Open this publication in new window or tab >>2001 (English)In: Journal of empirical theology, ISSN 0922-2936, E-ISSN 1570-9256, Vol. 14, no 1, p. 43-56Article in journal (Refereed) Published
Abstract [en]
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.
Place, publisher, year, edition, pages
Brill Academic Publishers, 2001
National Category
Religious Studies Pedagogy
Identifiers
urn:nbn:se:oru:diva-71618 (URN)10.1163/157092501X00037 (DOI)
2019-01-212019-01-212019-01-21Bibliographically approved