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The role of leadership in shaping organizational culture
An essay on the relationship of leadership and culture
The role of leadership in shaping organizational culture
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Introduction
Strong organizations require strong leadership in the competitive world of business. However, when leadership and organizations clash the culture and climate suffer along with its potential for profits. For some leaders, the opportunity to recapture and recoup becomes too little too late, potentially leading to unethical behavior among leadership, loss of morale within the organization and stagnation in growth and opportunities for the organization.
Consequently, when organizations exam their styles of leadership and their influences on the culture and climate they initiate the first steps for synthesizing and analyzing the needs of the organization. Only then, can the organization understand, prepare for growth and take the steps to compete in the marketplace. Nevertheless, this necessitates appreciating the successes and apprehending the failures of leadership and the organization’s culture, while examining the current and potential problems.
Failures in Leadership
Contemporary organizations expect advantageous leadership styles to manage and lead in the 21st century. The failures in leadership to comprehend stakeholders or shareholder’s needs, wants and desires often escalate the cost of doing business in a competitive environment. During the industrial era of business management, managers focused on the authoritarian attributes of managing and leading workers in accomplishing organizational effectives and meeting of goals (Daft, 2012). These goals for all intense purposes concentrated on the premise of do I as say, much to the dismay of workers causing escalating the friction between managers and employees. As a result, many organizations began to experience high turnover, absenteeism and animosity among...
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...ional Review of Management and Marketing, 1(4), 65-73. Retrieved from www.econjournals.com
Daft, R. L. (2012). Management (10th ed.). Mason, OH: South-Western Cengage Learning.
Karakitapoglu-Aygun, Z., & Gumusluoglu, L. (2013, February 20). The bright and dark sides of leadership: Transformational vs. non-transformational leadership in a non-Western context. Leadership, 9, 107-133. DOI: 10.1177/1742715012455131
Sabir, M., Sohail, A., & Khan, M. (2011, August). Impact of leadership style on organization commitment: In a mediating role of employee values. Journal of Economics and Behavioral Studies, 3(2), 145-152. Retrieved from www.doaj.org
Shanker, M., & Sayeed, O. B. (2012, January). Role of transformational leaders as change agents: Leveraging effects on organizational climate. The Indian Journal of Industrial Relations, 47, 470-484. Retrieved from www.srcirhr.com
...rming relationships with employees was made clear by being efficient and fair to preserve and inspire their workforce. These results can be further studied in a dissertation that is duplicated in a different culture to test the consistency of its findings. Using the information from these two studies, it is clear that transformational leaders behaviors have an impact on their follower’s perception (Bacha and Walker, 2012; Cho and Dansereau, 2010).
Leadership is a communication process of a leader and individuals in which the leaders behavior or attitude directs individuals towards any goal effectively. It is widely believed that leadership creates the vital link between organizational effectiveness and people’s performance at an organizational level (Avolio, 1999; McGrath and MacMillan, 2000). The effectiveness of an organization depends upon the leader having an effective leadership style in order to effectively reach the goal of the organization; with it being one of the key driving forces for improving a firm’s performance. Scholars suggest that effective leadership behaviors can facilitate the improvement of performance when organizations face problems (McGrath and MacMillan, 2000). To effectively achieve leadership of individuals and organizational outcomes, four theories can be used; Fiedler’s Contingency Model, Hersey and Blanchard’s Situational Leadership Model, Vroom & Yetton Participative Leadership Model, and House & Dessler Path-Goal Theory.
It focuses on how to formulate and define clearly vision statement (organizational culture), challenging goals (organizational strategy) and gaining respect and trust (Humphreys & Einstein, 2003). The leaders encouraging participations, willing to take risks and acting as role models, who are highly admired, respected and trusted by their followers (Conger and Kanungo, 1998; Howell and Frost, 1989 and Bass & Riggio, 2006). Therefore, the followers will be highly motivated to perform beyond leaders’ expectations (Howell and Avolio,
A leader gets the job done by inspiring employees to do his or her best. By combining the best of leadership behaviors and traits, a strong foundation for a healthy organizational culture is created. As shown in the case study of Perot Systems, leadership styles of the past are no longer effective with ever changing business demands. Businesses require different leadership styles in relationship to their situations to make themselves successful now and in the future.
Leadership directly impacts an organization's bottom line, employee satisfaction, and turnover; it can impact how the organization is viewed by society and in particular its marketing audience. This is particularly significant during a downturn in economic markets. Organizations must meet budgetary controls, and need to communicate...
In today’s business environment, corporations must be able to adapt and develop strategies that allow them to remain as competitive as possible within the markets they serve. Leaders within those corporations must be able to fully understand the most effective leadership style required depending on the situation at hand. One style may be effective in one situation while another style may need to be used in another. In this day of environmental dynamism, organizations have had to refocus on organizational capabilities in order to attain a competitive advantage in such an environment. This refocus has led to a break in routines and involves a shift in organizational norms and required knowledge. James Clawson discusses the three levels of leadership in his book entitled “Level Three Leadership: Getting Below the Surface.” This article will discuss some issues that may arise within corporations and what leadership styles may be most effective for differing situations based on Clawson’s text.
According to Yoder-Wise (2015), a leader can be defined as, “an individual who works with others to develop a clear vision of the preferred future and to make that vision happen” (p 35). As employees, we often have our own ideal of a good leader, which may be influenced by experiences and perception of workplace norms. While one’s opinion of an effective leader may vary, there are several recognized leadership theories. The following will focus on the transformational leadership approach.
Today’s organizations require leadership styles conducive to supporting an organization’s culture, competiveness and effectiveness for survival in the 21st century. The depth of leadership presents leaders and managers with the task of understanding and supporting the needs of employees while maintaining strategic goals and missions throughout daily leadership. However, when an organization’s culture falters due to various factors, does leadership style bear the overall responsibility for internal discord?
B.M. Bass developed a study in 1985 on leadership in the western world which focused on western leaders and how they influenced their subordinates. What he found was that leaders across organizations shared similar attributes. He referred to this style as “transformational leadership”. Through this style, leaders “inspire followers to transcend self-interest for the good of the organization and can have an extraordinary effect on their followers” (Robbins & Judges, 2012:188). Bass discovered that cultures that used this leadership style placed importance on the development of individual’s work performance within organizations. Using his research, Bass was able to organize the behaviors of what he deemed transformational leadership into four categories: idealized influence, inspirational motivation, intellectual consideration, and intellectual stimulation. Each category is a different form of influence that the leaders have over their followers which allow them to affect diverse groups of people. Since the theory was based on a study of western leaders, the transformational leadership theory can be viewed as bias in a western context. In other words, this style of leadership may be more effective in western organizations than eastern organizations due to the differing cultural values. However, there are examples of transformational leaders in each culture.
Rosen, R. H. (1997). Learning to lead. In F. Hesselbein, M. Goldsmith & R. Beckhard (Eds.), The Organization of the Future. The Drucker Foundation Future Series (p. 306). New York, NY: Jossey-Bass Inc Schein, E. H. (2010). Organizational culture and leadership. (4th ed., p. 13). San Francisco: Johan Wiley & Sons, Inc.
The leadership is a privilege and it is such a privilege and an honor which will carry the tremendous responsibility which will inspire others to direct them to accomplish goals and vision of the organization. Leadership is about influencing the people, by producing direction, purpose and motivating in order to accomplish the mission, vision and improving the organization. The leadership philosophy is evolved based on the experiences, both positive and negative, in most of the initiatives and activities that we undertake. It is also one among the collaboration and teamwork within which the team members can utilize each other’s strengths to counter the weaknesses of the individuals. By observing, introspecting and experimenting we can developed a leadership paradigm which is inclusive, collaborative and proactive. We can develop the ability to recognize which will approach in order to reach the productive conclusion. The great leaders know their limitations and are capable at utilize their strengths and also the strengths of others to compensate.
Leaders have influence the organizational climate and can change the command culture. However to accomplish that they have to first understand the existing organizational culture within which they are operating. Culture is the behavior characteristic of a particular group. In an organizational setting, leaders have to be mindful of this cultural factors in the context that is sensitive to the different backgrounds of team members to best leverage their talent. There are three levels of culture. First level is the Artifacts. This is the surface level. It includes all phenomena that one sees, hears, and feels when one encounters a new group with unfamiliar culture. Second level is the espoused values. These reflect the original values. Third level is the basic underlying assumptions. These are what were once hypothesis, supported only by a hunch or a value, come gradually to be treated as reality. Climate, in the other hand, is a prevailing trend of public opinion or attitude in a given organization at a given time.
...l man who enables others to think and do in his way (role model) and his employees work him for unconditional loyalty (e.g. his PA), also, adopt a fair system of rewards and punishments; however, as a leader sometimes he just needs some transformational styles which respect and communicate with followers equally rather than forced them to shut up rudely. As for organizational culture, the article obtains further understanding that some factors attribute to detect cultures existed in an organisation, communication system, for example. As a result, it can be identified that his culture not only can be classified as power but task. Moreover, due to the changeable outside environment, compounded and flexible cultures seems to be a better way for an organisation’s sustainable development. Therefore, leadership is tightly related to organizational culture.
Organizations have leaders who are effective and ineffective. Many of us want to be leaders but, do we have what it takes to be effective or are we going to be ineffective. Leaders are people who build their organization and employees up. Ineffective leaders are those who only care about getting a check. This paper will discuss effective and ineffective leaders. The effective and ineffective leaders I have had the pleasure to work with.
Shaping a culture is a difficult task, because many of the valuable qualities a leader might have are never taught in a classroom. These qualities can be learned through out a life of experiences. Emotional development, genuineness, and a strong character are all essential qualities if leadership in a culture-driven company is to be effective. This analysis will discuss the relationship between a successful leader and the organization cultural change in today’s business.