The Role of Leadership in Shaping Organizational Culture
In this paper I have tried to analyze the role of leadership in shaping of organizational culture. Also I have briefly touched the definition of culture, historical overview of leadership theory development’s issue and what impact have traits approaches, skills approach, style approach and also ethical approach on creating of organizational culture for healthy organization.
The Role of Leadership in Shaping Organizational Culture
The Importance of Organizational Culture
Creating of organizational culture is crucial for organizations and leaders. The success of organization depends on an appropriate organizational culture. Organizations with an established organizational culture which have strong capabilities for change, strong team committed to innovation and internal trust have competitive advantage (Eccles, Perkins, & Serafeim, 2013). To go deeper into this issue, we have to define the culture and organizational culture separately. Definitions
A culture is a set of basic tacit assumptions about how the world is and ought to be that a group of people share and that determines their perceptions, thoughts, feelings, and, to some degree, their overt behavior (Schein, 1992). Organizational culture is the workplace environment formulated from the interaction of the employees in the workplace. The leaders play a significant role in defining organizational culture by their actions. The leadership and all employees contribute to the organizational culture (“Organizational Culture: Corporate Culture in Organizations,” 2013). Ravasi and Schultz (2006) state that organizational culture is a set of shared mental assumptions that guide interpretation and action in organizations by defining appropriate behavior for various situations. Shein, (1996) has in very interesting and I would say genial way differenced three cultures of leadership which are “operator”, “engineering -” and “executive culture”. Moreover, two of them have roots outside, that is why they are more fundamental and difficult to be changed. These two are connected with experience and knowledge gaining from outside (e.g. knowledge that drives technologies). One of them is created inside to move operational success. This is operator culture. Usually in organizations these three cultures are not aligned with each other that is why in such organizations we can observe ineffective teams which could not reach common business goals, namely new product development, hierarchical communications or interactions, appropriate supply change, marketing, innovation etc. If these cultures would not really match each other, this would cause failures and ineffective team (Shein, E. H., 1996). Conversely, if these three cultures would work synchronic, it will cause an effective team work. It means that three factors that I have mentioned in our discussion in module 4, which are leadership, shared vision, commitment and confidence would be available in organization. Figure 1shows us different assumptions of three cultures. Figure 1
Assumptions of the Operator Culture
• Because the action of any organization is ultimately the action of people, the success of the enterprise depends on people's knowledge, skill, learning ability, and commitment. • The required knowledge and skill are "local" and based on the organization's core technology. • No matter how carefully engineered the production process is or how carefully rules and routines are specified, operators must have the capacity to learn and to deal with surprises. • Most operations involve interdependencies between separate elements of the process; hence, operators must be able to work as a collaborative team in which communication, openness, mutual trust, and commitment are highly valued.
Assumptions of the Engineering Culture
• Engineers are proactively optimistic that they can and should master...
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