The project asks what it means to be a manager part time, that is, to work with one foot in management and the other in everyday operations. In many organizations, this combination of roles is a norm for the organization of managerial work and leadership. At the same time, there is a lack of knowledge about the specific conditions and challenges that characterize these managerial assignments. The project therefore aims to contribute new knowledge about work in the borderland between being a manager and an employee.
Three research questions guide the work:
- In what situations does friction between the managerial assignment and employeeship occur?
- What strategies do part-time managers develop and apply to deal with their double roles?
- How does this model for leadership shape organizational conditions in the lines of work where the model constitutes the norm?
The study has a qualitative research design and is based on three types of data collection: a survey among the labor market actors, interviews with people who have part-time management assignments, and workshops with representatives from relevant industry organizations.
The project covers three areas of activity with different gender compositions:
- Independent preschools (principals who also work in children's groups)
- Retail (store managers who participate in operational work)
- Technology companies (so-called "player-coaches")
The project contributes new knowledge about this type of managerial assignments. The results are relevant for a broad group of actors, including employers, trade unions and industry representatives, but also for the individuals who have this type of assignment.
