Aligning leadership and organizational culture: The leader–culture fit framework for coaching organizational leaders.

2013 ◽  
Vol 65 (3) ◽  
pp. 177-198 ◽  
Author(s):  
Levi Nieminen ◽  
Benjamin Biermeier-Hanson ◽  
Daniel Denison
Keyword(s):  
Organizational Culture ◽  
Organizational Leaders

scholarly journals Understanding Organizational Culture: A Perspective on Roles for Leaders

2001 ◽  
Vol 26 (4) ◽  
pp. 3-20 ◽  
Author(s):  
Abinash Panda ◽  
R K Gupta
Keyword(s):  
Organizational Culture ◽  
Organizational Leaders ◽  
Social Phenomenon ◽  
Semiotic Analysis ◽  
Organizational Life ◽  
Organizational Stories ◽  
Central Characters ◽  
Interpretive Perspective ◽  
The Way

The influence of organizational leaders on the evolution and maintenance of organizational culture has been accepted as a fact in organizational life. The roles and challenges of organizational leaders are contingent upon the way organizational culture is conceived. In the traditional rational perspective, organizational culture is treated as an “instrument” or “function” that can and should be manipulated by leaders to help organizations adapt to the external environmental realities. In the symbolic-interpretive perspective, organizational culture is viewed as a “social phenomenon.” Consequently, the roles and challenges of leaders become significantly different from the traditionalrational perspective. In this paper, the authors have discussed the symbolic-interpretive perspective, with a focus OB semiotic analysis, to understand organization and organizational culture. The authors have argued that organizational symbols, rituals, and stories are too critical to be marginalized or ignored. The authors have proposed three roles of organizational leaders from the symbolic-interpretive perspective: as symbols, as the central characters in organizational stories, and as managers of symbols and rituals.

From Reducing Uncertainty to Dealing with Uncertainty. Change of Function of Organizational Culture

2017 ◽  
Vol 46 (4) ◽  
pp. 9-21
Author(s):  
Czesław Sikorski
Keyword(s):  
Emotional Intelligence ◽  
Organizational Culture ◽  
Organizational Leaders ◽  
High Tolerance ◽  
Cultural Function ◽  
Tolerance Of Uncertainty ◽  
Reduction Of Uncertainty

Theme of this article is change of organizational culture functions as result exchange epoch civilization from industrial to informatics. The change of understanding integration, perception and adaptation culture functions means that main cultural function in informatics epoch isn’t reduction of uncertainty but the help to manage of uncertainty. The need of high tolerance of uncertainty cause that organizational leaders should force to developing competence of subordinates to managing of uncertainty buy special educational events. In the article to this competences counted: emotional intelligence, extended perception and skills of dialog conducting.

THE TOP MANAGERS' IMPACT ON OPENING THE ORGANIZATIONAL CULTURE TO INNOVATION

2017 ◽  
Vol 21 (02) ◽  
pp. 1750014 ◽  
Author(s):  
SONJA CHRISTINA SPERBER
Keyword(s):  
Organizational Culture ◽  
Communication Style ◽  
Organizational Leaders ◽  
Key Factors ◽  
Innovation Culture ◽  
Top Managers ◽  
Hierarchical Communication ◽  
The Individual ◽  
The Impact ◽  
Reward Allocation

Innovation is an ever-increasing focus for modern organizations; yet research studies on organizational culture have tended to neglect this aspect. This paper specifies the key factors characterising a company's innovation culture and examines the top managers' executed impact as organizational leaders from the individual perspective on implementing and fostering it in their respective organizations. Based on a conceptual framework, the empirically identified key factors of the (1) formal embedment, (2) climate, (3) incentives and reward allocation, (4) integration into decision process, (5) cross-hierarchical communication and (6) communication style are presented. Within the empirical study, 37 top managers of 21 leading companies in the industries of “fashion and accessories” and “watch and jewelry” were interviewed. The results indicate that the impact of top managers lag behind their potential to advance innovativeness through innovation culture, and the detected deficit represents scope for improvement. The paper concludes by highlighting the implications of the study and its limitations.

scholarly journals Organizational Culture and Its Relationship with Employee Stress, Enjoyment of Work and Productivity

2020 ◽  
Vol 12 (2) ◽  
pp. 14
Author(s):  
Janna Olynick ◽  
Han Z. Li
Keyword(s):  
Organizational Culture ◽  
Online Survey ◽  
Well Being ◽  
Organizational Leaders ◽  
Staff Members ◽  
Work Related ◽  
Market Culture ◽  
Clan Culture ◽  
Related Stress ◽  
The Impact

Despite a recent resurgence in the study of organizational culture, insufficient attention has been paid to the impact of the types of organizational culture on employee well-being and productivity in Canadian settings. This study investigated which types of organizational culture are most closely related to employee levels of work-related stress, enjoyment of work and self-perceived productivity. A secondary research interest was to identify the dominant culture type at the studied university in northern Canada. A total of 193 staff members from various departments (e.g., academic services, facilities, student life) completed an online survey containing questions on organizational culture, stress, enjoyment of work and productivity. Three intriguing findings were generated from the data: (1) All four types of organizational culture – clan, hierarchy, adhocracy, market – were identified at the institution; (2) the hierarchy culture was most prevalent, followed by the adhocracy culture, the market culture and then the clan culture; and (3) the type of organizational culture was significantly related to stress, enjoyment of work and productivity. Employees working in a clan culture reported the lowest levels of stress, and highest levels of enjoyment and productivity, followed by those in the adhocracy and hierarchy cultures, lastly the market culture. Important implications include: (1) Organizational leaders need to take into account the role organizational culture plays in employee well-being and workplace functioning, and (2) Organizational leaders should implement strategies to create a workplace culture that promotes employee well-being and productivity.

Improving Organizational Commitment to Diversity, Equity, Inclusion, and Belonging

2022 ◽  
pp. 208-221
Author(s):  
Abeni El-Amin
Keyword(s):  
Organizational Culture ◽  
Organizational Commitment ◽  
Conceptual Framework ◽  
Organizational Performance ◽  
Data Driven ◽  
Evidence Based ◽  
Organizational Leaders ◽  
Process Indicators ◽  
Chief Diversity Officer

This chapter aims to provide useful information about the implementation of diversity equity, inclusion, and belonging (DEIB) to improve organizational performance. This chapter provides a conceptual framework for organizational leaders who desire additional awareness and knowledge regarding the nature, extent, and impact of diverse employees' barriers. Further, the purpose of this endeavor is to demonstrate that the persistent lack of recruitment, promotion, and retention of diverse employees is due to systemic, structural, organizational, institutional, cultural, and societal obstacles. Further, the theory of generative interactions (TGI) supports how obstacles must be acknowledged and eliminated through increased awareness of the issues linked to evidence-based, data-driven approaches leading to measurable key process indicators (KPIs) and outcomes. To support DEIB initiatives, many organizations have developed the Chief Diversity Officer (CDO) position to manage the process, eliminate barriers, and proactively strengthen organizational culture.

Organizational Leader

2021 ◽  
pp. 117-135
Keyword(s):  
Organizational Culture ◽  
Organizational Leadership ◽  
Organizational Leaders ◽  
Organizational Environments ◽  
Competency Models ◽  
Organizational Leader

Organizational leadership is specifically about individuals operating in organizational environments and their role as leaders in those environments. The skills of an organizational leader are slightly different from those of leaders in non-organizations. Organizational leaders are constrained by rules, regulations, and processes. This type of leader's value is that they understand organizational culture and traditions. This type of leader influences employees through their work including coaching, mentoring, and development skills that occur within competency models. The organizational leader is the organizational agent who influences behaviors that lead to organizations being able to achieve their desired outcomes.

scholarly journals Mounting the New Guard: The Golden Rule as a Basis for Organizational Culture Change in Response to Challenges in Academia

2020 ◽  
Vol 22 (1) ◽  
pp. 102-112
Author(s):  
Tomika W. Greer ◽  
Brad Shuck
Keyword(s):  
Higher Education ◽  
Organizational Culture ◽  
Culture Change ◽  
Rapid Evolution ◽  
Golden Rule ◽  
Organizational Leaders ◽  
Academic Institutions ◽  
Organizational Culture Change ◽  
Intentional Strategies

The Problem The landscape of higher education is undergoing rapid evolution. Changes in demographics, scope of faculty responsibilities, expectations of productivity, and technology lead this evolution. Intentional strategies are required for navigating this new landscape. The Solution We advocate for contextually and historically sensitive organizational culture changes in response to the changing nature and experiences in higher education. The organizational culture changes are predicated on valuing, embracing, and encouraging unique and forward-thinking perspectives in academia. The Stakeholders The primary audience includes faculty and organizational leaders in higher education who are urged to actively participate in the organizational culture changes that are deemed necessary for continued vitality and relevance of academic institutions.

The Three Action Sets of the Intervention Triad: Evidence-based Strategies for Reducing Burnout and Promoting Esprit de Corps

2020 ◽  
pp. 85-88
Author(s):  
Stephen J. Swensen ◽  
Tait D. Shanafelt
Keyword(s):  
Organizational Culture ◽  
Effective Means ◽  
Individual Behavior ◽  
Shared Responsibility ◽  
Evidence Based ◽  
Organizational Leaders ◽  
Work Unit ◽  
Spheres Of Influence ◽  
Professional Fulfillment ◽  
Research Show

Experience and research show that the evidence-based Action Sets of the Intervention Triad (Agency, Coherence, and Camaraderie) are an effective means to reduce burnout and cultivate professional fulfillment. They transform individual behavior and organizational culture to provide the Ideal Work Elements and mitigate the drivers of burnout. Addressing burnout and promoting esprit de corps are a shared responsibility. The actions are focused on what individuals, work unit leaders, and organizational leaders can refine within their spheres of influence.

scholarly journals Understanding organizational culture to transform a workplace behavior: Evidence from a liberal arts University

2016 ◽  
Vol 3 (4) ◽  
pp. 89
Author(s):  
Oris Guillaume ◽  
Amy Austin
Keyword(s):  
Organizational Culture ◽  
Liberal Arts ◽  
Organizational Leaders ◽  
Organizational Cultures ◽  
Workplace Behavior ◽  
New Members ◽  
Liberal Arts University ◽  
Vital Part ◽  
Basic Assumptions ◽  
The University

Nelson and Quick (2013) describe organizational cultures as “a pattern of basic assumptions that are considered valid and that are taught to new members as a way to perceive, think and feel in the organization” (p.592). Organizational cultures are a vital part of any company’s environment and provide employees with the necessary tools to integrate themselves into the overall organizational dynamic; however, most organizational cultures are plagued with dysfunctional dynamics that have stemmed from a dysfunctional personality of a key leader in their environment. This paper is based on the experience of designing and delivering special change, the organizational culture has been, for the most part, healthy and thriving. In this paper, we will review some of the problems facing the University and how key organizational leaders have successfully influenced change in a manner that has led to the valuable organizational culture in place today.

Building a “culture of care”: reflections for action

2020 ◽  
Vol 19 (4) ◽  
pp. 189-194
Author(s):  
Mark E. Haskins
Keyword(s):  
Organizational Culture ◽  
Real World ◽  
Design Methodology ◽  
Organizational Leaders ◽  
Content Type ◽  
Culture Of Care ◽  
Helping Others ◽  
Personal Reflections ◽  
High Road ◽  
Practical Implications

Purpose This paper posits 32 concrete ways that organizational leaders can contribute to building a culture of care, noting that HR professionals can encourage, model and inform leaders of those ways most needed and/or appropriate. Design/methodology/approach The personal reflections presented are based on 45 years of observing scores of organizational leaders in action. Findings The means presented pertaining to the actions that leaders can take toward building a “culture of care” are briefly detailed and are clustered in six categories: helping others to become known; inquiring of life outside of work; celebration; providing assistance; taking the “high road”; and encouraging learning. Practical implications The actions and ideas described for building a “culture of care” are easily envisioned and immediately doable. Originality/value This paper presents a robust array of specific, real-world-based actions that contribute to the building of an organizational “culture of care.” As such, they are offered to HR professionals as ideas for their own groups as well as an inventory of ideas that HR professionals can offer to other leaders throughout their organizations

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