leadership and organizational culture

1. Table of Contents • 1 : Back ground • 2 : Abstract • 3:Introduction • 4 : Getting Culture Right • 5 : Influence of leader on culture • 6 : How culture is created • 7 : How we can apply culture to business • 8 : Characteristics of organization culture • 9 : How culture effects leadership • 10 : Culture and leadership are two sides of a coin • 11 : Culture shapes leadership • 12 : Importance of leadership and culture • 13 : Traditional American and Indian leadership comparisan

2. 13 : Traditional American and Indian leadership comparisan • 14 : Importance of Trust and Trustworthness in culture annd leadership • 15 : Two cases of Leader Trust • 16 : Case and direction in culture and leadership • 17 : Conclusion • 18 : Refrences

3. Background • Organizational culture refers to the beliefs and values that have existed in an organization. • . Administrators usually adjust their leadership behavior to accomplish the mission of the organization. • It is therefore essential understand the relationship between organizational culture, leadership behavior and job satisfaction of employee.

4. organizational leadership theories • Trait Theory • The idea that great leadership derives from a person's individual characteristics or traits is known as trait theory. • Behavioral & Style Theory • This theory describes leadership not as a set of traits but a set of behaviors and styles. • Functional Theory • Functional theory argues that leaders' primary responsibility is to assess what their followers need and ensure that those needs are met.

5. Transactional Theory • Transactional theory argues that leadership arises from an individual's ability to reward or punish subordinates based on their performance • Leaders must be given a goal, must possess the ability to train and evaluate subordinate's performance towards that goal and must be given the authority to reward subordinates when goals are met.

6. Introduction • Behind every successful leader is a vibrant culture that engages and energizes employees. • In almost every case, that culture has been defined, shaped and personified by the leader. • The CEO of a company in what is arguably the most competitive industry, financial services, describes the steps that he took, and that other leaders can take, to build a distinctive, dynamic culture.

7. Business schools spend a lot of time training students to become leaders, teaching skills and increasing knowledge aimed at turning smart, young people into effective leaders. • A critical component of team building is culture, because if teams are to work effectively all employees must understand and embrace the culture of the particular group and business. • a leader’s success depends on how he or she molds and develops that culture.

8. Shaping a culture is a formidable task, since many of the valuable qualities a leader might have are never taught in a classroom. • They can be learned, but only from life experiences. Emotional maturity and a strong character are all essential if leadership in a culture-driven company is to be effective. • . So is an alignment among the leader’s passion, the company’s mission, and the corporate culture in which everything transpires. But these characteristics are developed through life experience

9. INFLUENCE OF LEADER IN ORGANISATION

10. How organizational culture created

11. Culture is created by four distinct methods in an organization: • The actions and behaviors of leaders • What leaders pay attention to • What gets rewarded and what gets punished • The allocation and attention of resources

12. organizationa culture Impact • . Organisational behaviour is a study that can be used not only to learn about the complexities of a workplace, but also to equip us with the tools to use one day in our future career. • The study of organisational behaviour explains what people think, feel, and do with regards to the internal and external context of the organisation. • Organisational behaviour is critical for everyone and can contribute to the success of a company.

13. So why is understanding organzational behavior so critical your business? • The fact is, this topic is often disregarded – however, it is one that can create motivated individuals and strong leaders to enable an organisation to flourish in dynamic environments. • Organisational behaviour can enable us to make sense of the world we live in and prepare us to understand, and effectively handle the challenges and diversities within organisations today.

14. In addition to shared values and assumptions, the organisational culture can also be seen through artifacts such as: • Physical structures. • Language. •  Stories and legends.

15. A strong culture can enable an organisation to be more effective. The three key functions of a culture are to control, bond, and make sense of the internal and external environments of the firm. • Culture can bring employees together and can direct them towards achieving organisational goals. • A strong culture can also enable your company to attract and retain individuals who share common values and who are a good “fit” for your organisation. • A culture of shared values can give employees a sense of membership and belonging to your organisation. This demonstrates how a culture functions as the “social glue” that bonds employees together and motivates them to adopt the culture in order to fulfill their need for social identity. • Organisational culture therefore acts as a control system by persuading employees to behave in ways that are consistent with your company’s expectations.

16. Application on your buisness • When considering culture in your own business it is important to be able to manage the organisation’s culture to prevent it from becoming overbearing. • Although a strong culture can create an effective organisation there are several challenges and contingencies to consider. • When a culture becomes too strong it can be hard for managers and business owners to change the behaviours of employees and it will take a long time for the change to be properly implemented. • A strong culture will only contribute to the effectiveness of the organisation when it aligns with the environment, avoids a corporate cult, and includes an adaptive culture.`

17. Is Stronger Always Better?

18. Explanation: • This diagram shows that the benefits of cultural strength depend on the culture’s fit with the environment. • Moderate strength, and inclusion of an adaptive culture. These three contingencies affect the functions of a culture and determine the outcomes of the organisation’s success. • Proper management and review of the organisational culture can create highly effective organisations that support employees through shared values and a sense of belonging.

19. characteristics of organizational culture • The seven characteristics of organizational culture are: • 1.Innovation • (Risk Orientation) - Companies with cultures that place a high value on innovation encourage their employees to take risks and innovate in the performance of their jobs. • 2.Attention to Detail • (Precision Orientation) - This characteristic of organizational culture dictates the degree to which employees are expected to be accurate in their work.

20. 3.Emphasis on Outcome • (Achievement Orientation) - Companies that focus on results, but not on how the results are achieved, place a high emphasis on this value of organizational culture. • 4.Emphasis on People • (Fairness Orientation) - Companies that place a high value on this characteristic of organizational culture place a great deal of importance on how their decisions will affect the people in their organizations • . For these companies, it is important to treat their employees with respect.

21. 5.Teamwork • (Collaboration Orientation) - Companies that organize work activities around teams instead of individuals place a high value on this characteristic of organizational culture • 6.Aggressiveness • (Competitive Orientation) - This characteristic of organizational culture dictates whether group members are expected to be assertive or easygoing when dealing with companies they compete with in the marketplace. • 7.Stability • (Rule Orientation) - A company whose culture places a high value on stability are rule-oriented, predictable, and bureaucratic in nature.

22. How Cultural Factors Affect Leadership Robert J. House • A general description of a leader might be someone who is charismatic and seeks to develop a transformational style of leadership. • . But different cultural groups may vary in their conceptions of the most important characteristics of charismatic/transformational leadership. • In some cultures, one might need to take strong, decisive action in order to be seen as a leader, while in other cultures consultation and a democratic approach may be the preferred approach to exercising effective leadership. • GLOBE ask what the leadership behaviors and attributes that are reported to be effective or ineffective across cultures, especially where they are related to charismatic/transformational leadership. • Managerial practices and motivational techniques that are legitimate and acceptable in on culture may not be in another.

23. Culture and leadership 2 sides of a coin • Leaders should use humble inquiry • Humble inquiry is creating a climate in which you display, through your asking genuine questions, an interest in the other person such that they will want to tell you the truth about what really is going on.

24. CULTURE SHAPE LEADESHIP : • Leaders shape the way people think and behave - leaders are viewed by others as role models, and employees look around to see if their behaviour is consistent with the organisation’s espoused values and philosophy • Leaders set the agenda • . Leaders influence the organisation’s culture and in turn the long-term effectiveness of the organisation.

25. Importance • Human Synergistics International’s research, particularly that of Robert A. Cooke, Ph.D. (HSI CEO and distinguished academic), clearly highlights the relationship between leadership strategies, the impact leaders have on others, and effectiveness in the leadership role. • This impact has enormous significance in helping understand organisational culture and the role that norms and expectations play in organisational effectiveness.

26. Leadership helps shape culture. • Culture in turn shapes leadership. They both drive performance. • We help those in leadership roles identify the relationship between behaviour strategies and styles and leadership effectiveness • while providing a process for building personal capability in the leadership role.

27. Traditional American Leadership • The following highlights of some of the main features of traditional American leadership: • • Spirituality was a core element of American Indian life and all leadership possessed • spiritual significance. • • Leaders demonstrated generosity and kindness, and honored all living things. • • Elders cultivated the leadership of future generations.

28. • American Indian leaders were humble servants to the community. Individuals did not seek leadership. • Leaders emerged from their contributions to the community and the • people recognized and selected those considered most able to lead. • • No one person was always a leader and many were leaders at different times. • • The community could cease to recognize leaders by simply choosing to not follow him

29. • American Indian leaders led by example rather than by authority or command. • • American Indian leaders took their time when making a decision. When they gave their • word on a decision it was a final, binding pledge. • • When tribal leaders met to deliberate on a matter. • they sought understanding and consensus through mutual inquiry

30. Importance of Trust and trustworthiness in leadership and culture • Trust influences organizational processes such as communication, cooperation, and information sharing, and it affects productivity • trust is one of the most frequently examined constructs in recent organizational literature. • . Trust appears at many levels, organizational or managerial, and is manifested in the way, frequencyfrequency, and quality of interaction between employees and managers.

31. Trust is very important to companies that participate in electronic markets and the keystone organizations that operate these markets. • No company wishes to deal with a keystone that is not trustworthy or purchase a solution from a supplier that it does not trust • . To grow a community, the keystone and the suppliers that are its marketplace members must be trusted

32. Cycle of high performance organizational culture and leaders

33. Coruse and direction • A Culture of Leadership • Communication • Culture • Commitment • Management • Develplying Yourself

34. Conclusion • Culture within an organization is very important, playing a large role in whether or not the organization is a happy and healthy place to work. • . Through communicating and promoting the organizational vision to subordinates, and in getting their acknowledgement of the vision. • it is possible to influence their work behaviorand attitudes

35. . When there is good interaction betweenthe leader and subordinates, • there will be contributions to team communication and collaboration • , and encouragement of subordinates to accomplish the mission.objectives assigned by the organization, which in turn enhances job satisfaction

36. REFRENCES: • http://www.strategyletter.com/CD0703/featured_article.php • http://iveybusinessjournal.com/publication/culture-driven-leadership/ • http://www.martinbauer.com/Articles/How-Culture-Affects-Leadership • http://www.eremedia.com/tlnt/culture-and-leadership-theyre-simply-two-sides-of-the-same-coin/ • http://www.eremedia.com/tlnt/who-knows-more-about-corporate-culture-than-hr/