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  • 1. Romanowska, Julia
    Schibboleteffekten: Ledarskap, konsten och människans ansvar2021Book (Other academic)
    Abstract [sv]

    Inom ramen för ett forskningsexperiment ställs en grupp chefer inför ett nytt ledarskapskoncept som i alla avseenden skiljer sig från de traditionella. Drabbade av starka konstnärliga upplevelser konfronteras de med livets mest fundamentala frågor. Hur påverkar det deras syn på makt och ansvar?

    Det är detta experiment som är utgångspunkten för Schibboleteffekten. Boken är ett annorlunda bidrag till ledarskapslitteraturen och begränsar sig heller inte till ledarskapsämnet. Genom olika associationer berörs ett flertal kunskapsområden, från ledarskap, ­psykologi och biologi till estetik, etik och pedagogik. Boken betonar ansvar, mänsklig värdighet och ödmjukhet, en tyngdpunktsförskjutning bort från ledarskapets makt genom »strategier« till ett etiskt ansvarstagande ledarskap.

    En kritisk blick riktas mot vedertagna ledarskapsteorier och ledarskapsideal och den instrumentella etik som formar dagens organisationer och ledarskap. Författaren slår hål på flera etablerade schabloner och myter.

  • 2.
    Romanowska, Julia
    Karolinska institutet.
    The Transformative Power of Aesthemetics: Aesthetics, Emotions and Ethics in Leadership Development2016In: Developing leadership and employee health through the arts: improving leader-employee relationships / [ed] Julia Romanowska; Anna Nyberg; Töres Theorell, Switzerland: Springer, 2016, p. 99-175Chapter in book (Refereed)
    Abstract [en]

    This chapter presents a new, arts-based concept for leadership development, called Shibboleth. Effects of the Shibboleth concept were studied in a scientific experiment at Karolinska Institutet in comparison with conventional leadership training. The background, execution, analysis and interpretation of the results are discussed. The two different programs have affected the participants, and consequently their co-workers, in strikingly different ways. The Shibboleth concept seems to counteract poor leadership resulting in a strengthening of the psychosocial and neurobiological resilience processes of their co-workers. The conventional program was observed to have a contrary effect. Based on the empirical findings, the concept of aesthemetics – transformation by virtue of aesthetic, emotion and ethics – is presented and discussed.

  • 3.
    Romanowska, Julia
    et al.
    Karolinska institutet.
    Nyberg, Anna
    Stockholms universitet.
    Theorell, Töres
    Stockholms universitet; Karolinska institutet.
    Concluding Remarks2016In: Developing leadership and employee health through the arts: improving leader-employee relationships / [ed] Julia Romanowska; Anna Nyberg; Töres Theorell, Switzerland: Springer, 2016, p. 177-183Chapter in book (Refereed)
    Abstract [en]

    The scientific literature indicates that manager behaviour may influence not only temporary psychological reactions in employees but also risks of more serious illness conditions such as depression and myocardial infarction. Destructive manager behaviours are quite common at our workplaces. When the manager is not ready to put in his/her personal energy in order to decrease bullying but rather remits the problems to formal structures constructive healing processes may be delayed. The vast majority of poorly functioning managers could probably change their attitudes and behaviours. How to influence them in the direction of aesthemetic engagement is a matter of educational principles. The programme Shibboleth offers an artistically based such educational principle which proved to be efficient in a controlled trial.

  • 4.
    Romanowska, Julia
    et al.
    Karolinska institutet.
    Nyberg, Anna
    Stockholms universitet.
    Theorell, Töres
    Karolinska institutet; Stockholms universitet.
    Developing leadership and employee health through the arts: improving leader-employee relationships2016Book (Refereed)
    Abstract [en]

    This book examines the problems that a “laissez faire” attitude from managers can create in the workplace, as well as the ensuing illness such problems may cause among employees. The book offers new ideas for dealing with these problems and proposes the use of cultural experiences as an active component in leadership development programmes for managers. It presents the findings from a randomized trial to show how cultural experiences can be deployed, and what the effect on employees is. The book discusses health-promoting leadership and key components in cultural activities for the benefit of workplaces from several points of view, offering a historical, social, psychological, biological, educational and organizational perspective. Finally, it presents new theories on empathy in managers, and on employee effects of good/bad changes in manager behaviour.

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