Leaders in municipalities do not have enough time for their subordinates

Due to the diversity of their tasks, leaders in municipalities take on numerous roles. Leadership is only a part of their overall duties, as leaders typically also perform specialist tasks in their field or even hands-on work, as well as administrative and supporting tasks.

– In their interviews, leaders in municipalities identify three main roles: leader, expert, and other actor. These roles are further divided into eight roles and their sub-roles, of which the study identified 19, says Eija Pienimäki, who will defend her dissertation on November 15 at the University of Vaasa. 

According to Pienimäki's research, leaders in municipalities face various expectations and demands from multiple stakeholders, often in conflict with the realities of everyday life. The leaders also highlight aspects of their work that are both supportive and hindering. This tension is reflected in the language used by leaders.

Leaders show a deep commitment to their work, and their top priority is advancing their sector. They want to lead effectively and provide the necessary support and opportunities for their employees to be successful in their work.

– Leaders in municipalities describe feelings of inadequacy and frustration in their roles when, in their view, less important tasks take time away from more important ones. The wide range of responsibilities and the large number of subordinates prevent them from giving enough time to those they lead, says Pienimäki.

Many aspects of municipal leadership are left to chance

According to Pienimäki's research, leaders in municipalities build their own leadership style and coping mechanisms independently. Additionally, it seems that the leader's professional development in leadership is largely dependent on their own interest and initiative. These factors suggest that there is a certain randomness related to municipal leadership.

The important goal of leadership is to increase productivity and efficiency. Good employee management has a positive impact on employee well-being and work resilience. Pienimäki's research highlights the need to systematically examine the structures of municipal leadership, the division of work and responsibilities, and the number of people they are leading. The motivation and commitment expressed by the leaders in municipalities create a strong foundation for success in leadership positions.

For her research, Pienimäki has interviewed leaders from different municipalities across Finland. The interviews have been individual and group interviews. The interviewed leaders work at different managerial levels.

In Pienimäki's doctoral study, a leader refers to a person who has the authority to direct work and who is responsible for ensuring that the employer's obligations are met. The term "supervisor" is typically used for these roles. Leaders are often in charge of the operational workforce. Pienimäki's study acknowledges that leaders exist at all levels of leadership. Every employee has a leader.

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Public defence

The public examination of M.Sc. (Health Sci.) Eija Pienimäki’s doctoral dissertation "Pelkkää hallinnollisten asioiden hoitoa vai sellaista oikeaa johtamista: Diskurssianalyyttinen tutkimus kuntien lähijohtajien työstä” will be held on Friday 15 November 2024 at 10 in Hugo Hall, Kalevan Navetta, Nyykoolinkatu 25, Seinäjoki.

It is also possible to participate in the defence online: Zoom, password: 307230

Professor (emer.) Anna-Maija Lämsä (University of Jyväskylä) will act as opponent and Professor (emer.) Riitta Viitala as custos. The defence will be held in Finnish.

Doctoral dissertation

Pienimäki, Eija (2024) Pelkkää hallinnollisten asioiden hoitoa vai sellaista oikeaa johtamista: Diskurssianalyyttinen tutkimus kuntien lähijohtajien työstä. Acta Wasaensia 542. Doctoral dissertation. Vaasan yliopisto / University of Vaasa.

 Publication pdf