The Importance Of Culture Influence On Culture And Leadership

Culture influences leadership. Culture and leadership are two sides of the same coin. Our culture shapes the image of the ideal of an organization. The leaders first start the process of culture creation when they create group organization. After culture exists it determine the criteria for leadership. Cultural groups vary in their conceptions of what is important for effective leadership (Schein, 2010). Culture influences the personality traits and work values of leaders and followers in an organization. Leader’s interaction between individuals and their environment shape the personality. Culture determines the actual pattern of leadership behaviors in an organization. Cultural values and norms likely influence the attitudes and behaviors

These are visual organizational structures and processes that can be seen, heard, fealt when one encounter unfamiliar culture. For example these are language, technology, products, creations, and style such as clothing, manners of address, myths, and stories. Artifacts are easy to observe, but difficult to decipher. Symbols are ambiguous that can create problems in classification (Schein, 2010). Beneath artifacts are espoused values that are conscious strategies, goals and philosophies; ideologies, rationalizations that begins, as shared value then becomes shared assumption. Espoused values may or may not be congruent with behavior and artifacts (Schein, 2010). Basic Assumptions and Values are the core or essence, of culture is represented by the basic underlying assumptions and values that are difficult to discern because they exist at unconscious level and taken for granted. Yet they provide the key to understanding why things happen the way they do. These basic assumptions form around deeper dimensions of human existence such as the nature of humans, human relation relationships and activity, reality and truth. Basic assumptions evolve as solution to problem is repeated over and over again and becomes reality (Schein,

The basic assumptions of operator culture are: critical resource; organizations depends on them; required knowledge and skills; deal with unpredictability in spite of all expertise and procedures; capacity to learn, to innovate, and to deal with surprises; operations involve interdependencies; depend on management for resources and support. The engineering subculture’s basic assumptions are derived from its professional community and its education. Some of the assumptions are: ideal world is an elegant machine; people are problem as they make mistakes; nature should be mastered; solutions must be based on science and technology; real work solves puzzles and overcome problems; and work must be geared toward useful products and outcomes. The executive subculture’s assumptions are focused on finance. There are no returns to society without financial survival and growth; there is a continuous war with competitors; executives maybe lonely, hostile and not trusting, and in control; executives must trust his own judgment since people will say what executives want to hear; organization and management are inbuilt hierarchical; people are resource like other resources and to be acquired and managed; great organizations need people to perform activities they are contracted for (Schein, 2010). In short, to get in depth information about