This assignment provides the reader with a descriptive analysis of organizational culture, including a comparative analysis of the most common leadership styles, to identify the influence of leadership on corporate culture. Empirical studies including Geert Hofstede, Edgar Schein and Bernard Bass were used to identify similarities between a leadership style and contribution they have on organizational culture. Leaders have to know the companies’ core values, including employee’s practices and assumptions about their work. When these strong principles, behaviours and beliefs are communicated and developed, a strong organizational culture will emerge. The core values can be visuals like a dress code, or the subordinates beliefs and expectations, which have to be communicated and aligned by the leader. These results are backed up with a recent study of leadership in a hospital, were wellcommunicated core values and support increased job satisfaction and overall performance. A leader has to implement a companies objectives and values to build a corporate culture, depending on the cultural background the company operates in, it is important to choose the appropriate leadership style to bring across these values. A study identified that individualists, according to Hofstedes model, generated more ideas with a transactional leader, emphasising the fact that leaders should not change a corporate culture but only develop and strengthen it upon all subordinates.
Table of Contents
- Executive Summary
- Table of Contents
- List of Abbreviations
- List of Figures
- List of Tables
- 1. Introduction
- 1.1 Problem Definition
- 1.2 Objective
- 2. Leadership
- 2.1 Leadership Styles
- 3. Organizational Culture
- 3.1 Structure of Organizational Culture
- 3.2 Levels of Culture
- 4. Leadership influencing organizational culture
- 5. Conclusion
- Bibliography
Objectives and Key Themes
The objective of this paper is to analyze the relationship between leadership styles and organizational culture. It aims to critically examine how different leadership approaches influence the creation and development of corporate culture, using established cultural models and case studies for analysis. The paper seeks to understand the complexities of shaping and altering corporate culture through leadership.
- The interdependency of leadership and organizational culture.
- The impact of various leadership styles on corporate culture.
- The application of cultural models (Hofstede, Malby, Schein) to understand organizational culture.
- Analysis of case studies to illustrate the influence of leadership on organizational culture.
- Strategies for building and strengthening a strong organizational culture.
Chapter Summaries
1. Introduction: This chapter introduces the central theme of the paper: the intricate relationship between leadership and organizational culture. It establishes the growing awareness of the need to understand how leadership is implemented across diverse cultures and emphasizes the crucial role of leadership and a robust culture in ensuring sustainable and profitable company operations. The chapter highlights the paper's goal to explore the various intersections between leadership styles and their impact on corporate culture, underscoring the significance of understanding this dynamic for organizational success. The chapter defines the problem as the need for a better understanding of the way leadership is enacted in various cultures and sets the objective of using cultural models to critically analyze the fundamentals of culture and the leadership styles influencing it.
2. Leadership: This chapter delves into the concept of leadership, focusing specifically on different leadership styles. It explores the characteristics and implications of various leadership approaches, providing a framework for understanding how these styles might affect organizational culture. While specific leadership styles are not explicitly listed in this preview, the chapter lays the groundwork for understanding the impact of leadership choices on the organization. The analysis of specific styles may be detailed in subsequent chapters (2.1 Leadership Styles).
3. Organizational Culture: This chapter focuses on organizational culture, examining its structure and different levels. It likely explores the various components that contribute to an organization's overall culture, such as shared values, beliefs, and practices. The chapter serves to provide a theoretical understanding of organizational culture, setting the stage for analyzing how leadership influences its formation and evolution. It may present models like those of Hofstede and Schein to provide a structured understanding of organizational culture (3.1 Structure of Organizational Culture, 3.2 Levels of Culture).
4. Leadership influencing organizational culture: This chapter synthesizes the concepts explored in the previous sections to analyze the direct influence of leadership on organizational culture. It likely presents evidence based on the cultural models discussed earlier and further strengthens its arguments with the help of detailed case studies, demonstrating how different leadership approaches yield varying outcomes in terms of organizational culture. The chapter is expected to analyze how leaders' actions shape and alter corporate culture, highlighting the significance of aligning leadership styles with organizational goals and values. This is likely where the empirical studies mentioned in the executive summary are discussed.
Keywords
Leadership styles, organizational culture, Hofstede, Schein, Bass, corporate culture, employee motivation, case studies, cultural models, leadership impact.
Frequently Asked Questions: Leadership and Organizational Culture
What is the main topic of this paper?
This paper analyzes the relationship between leadership styles and organizational culture. It examines how different leadership approaches influence the creation and development of corporate culture, using established cultural models and case studies.
What are the key objectives of this research?
The main objective is to understand how leadership impacts the shaping and altering of corporate culture. Specific aims include exploring the interdependency of leadership and organizational culture, examining the impact of various leadership styles, applying cultural models (Hofstede, Malby, Schein), analyzing case studies, and identifying strategies for building a strong organizational culture.
What leadership styles are discussed?
While specific leadership styles aren't explicitly listed in this preview, the paper lays the groundwork for understanding their impact on organizational culture. A more detailed discussion of various leadership styles is expected within the full text (Chapter 2.1).
Which cultural models are used in the analysis?
The paper utilizes established cultural models, including those of Hofstede, Malby, and Schein, to understand and analyze organizational culture. These models provide a framework for examining the different aspects of organizational culture and how leadership influences them.
How are case studies used in the research?
Case studies are employed to illustrate the influence of leadership on organizational culture. These real-world examples provide concrete evidence to support the theoretical analysis and demonstrate the practical implications of different leadership approaches.
What is covered in Chapter 1 (Introduction)?
Chapter 1 introduces the central theme—the relationship between leadership and organizational culture—and establishes the importance of understanding this dynamic for organizational success. It defines the problem and objective of the research, highlighting the need to understand leadership implementation across diverse cultures.
What is discussed in Chapter 2 (Leadership)?
Chapter 2 delves into the concept of leadership, focusing on different leadership styles and their characteristics. It provides a framework for understanding how these styles might affect organizational culture, setting the stage for a deeper analysis in subsequent sections (Chapter 2.1).
What is covered in Chapter 3 (Organizational Culture)?
Chapter 3 focuses on organizational culture, examining its structure and different levels. It explores components like shared values, beliefs, and practices, providing a theoretical understanding of organizational culture and its formation, potentially utilizing models from Hofstede and Schein (Chapters 3.1 and 3.2).
What is the focus of Chapter 4 (Leadership influencing organizational culture)?
Chapter 4 synthesizes the concepts from previous chapters to analyze how leadership directly influences organizational culture. It uses cultural models and case studies to demonstrate how different leadership approaches yield varying outcomes, highlighting the importance of aligning leadership styles with organizational goals.
What are the key words associated with this research?
Key words include: Leadership styles, organizational culture, Hofstede, Schein, Bass, corporate culture, employee motivation, case studies, cultural models, leadership impact.
Where can I find a complete list of abbreviations and figures?
The complete list of abbreviations, figures, and tables are included in the full document (see Table of Contents).
- Quote paper
- Anonym (Author), 2016, How leadership can influence organisational culture, Munich, GRIN Verlag, https://www.grin.com/document/429697
