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 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.

Trust and Organizational Leadership

2021 ◽  
pp. 490-511
Author(s):  
Amanda S. Wickramasinghe
Keyword(s):  
Organizational Leadership ◽  
Global Economy ◽  
Organizational Leaders ◽  
Global Teams ◽  
Global Organizations ◽  
Fundamental Part ◽  
The World

Trust is a fundamental part of life. It also remains an essential exchange that fosters a relationship between a leader and employees and between other leaders. Without trust, it is nearly impossible for an organization to be successful. Organizational leaders must facilitate an environment based on trust to navigate the organization successfully. Without trust, organizations tend to derail from their vision and future possibilities. The world begins and ends with leadership, as John Maxwell once said, and leadership begins and ends on trust. Trust requires years of building and nurturing. Without trust, it is nearly impossible for organizations to build relationships or work successfully across cultures and borders. Working in the global economy we know we must act with the understanding that trust is an intricate ingredient when working effectively with global organizations, global teams, and international clients.

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.

scholarly journals STRATEGI PENINGKATAN KINERJA SUMBER DAYA MANUSIA PADA PERUSAHAAN KONSTRUKSI PT. JAYA KUSUMA SARANA BALI MELALUI PENDEKATAN BUDAYA ORGANISASI

2016 ◽  
Vol 4 (2) ◽  
Author(s):  
Ni Made Sintya Rani ◽  
GAP. Candra Dharmayanti ◽  
I B. Rai Adnyana
Keyword(s):  
Organizational Culture ◽  
Human Resource Development ◽  
Organizational Leadership ◽  
Success Factors ◽  
Assessment Instrument ◽  
Key Success Factors ◽  
Leadership Management ◽  
Instrument Analysis ◽  
Key Dimensions

Abstract : One of the key success factors of a contractor company in achieving their vision and mission is good quality of human resources (HR). Based on ISO 9001 evaluation, the quality of HR at PT. Jaya Kusuma Sarana Bali (PT.JKS Bali) that measured by indicators of objectives and targets from each division concluded that the quality of HR still need to be improved. By knowing the profile of the current and preferred organizational culture, it can be identified the strategy required to achieve the vision and mission of the organization. This study aimed to analyze the culture profile of PT. JKS Bali based on their employees perception, in order to identify strategies  for improving their  HR performance. The method used is an OCAI (Organizational Culture Assessment Instrument) analysis method and a survey using the OCAI questionnaire. The analysis involved identification of the culture profiles that measured in 6 key dimensions (i.e.: Dominant Characteristics, Organizational Leadership, Management of Employees, Organization Glue, Strategic Emphases and Criteria of Success) which can represent the four culture types of an organization (i.e.: Clan, Adhocracy, Market dan Hierarchy). The result suggests that the profile of the current and preferred organizational culture at PT.JKS Bali does not require significant changes. The strategies that need to be implemented derived from six key dimensions, Applying more flexible organizational leadership but also against the rules, Managing the employees who prioritize teamwork, Reducing formalities working procedures, focusing on the company's internal, emphasizing human resource development and employment commitments.

Strategic Transformational Organizational Leadership

2017 ◽  
pp. 1667-1684 ◽  
Author(s):  
Robert Gordon
Keyword(s):  
Organizational Leadership ◽  
Current Literature ◽  
Business Leaders ◽  
Leadership Strategies ◽  
Organizational Leaders ◽  
Strategic Decisions ◽  
Analysis Technique ◽  
Successful Leadership ◽  
And Performance ◽  
Keyword Searches

To assist leaders in achieving more successful decisions in business, leaders should understand current successful leadership strategies. The current literature lacks recent trend analysis of strategic transformational virtual organizational leadership, which would be helpful to organizational leaders to make better strategic decisions. To this end, leaders need to understand the current literature regarding successful strategies utilized in different organizations worldwide. Current (2013-2015) peer-reviewed articles about strategic transformational virtual organizational leadership business were studied to establish the direction of the recent global research. This chapter seeks to understand the strongest influencers to current effective strategic transformational virtual organizational leadership. This research utilizes a summative content analysis technique with multiple keyword searches and content evaluations to establish the trends found in the literature. The resulting research shows that strategic organizational virtual leadership includes transformational leadership, distributed leadership and performance measurement as strategies that support increased organizational effectiveness.

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.

scholarly journals THE INFLUENCE OF STRATEGIC LEADERSHIP, ORGANIZATIONAL CULTURE, ORGANIZATIONAL COMMITMENT, AND LEARNING ORGANIZATION TOWARDS THE PERFORMANCE OF COOPERATION EDUCATIONAL UNIT SCHOOLS IN INDONESIA

2020 ◽  
Vol 8 (12) ◽  
pp. 210-219
Author(s):  
Juwati Ureyang , S.T. , M. Pd. ◽  
◽  
H. Teman Koesmono ◽  
Fenika Wulani ◽  
◽  
...  
Keyword(s):  
Organizational Culture ◽  
Organizational Commitment ◽  
Learning Organization ◽  
Organizational Leadership ◽  
Convergent Validity ◽  
Discriminant Validity ◽  
Partial Least Square ◽  
Least Square ◽  
School Level ◽  
Strategic Leadership

The purpose of this research is to determine the influence of strategic leadership, organizational leadership, organizational culture, organizational commitment, and learning organization towards the performance of Cooperation Educational Unit (CEU) in Indonesia. The samples of this research are 101 CEUs of Senior High School level in Indonesia based on probability sampling, with simple random sampling method. Method of hypothesis testing uses Partial Least Square (PLS) to investigate the relationship of the variables by testing the validity, reliability, convergent validity, discriminant validity and use bootstrapping method to calculate the t-statistic. The results show that there is a significant influence of strategic leadership, organizational leadership, organizational culture, organizational commitment, and learning organization towards the performance of Cooperation Educational Unit (CEU) in Indonesia.

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