Till Örebro universitet

The possibilities for Church of Sweden vicars to manage their parishes in change were explored in 2000. The results indicated that vicars had a low capacity for initiating and implementing organizational change. The aim of this investigation is to assess whether vicars have a managerial style that differ from other groups of civil servants. Using tested instruments, 240 Swedish vicars (response rate 64%), 300 school principals (66%) and 64 social insurance officers (95%) were asked about their leadership style, decision-making style, motivation profile and perceived operational demands. The vicars stand out as a special group of managers with a strong relationship-orientation. Headmasters and social officers are similar to each other in behaviour. The results are explained by that pastoral work is founded on relations, the pastoral training of the vicars and the «weight of history». A contributory cause may be that many priests are perceived as having a «helping approach» to leadership.

The Swedish schools have been under pressure for change for several decades. How leaders behave can be of vital importance in times of change. The principal is responsible for both the educational program and for the school budget. Two hundred Swedish principals (male and female) responded to questionnaires concerning their leadership style, decision-making style and motivation profile. The results show that 49% of the principals have a change centered leadership style, 38% were primarily intuitive when making decisions, and 44% were achievement motivated. No significant gender differences were found. The results indicate that many principals have fair prospects of leading their schools successfully in times of change.

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.