Är den svenska försvarsmaktens sikte inställt på inkluderande ledarskap?
Few organizations today are as relevant as the Swedish Armed Forces. The prevalent world situation and the debate concerning NATO has made the Swedish Armed Forces subject to discussion around the globe. To broaden the general knowledge regarding the Armed Forces organization and its leadership practices we have contacted leaders within all three branches of the Armed Forces, the marine, the airforce and the army. This was done to deepen the knowledge regarding how leadership is exerted, not only in one or a select few regiments, but in the Swedish Armed Forces in its entirety. More specifically, the interviews and the thesis have been focused on how, and if, they are practicing an inclusive leadership style and in what way they consider their employees well-being and needs. The purpose of the essay has been to illustrate and clarify the current military leadership within the Swedish Armed Forces. More specifically it was the inclusive aspect of their leadership that we wanted to examine further. Does this leadership-model have its place in a traditionally hierarchical branch, and if so, how it is implemented in reality. The thesis is an incidence study, and has been based on a qualitative method where a deductive research approach was chosen. Within the boundaries of the essay interviews have been made with people who have, or previously had, a leading role within the Armed Forces. These were the basis of our primary data. The collected data has been processed using a thematic analysis-process. As a step on the deductive research approach a theoretical framework was made, which includes two primary areas; Hierarchical and inclusive leadership. The theory behind the two leadership models explains their origins, pros-and cons, and what characterizes them. On both of these we apply Maslow's hierarchy of needs theory, in order to map out how the different needs can be satisfied by the two different leadership styles. To give additional foundation for the analysis Grint's leadership theory in combination with his historical overview over leadership evolvement was used. We also utilized Michel Foucault's book about disciplinary power. The interviews gave rise to different statements of the leadership within the Armed Forces. Different patterns were identified, but the common ground was that hierarchical leadership is a must have in the Armed Forces, considerings its unique business. In large it can be stated that the decision making is limited to the leaders when there are exercises and active situations.However there is a possibility for discussion and deliberation between these instances, to ensure quality and continuous improvement. As it turned out the inclusive leadership model was a large part of the Armed Forces daily routine, and that their focus on their employees well-being and needs in line with Maslow's hierarchy of needs theory was essential to make recruits stay after they finished their military service and take employment.