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The Swedish Vicar and Change: A Problematic Mismatch
Department of Education, Uppsala University, Uppsala, Sweden.
Department of Management and Economics, University of Växjö, Växjö, Sweden.ORCID iD: 0000-0002-2156-680X
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. Vol. 14, no 1, p. 43-56
National Category
Religious Studies Pedagogy
Identifiers
URN: urn:nbn:se:oru:diva-71618DOI: 10.1163/157092501X00037OAI: oai:DiVA.org:oru-71618DiVA, id: diva2:1280891
Available from: 2019-01-21 Created: 2019-01-21 Last updated: 2019-01-21Bibliographically approved

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Hansson, PerAndersen, Jon Aarum

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