motivation profile and perceived operational demands. The questionnaires were related to a model of leadership strength for initiating and implementing organizational change. The results indicate that most vicars have a relationship-oriented leadership style. Most are feeling types in their decision-making style. Almost 60% were affiliation motivated. Almost 80% perceived relational operational demands to be most important. It is assumed that managers who have a change-centered leadership style, who are intuitive in decision-making style, power motivated and see urgent demands for change and development, will have an optimal capacity for implementing major changes in their organizations. This means that only 1% of the vicars seem to have a propensity for change at a time when many think that change is crucial for the Church. The Church of Sweden (Lutheran) was disestablished on January 1, 2000. The new situation in the Church clearly calls for organizational change. Using well-known test instruments, 240 Swedish vicars were asked about their leadership style, decision-making style, motivation profile and perceived operational demands. The questionnaires were related to a model of leadership strength for initiating and implementing organizational change. The results indicate that most vicars have a relationship-oriented leadership style. Most are feeling types in their decision-making style. Almost 60% were affiliation motivated. Almost 80% perceived relational operational demands to be most important. It is assumed that managers who have a change-centered leadership style, who are intuitive in decision-making style, power motivated and see urgent demands for change and development, will have an optimal capacity for implementing major changes in their organizations. This means that only 1% of the vicars seem to have a propensity for change at a time when many think that change is crucial for the Church.
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10.1163/157092501X00037
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