Göran Ekvall's research while affiliated with Lund University and other places

Publications (15)

Article
Part of managing for innovation is creating the appropriate climate so that people can share and build upon each other's ideas and suggestions. Yet, there are increasing pressures and potential unproductive levels of tension within organizations. This article points out the distinction between two forms of tension that appear within the research on...
Article
The aim was to explore opinions on individual needs and other factors that may influence nursing staff turnover. High staff turnover is a great problem for many hospitals. It is shown to have a negative effect on the quality of nursing care and to increase hospital costs. In 2004 in a large university hospital in Sweden five focus group discussions...
Article
This study examines how nurse managers' leadership behaviour relates to job satisfaction and a creative work climate. The nursing shortage is a challenge for managers all over the world. Leadership is a core element of management and it is important to elucidate leadership behaviour in order to increase knowledge about attracting and retaining tale...
Article
The paper provides a research report on leadership styles studied in a range of countries, industry types and organization levels. Unequivocal evidence has been found for a three factor model of style, incorporating the well-known, task-oriented/people-oriented factors, and a change-oriented factor. The new factor is presumed to be a consequence of...
Article
The idea of the suggestion scheme, its role and evolution, can be suitably examined in light of certain distinct mental models or currents of thought in industry and working life. Different perspectives can then be brought to bear on the subject.
Article
The aim was to explore nursing leadership regarding what nurse managers and subordinates see as important and to explore subordinates' opinions of their nurse manager's performance in reality. Background The manager's style can be fundamental for subordinates' acceptance of change and in motivating them to achieve stated visions and goals and high...
Article
The study considers relations in a group of 95 managers, 41 women and 54 men, between managerial type and signs of anxiety and defense in the Defense Mechanism Technique modified (DMTm). Eight managerial types were distinguished, based on ratings of the managers by their subordinates in terms of the Ekvall and Arvonen (1991) leadership style dimens...
Article
Two levels of creativity can be identified whether we look at the concept from the product, the person or the process point of view. The one is radical and revolutionary, the other adaptive and confirmatory. Are there organizational structures and practices that support lower level creativity but hamper higher level, or vice versa? Some research re...
Article
More than 2,000 employees from different types of private and public organizations in Sweden and USA rated their managers with regard to actual and appropriate leadership style and the operation demands in the departments the managers were responsible for. Three aspects of these domains were measured, namely change, employees and production. The ma...
Article
This article describes an instrument for measuring organizational structure and climate for creativity and innovation. Its application and validation in organizational settings is also described. Recommendations are made for using the instrument to develop interventions to promote organizational innovation.
Article
The study approaches the issue of control versus freedom in creative work. A high-tech product development project was studied during its three year execution phase. Thirty engineers worked on the project, in three sub-groups. The climate was measured on eleven occasions and the results fed back to the project group for common analysis. The climate...
Article
Current thinking on leadership styles emphasises two major categories which can be roughly classed as task-oriented and people-oriented. This article reports empirical work supporting a third style which is active in creating and supporting renewal within organisational systems.
Article
In three samples drawn from people taking courses at staff training centres in Sweden, Finland and the U.S.A., a factor analysis of a leadership behaviour questionnaire revealed the same pattern of leadership styles. All the participants described their own manager in a 36-item questionnaire; the managers were also rated for managerial competence a...
Article
The study considers relations in a group of 95 managers, 41 women and 54 men, between working climate of their units, their leadership styles in terms of their subordinates' ratings of employee- centeredness, change-centeredness and production-centeredness, and their personality patterns according to the Spiral Aftereffect Technique (SAT). Eight ma...

Citations

... 1. Factors that contribute to the innovation climate, based on Ekvall's scheme [9]. 2. Questions on the four types of innovation (product, process, organizational and marketing) and their relation, based on the OECD model [1]. ...
... Leadership competency framework for the assessment of military leaders From the overview presented above, it appears that in practice military leadership is carried by two dimensionstask (transactional leadership) and change (transformational leadership). This is not sufficient for all situations, and therefore, the "relational" dimension is important in addition (Ekvall, 1991;Yukl et al., 2002). Based on Ekvall (1991), our framework of leadership competency assessment for military leaders consists of all three dimensionstask, change and relations. ...
... Seibert et al., 2014;Cattani & Ferriani, 2008;Perry-Smith, 2006). In addition to the individual, there is also the organisational context, the quality of which is reflected by the organisational climate and is characterised by the degree of trust among the actors, the time devoted to the development of ideas, the promotion of risk taking and employees' autonomy (Ekvall, 1995;Cerne et al., 2014). This involves taking account of the organisation's commitment to the creative process (Amabile, 1988), for example, when the idea is evaluated (Harvey & Kou, 2013). ...
... In this study we therefore examine the effects of the six facets of extraversion on subordinate and self-rated leadership behaviour, in an attempt to forward our understanding of personality and leadership performance. We apply the Change, Production, Employee model (CPE) by Ekvall and Arvonen (1994) in this study, a behaviour-focused approach that makes a clear distinction among "employee-oriented", "production-orientated" and "change-oriented" leadership behaviours. ...
... Situational discretion in the use of creative thinking has been tied to psychological traits, like agency and autonomy (Gervais et al., 2013). Many creativity metrics use environmental dimensions, like context and climate, to evaluate the impact on the creative process and output (e.g., Amabile, 1996;Ekvall, 1996Ekvall, , 2000. Distributed creativity acknowledges the sociocultural and embedded nature of creativity and artistic expression, reiterating the value of considering not only the cognitive operations and processes, but also the larger context (Harth, 2004;Glȃveanu, 2014). ...
... Creativity, organizational creativity, and creative climate Creativity in its organic form can be defined as the ability to produce work that is both novel and useful and mainly revolves around generation and expression of ideas, which are new, original and actionable in addressing a specific problem, (Amabile, 1996;Sternberg & Lubart, 1999). A psychological orientation of creativity by Ekvall (1997) describes it as a new structure of the mind, a new configuration or a new formulation of meaning. Organizational creativity emerges as a result of the interaction among individuals in the domain of their expertise. ...
... For example, nurse psychological capital was negatively related to job burnout (Peng et al., 2013). Previous studies declared that nurses who were lack of creativity had negative reactions, decreased work-related responsibility, even burnout (Berg, Hansson, & Hallberg, 1994;Ekvall, 2010). However, there have been no studies investigating the influence path of nurse creative tendency on job burnout, especially considering the mediation effects of psychological capital on the relationship between creative tendency and job burnout. ...
... The central premise of the leadership paradigm is that the role of leaders is critically important in all situations. Even contingency leadership theories that recognise the importance of situational factors concur that some type of leadership is always required (Arvonen and Ekvall, 1999;Hersey and Blanchard, 1982). "Substitute for leadership" theory contests this premise by suggesting that certain individual, task, and organisational factors neutralise the effect of leadership behaviour, making leadership less relevant or completely unnecessary (Kerr and Jermier, 1978). ...
... The climate of innovation expresses a structure that enables the creation of new ideas within the organization, as well as the opportunity to implement these ideas (Loewe and Dominiquini, 2006). Accordingly, it can be accepted that in organizations where innovation climate is dominant, it is an organizational structure in which employees are encouraged to innovate by the constant support of their creative and innovative behaviors (Isaksen and Ekvall, 2010). In this case, it requires organizations to have certain strategic skills. ...
... From the limitations of the great men theory birthed the Trait theory of leadership in the 20th century (Kirkpatrick & Locke, 1991). Trait theories ignored the assumptions about whether leadership traits were genetic or acquired and identified two traits; emergent traits (those which are heavily dependent upon heredity) as height, intelligence, attractiveness, and self-confidence and effectiveness traits (based on experience or learning), including charisma, as a fundamental component of leadership (Ekvall & Arvonen, 1991). Trait theory was criticized by Stodgill (1974) on the basis that having these characteristics isn't a guarantor that one would be a leader or an effective leader. ...