Hvordan oppleves overgangen fra nestkommanderende til skipssjef - med hovedvekt på relasjonsperspektivet?

In my thesis I have given the Norwegian Navy, and current Commanders specific attention. I have emphasized the psychosocial, relational, and interpersonal changes that take place when one’s position is transformed from a trained laborer to a leader or commanding position. Has the promotion to a higher command changed their established relationships? Do they find the need to renegotiate or re-establish their relationships? In researching this issue I have chosen to interview many of today’s Commanders in the Norwegian Navy. They have shared their personal experiences regarding their role transition, and how their promotion has changed their relationships. The participants described their role change as having a substantial influence, specifically the added responsibility. All participants agreed that relational skills were vital for a leader, and that the bond of those relationships were essential part needed to accomplish missions as a team. It was also noted that is was not necessarily important to experience a private relationship with those under command to acquire the co-worker relationship needed to perfor their duties effectively. During the interview process all participants mentioned the experience of the Commander course, however their opinions were different. Some were of the opinion that the course had little to do with their coming role as a Commander. Some described the course as a necessary experience to move forward to their new position, while others say it may have helped them make the shift to their new position. It was interesting to note that those interviewed experienced no change to their current and previous relationships, however their new enviroment did change their approach to establishing new ones. In my analysis I found that those participating experienced no change in their own personal identity.I oppgaven har skipssjefer i den Kongelige Norske Marine (KNM) blitt spurt hvordan oppleves overgangen fra nestkommanderende til skipssjef – med hovedvekt på relasjonsperspektivet? Studien vektlegger de psykososiale, relasjonelle og mellommenneskelige endringer som kan oppstå når man blir leder. I oppgaven beskriver skipssjefene deres opplevelse av rolleovergangen, og hvorvidt den påvirker deres relasjoner. I studien ble 50 % av dagens skipssjefer i den norske marinen intervjuet. Deltakerne beskrev den nye rollen som annerledes, men forventet. Den største endringen var ansvaret som fulgte med. Alle skipssjefene var enige om at relasjonelle ferdigheter var viktig som leder for at besetningen skulle trives, samarbeide og yte sammen. Det ble understreket at det var viktig å kjenne hverandre for å oppnå dette, men det var ikke en forutsetning at de kjente hverandre privat, eller brukte fritiden sammen. Det fremkommer at den hierarkiske organisasjonsstrukturen letter rolleovergangen. Undersøkelsen viser at skipssjefene opplevde en endring i omgivelsene. Under intervjuene ble sjefskurs nevnt. Noen opplevde at kurset ikke vektla lederrollen, men det var nødvendig for å håndtere og utnytte plattformens kapasiteter. Andre beskrev sjefskurset som en viktig erfaring med tanke på lederopplæring og perspektivskiftet. Undersøkelsen gir indikasjoner på at sjefskurset også bidrar til å lette rolleovergangen. Skipssjefene opplevde få eller ingen endring i sine tidligere etablerte relasjoner. I mine funn fant jeg at de opplevde ingen endring i deres personlige identitet, eller et identitetsskifte