{"id":15589,"date":"2026-06-29T14:57:44","date_gmt":"2026-06-29T12:57:44","guid":{"rendered":"https:\/\/egn.com\/se\/who-looks-after-the-boss\/"},"modified":"2026-07-07T10:07:12","modified_gmt":"2026-07-07T08:07:12","slug":"who-looks-after-the-boss","status":"publish","type":"post","link":"https:\/\/egn.com\/se\/who-looks-after-the-boss\/","title":{"rendered":"Who Looks After the Boss?"},"content":{"rendered":"\n

”Chefers v\u00e4lm\u00e5ende betraktas ofta som en personlig fr\u00e5ga. Men i sj\u00e4lva verket \u00e4r det en strategisk fr\u00e5ga f\u00f6r hela organisationen”, s\u00e4ger f\u00f6retagspsykologen och ledarskapsexperten Lill Palmblad.<\/p>\n\n\n\n

Chefer f\u00f6rv\u00e4ntas skapa riktning, fatta sv\u00e5ra beslut, st\u00f6tta sina medarbetare och leda organisationen genom st\u00e4ndig f\u00f6r\u00e4ndring. Samtidigt \u00e4r det en viktig fr\u00e5ga som s\u00e4llan st\u00e4lls:<\/p>\n\n\n\n

Who looks after the boss?<\/strong><\/p>\n\n\n\n

Enligt Lill Palmblad<\/a>, medf\u00f6rfattare till den b\u00e4sts\u00e4ljande boken Who Looks After the Boss?<\/em>, \u00e4r chefers v\u00e4lm\u00e5ende en av de mest f\u00f6rbisedda faktorerna bakom en organisations f\u00f6rm\u00e5ga att prestera.<\/p>\n\n\n\n

Inf\u00f6r hennes kommande EGN Global webinar<\/a>, pratade vi med Lill om varf\u00f6r chefers v\u00e4lm\u00e5ende borde vara en sj\u00e4lvklar del av varje ledningsgrupps agenda.<\/p>\n\n\n\n

Ledarskap \u00e4r en h\u00f6griskarbetsmilj\u00f6<\/h2>\n\n\n\n

Ledarskap inneb\u00e4r m\u00f6jligheten att p\u00e5verka, skapa mening och g\u00f6ra verklig skillnad. Samtidigt \u00e4r det en roll som pr\u00e4glas av h\u00f6ga psykologiska krav.<\/p>\n\n\n\n

”Forskningen har identifierat flera psykosociala riskfaktorer som p\u00e5verkar m\u00e4nniskors h\u00e4lsa och v\u00e4lm\u00e5ende. I ledarrollen sammanfaller m\u00e5nga av dessa riskfaktorer \u2013 och dessutom under ett h\u00f6gt och ofta konstant tryck,”<\/em> s\u00e4ger Lill.<\/p>\n\n\n\n

Chefer balanserar st\u00e4ndigt motstridiga prioriteringar, fattar beslut med ofullst\u00e4ndig information, st\u00f6ttar medarbetare i sv\u00e5ra situationer och utv\u00e4rderas fr\u00e5n flera h\u00e5ll \u2013 av medarbetare, kollegor och h\u00f6gre ledning.<\/p>\n\n\n\n

Ledarskapet rymmer stora m\u00f6jligheter att skapa mening och g\u00f6ra skillnad. Men organisationer beh\u00f6ver ocks\u00e5 inse att det \u00e4r en av dagens mest kr\u00e4vande arbetsmilj\u00f6er.<\/p>\n\n\n\n

De f\u00f6rsta signalerna \u00e4r ofta osynliga<\/h2>\n\n\n\n

M\u00e5nga organisationer tror att de kommer att m\u00e4rka n\u00e4r en chef b\u00f6rjar m\u00e5 d\u00e5ligt eller f\u00e5 sv\u00e5rt att hantera sitt uppdrag. Enligt Lill ser det s\u00e4llan ut s\u00e5.<\/p>\n\n\n\n

”M\u00e5nga f\u00f6rv\u00e4ntar sig tydliga tecken p\u00e5 stress. Men de f\u00f6rsta varningssignalerna visar sig ofta i kvaliteten p\u00e5 ledarskapet,”<\/em> s\u00e4ger hon.<\/p>\n\n\n\n

Beslut tar l\u00e4ngre tid att fatta. Sv\u00e5ra samtal skjuts upp. Ledaren blir alltmer reaktiv i st\u00e4llet f\u00f6r proaktiv. Samarbetet i ledningsgruppen f\u00f6rs\u00e4mras och konflikter blir sv\u00e5rare att hantera.<\/p>\n\n\n\n

”Det \u00e4r s\u00e4llan en chef vaknar upp en morgon och pl\u00f6tsligt inte l\u00e4ngre klarar sitt uppdrag. Oftast sker det gradvis, n\u00e4r ledarskapets kapacitet successivt f\u00f6rsvagas.”<\/p>\n\n\n\n

I st\u00e4llet f\u00f6r att enbart fokusera p\u00e5 individen menar Lill att organisationer beh\u00f6ver st\u00e4lla en annan fr\u00e5ga.<\/p>\n\n\n\n

Kvaliteten p\u00e5 ledarskapet speglar ofta de f\u00f6ruts\u00e4ttningar som ledarskapet ges. I st\u00e4llet f\u00f6r att fr\u00e5ga vad som \u00e4r fel p\u00e5 ledaren b\u00f6r vi fr\u00e5ga om vi har skapat r\u00e4tt f\u00f6ruts\u00e4ttningar f\u00f6r att den personen ska lyckas.<\/p>\n\n\n\n

Chefers & ledares v\u00e4lm\u00e5ende \u00e4r ett gemensamt ansvar<\/h2>\n\n\n\n

Under l\u00e5ng tid har chefers v\u00e4lm\u00e5ende betraktats som n\u00e5got varje chef sj\u00e4lv ansvarar f\u00f6r. Det syns\u00e4ttet beh\u00f6ver f\u00f6r\u00e4ndras, menar Lill.<\/p>\n\n\n\n

”Chefers v\u00e4lm\u00e5ende skapas inte i isolering. Det byggs genom relationer, kultur och starka ledarsammanhang.”<\/p>\n\n\n\n

Organisationer beh\u00f6ver skapa milj\u00f6er d\u00e4r chefer \u00f6ppet kan prata om b\u00e5de det som ger energi och det som skapar belastning. Ledningsgrupper beh\u00f6ver vara forum f\u00f6r genuint kollegialt st\u00f6d \u2013 inte bara f\u00f6r operativa beslut.<\/p>\n\n\n\n

\u00c4ven h\u00f6gsta ledningen har en avg\u00f6rande roll. Varje dag p\u00e5verkar vd chefers v\u00e4lm\u00e5ende genom de prioriteringar som g\u00f6rs, de resurser som avs\u00e4tts och den kultur som byggs.<\/p>\n\n\n\n

Att investera i ledarskapets kapacitet<\/h2>\n\n\n\n

I grunden handlar chefers v\u00e4lm\u00e5ende om betydligt mer \u00e4n att f\u00f6rebygga utmattning.<\/p>\n\n\n\n

”Chefers v\u00e4lm\u00e5ende handlar om kapacitet,”<\/em> s\u00e4ger Lill.<\/p>\n\n\n\n

”Fr\u00e5gan \u00e4r inte hur vi tar bort pressen fr\u00e5n ledarskapet. Ledarskap kommer alltid att inneb\u00e4ra press. Den verkliga fr\u00e5gan \u00e4r om vi ger chefer de f\u00f6ruts\u00e4ttningar de beh\u00f6ver f\u00f6r att kunna hantera den p\u00e5 ett h\u00e5llbart s\u00e4tt.”<\/em><\/p>\n\n\n\n

Organisationer som investerar i chefers v\u00e4lm\u00e5ende st\u00e4rker sin f\u00f6rm\u00e5ga att fatta kloka beslut, hantera os\u00e4kerhet och uppr\u00e4tth\u00e5lla ett ledarskap av h\u00f6g kvalitet \u00f6ver tid.<\/p>\n\n\n\n

D\u00e4rf\u00f6r \u00e4r fr\u00e5gan viktig just nu<\/h2>\n\n\n\n

Ledarskapet har f\u00f6r\u00e4ndrats kraftigt under det senaste decenniet. F\u00f6rv\u00e4ntningarna forts\u00e4tter att \u00f6ka samtidigt som komplexitet och os\u00e4kerhet har blivit en naturlig del av organisationslivet.<\/p>\n\n\n\n

”Vi beh\u00f6ver starka ledare mer \u00e4n n\u00e5gonsin. Samtidigt har ledarskapet blivit betydligt mer kr\u00e4vande, och i m\u00e5nga l\u00e4nder blir det allt sv\u00e5rare att f\u00e5 m\u00e4nniskor att vilja ta chefsroller,”<\/em> s\u00e4ger Lill.<\/p>\n\n\n\n

D\u00e4rf\u00f6r handlar chefers v\u00e4lm\u00e5ende inte bara om dagens ledare. Det handlar ocks\u00e5 om framtidens ledarskap.<\/p>\n\n\n\n

Om vi vill skapa b\u00e4ttre ledarskap kanske vi f\u00f6rst beh\u00f6ver st\u00e4lla en enkel fr\u00e5ga:<\/p>\n\n\n\n

Who looks after the boss?<\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"

Chefers v\u00e4lm\u00e5ende betraktas ofta som en personlig fr\u00e5ga. Men i sj\u00e4lva verket \u00e4r det en strategisk fr\u00e5ga f\u00f6r hela organisationen<\/p>\n","protected":false},"author":41,"featured_media":15499,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[11],"tags":[],"class_list":["post-15589","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-insights"],"acf":[],"yoast_head":"Who Looks After the Boss? | EGN Sverige<\/title>\n<meta name=\"description\" content=\"EGN Sverige skriver artiklar och kr\u00f6nikor f\u00f6r att l\u00e5ta dig inspireras till att v\u00e4xa som chef och ledare. 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