When Culture Takes Over

Abstract: Purpose: The purpose of this thesis is to examine how trainees in a big Swedish telecommunications company are being socialized into becoming the future leaders of the company Theoretical framework: In our theoretical framework we have focused upon existing research that theorizes the relation between leadership, culture and socialization, with particular focus on the way this relation has been established within transformational leadership research. Methodology: The study is based on qualitative research and the inductive method has been used. We have conducted semi structured interviews with participants and interpreted their answers. Findings: Our study is based on a company’s socialization of trainees into leadership. We have conducted interviews with current trainees and managers about this process and their view of leadership. Discussion: The theoretical distinction between transformational and transactional leadership has been an essential theory in our discussion that has assisted us to discuss the interplay between leadership, culture and socialization. Through socialization individuals are adapting to the culture and become transactional leaders. This, however, could be perceived as management rather than as leadership. Transformational leadership is substituted by the culture. Conclusion: In this case study we have found that the trainee program which is aiming to create the leaders of the future is creating the managers of the future. The reason for this is that the strong culture is influencing the socialization process which in turn is facilitating the creation of transactional leaders. We also found that organizational culture is substituting leadership in this organization which might be preferable for the organization. Culture has taken over the role of leadership within the organization.