Högskolan i Skövde

Bakgrund: Krissituationer som Covid-19-pandemin har visat att kontorschefers ledarskap är avgörande för att både driva verksamheten framåt och bevara medarbetares motivation och trygghet. Traditionellt uppgiftsfokus räcker inte, utan chefer behöver arbeta med tydlig kommunikation, empati och flexibilitet. När ledarskapet samtidigt tillgodoser medarbetarnas behov av autonomi, kompetens och samhörighet stärks engagemang, välmående och prestation. Studien bidrar därmed till en djupare förståelse för hur motivation kan upprätthållas i kriser.

Syfte: Syftet med studien är att undersöka hur kontorschefer motiverar sina medarbetare under en krissituation, utifrån Self-Determination Theory (SDT). Som empirisk kontext används erfarenheter från Covid-19-pandemin.

Metod: Studien bygger på en mixed methods-ansats med både kvalitativa och kvantitativa inslag. Fem semistrukturerade intervjuer med kontorschefer genomfördes för att fånga deras upplevelser och åtgärder under pandemin. En kvantitativ enkätundersökning riktades därefter till medarbetare hos dessa chefer för att belysa deras upplevelse av ledarskapet. Self-Determination Theory användes för att analysera hur behov av autonomi, kompetens och samhörighet tillgodosågs.

Slutsatser: Studien visar att kontorschefer motiverade sina medarbetare under Covid-19-pandemin genom att tillgodose de tre psykologiska behoven i Self-Determination Theory: autonomi, kompetens och samhörighet. Samhörighet framstod som mest grundläggande, då trygghet, tillit och gemenskap lade grunden för motivation. Autonomi främjades genom ”frihet inom ramar” med tydliga mål och flexibilitet i arbetssätt, medan kompetens stärktes genom feedback, lärande och stöd i digitala arbetsformer. Resultatet visar att motivation i kris upprätthålls genom en balans mellan struktur och flexibilitet samt mellan individuellt stöd och kollektiva relationer.

Background: Crises such as the Covid-19 pandemic have demonstrated that the leadership of branch managers is crucial not only for maintaining operations but also for sustaining employees’ motivation and psychological safety. A traditional task-oriented approach is insufficient; instead, leaders must rely on clear communication, empathy, and flexibility. When leadership simultaneously supports employees’ needs for autonomy, competence, and relatedness, engagement, well-being, and performance are strengthened. This study therefore contributes to a deeper understanding of how motivation can be maintained during times of crisis.

Purpose: The purpose of this study is to examine how branch managers motivate their employees during a crisis, based on Self-Determination Theory (SDT). The empirical context is drawn from experiences of the Covid-19 pandemic.

Method: A mixed methods approach was used, combining qualitative and quantitative data. Five semi-structured interviews were conducted with office managers to gain insights into their leadership strategies during the pandemic. Additionally, a quantitative survey was distributed to employees working under these managers to capture their perceptions. The analysis was guided by Self-Determination Theory, focusing on how the needs for autonomy, competence, and relatedness were addressed.

Conclusions: The study shows that branch managers motivated their employees during the Covid-19 pandemic by addressing the three psychological needs in Self-Determination Theory: autonomy, competence, and relatedness. Relatedness emerged as the most fundamental, as trust, safety, and a sense of community formed the basis for motivation. Autonomy was promoted through “freedom within boundaries,” combining clear goals with flexibility in work practices, while competence was supported through feedback, learning, and guidance in digital work methods. The results demonstrate that motivation during a crisis is sustained through a balance between structure and flexibility, as well as between individual support and collective relations.