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Leadership
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
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. 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.`
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
