| dc.description.abstract | The purpose of this study has been to investigate middle managers perceived effect of a strengths-based leadership programme, and which elements that are important for ensuring a good implementation process and long term development of strengths-based leadership. The results are based on seven interviews, where all the informants had participated in the same strengths-based leadership programme together. The interviews were later analysed using a thematic analysis, which identified five main themes: openness for change, learning and application, use of strengths, perspective and development. The findings of this study shows that knowledge about strengths, communication and interactions has made it easier for the middle managers to understand and interpret the social context in the working place. However, the study argues that there is a profound misconception about the relationship between strengths and weaknesses, and that this could have a negative impact on the implementation and long term development of strengths-based leadership. Furthermore, the study illustrates how important it is to find a balance between an operational and a people oriented focus in leadership, and that perceived support from the top management is important for further implementation and development. Based on this, the study suggests extending Kirkpatrick’s framework for effect evaluation of leadership training programmes, where context and support are suggested as additional criteria. It is also argued that these criteria are just as important to consider in the development and execution of leadership development programmes, as they can have a severe impact on long term development. | nb_NO |
