Shaping the Meaning of Frontline Management in Swedish Social Services Organizations
This qualitative study is based on interviews with 18 senior managers from the social services administration in one of southern Sweden's largest municipalities. These managers are involved in a long-term strategic initiative to standardise frontline management and leadership practices within their organization. The study explores how the meaning of frontline management is constructed in modern social service organizations in Sweden.
The study identifies three main processes that senior managers in social service organizations use to shape the meaning of frontline management in their organizations. These processes include amplifying the role of frontline management, embedding leadership practices into the organisational structure, and establishing a support function. In particular, senior managers develop and spread a shared understanding across the organization that emphasises the critical role of frontline managers in ensuring employee well-being and the quality of services provided to citizens. Leadership practices are institutionalised through formal structures, such as standardized job descriptions and leadership development programs, which help to unify managerial roles. Additionally, introducing specialised support functions implies that frontline managers are expected to focus more on strategic leadership.
Overall, the findings illustrate that these processes contribute to shaping the meaning of frontline management in social service organizations while balancing tensions between NPM-driven efficiency and the traditional welfare state's focus on care. The results of the study contribute to the ongoing debate about the profession’s role in a modern welfare state.