Att hantera kommande generationers chefer : En kvalitativ studie om hur organisationer ser på unga cheferoch chefsförsörjning i Sverige

Sammanfattning

This study examined how organizations perceived challenges related to managerial succession and how they addressed the attraction and retention of young managers. The study departed from concerns raised in national reports about a decreasing interest among young individuals in pursuing managerial roles, combined with an ageing managerial workforce approaching retirement. The purpose of the study was to investigate whether organizations experienced these challenges in their own contexts and to explore which strategies they employed to secure future managerial competence. A qualitative research design was used, based on eight semi‑structured interviews with HR professionals from organizations of varying size and industry. The interview data were analysed through thematic coding to identify patterns connected to the study’s research questions. The results showed that none of the participating organizations currently experienced a shortage of managers or perceived the reported trend as an immediate threat. Internal recruitment paths, low managerial turnover and strong interest inadvertised managerial roles were described as stabilizing factors. At the same time, the study revealed underlying tensions that may become more significant in the future. The managerial role was consistently described as complex, demanding and administratively heavy, which contrasted with younger employees’ preferences for flexibility, balance and meaningful work. Organizations also expressed strong expectations regarding experience as a prerequisite for entering managerial roles,which risked excluding younger candidates from opportunities to build the very experience they were expected to possess. Although several organizations worked proactively with leadership development,onboarding programmes and succession planning, the study indicated a need for more structured support for young managers, clearer role expectations and flexible managerial pathways. Overall, the findings suggested that while organizations did not yet perceive a managerial shortage, several structural and generational factors pointed to potential future challenges in ensuring sustainable managerial succession.