The Effect of Leadership on Organizational Culture

There are many different definitions of organizational culture. Most of them suggest basically the same principle, that the organization’s culture is the shared values, beliefs and assumptions of how the members should behave. The purpose of the culture is to understand how organizations function and gives meaning to the organizations way of doing things. Culture helps to foster internal integration, bring employees from all levels of the organization much closer together, increases moral, and enhances their performance.

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Just as personality shapes an individual, organizational culture shapes its members and defines hat the organization is willing to do. The goal of the organization should not only emphasize on being profitable but also to ensure that its members are working in a healthy organizational culture. Culture “Culture generally refers to patterns of human activity and the symbolic structures that give such activities significance and importance”(Cutter, n. D. ).

Culture, formally defined, is “a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, o be taught to new members as the correct way you perceive, think, and feel in relation to those problems”(Scheme, 2004). Culture within an organization is formed as the group learns and adapts to its internal and external environment, adopting standard operating procedures (SOP’s), values, beliefs, and assumptions.

The responsibility lies with the manager to lead their organization in a way that promotes a positive working culture. Roles and Responsibilities There are five key behaviors that can satisfy both what people want, and what organizations need from their leaders to maintain a healthy culture. Leaders just challenge, inspire, enable, model, and encourage their workers. One of the most important things a leader can do for the organizations is to create a vision. Managers should have a vision for the future that is ideal and unique, emphasizing a high standard of excellence, positive values, and inspiration.

They must communicate their visions clearly with workers, and inspire and motivate them so that they share the same enthusiasm as you. Visions can be small or large, but “the important points are that (1) a vision is necessary for effective leadership; (2) a person or team can develop a vision for any job, work unit, or organization; and (3) many people, including managers who do not develop into strong leaders, do not develop a clear vision?instead, they focus on performing or surviving on a day-by-day basis (Bateman & Smelling, 2007, p. 95). Visions must also be appropriate and ethical in order to gain acceptance by employees, shareholders, and customers. Leadership and management are two completely separate ideals, but when executed properly they can be combined. Most managers in today’s working environment concentrate most of their efforts on superficial tasks, worrying about stocks, short term profits, and other day- o-day activities such as payroll and attendance. While these tasks are vital to managing an organization, they do nothing to lead the group.

Mangers should focus more on creating and sharing their vision, trying to motivate their workers to be different than other organizations, or perhaps different than their predecessors. It is also important to point out that one does not need to be a manager to be a leader. Management is an earned title and job, where as leading is a learned skill. Having non-management leaders is an excellent way to bridge the gap in management’s leadership. If you know that some of your employees are natural leaders, and routinely inspire their co-workers, it would benefit you to grant them the official power to lead those workers.

I work as an Airline Dispatchers. Our workup is approximately 100 people, working 24 hours a day, 365 days a year. Our direct manager is unfortunately a poor leader. It could be due to the complexities of managing payroll, schedules, personal issues, and other tasks that make it almost impossible for him to be very involved. Fortunately, he has appointed 4-5 Lead Dispatchers. These are individuals that re tasked with creating and maintaining training programs, communicating with coworkers about policy and procedural changes, and other tasks as assigned by the dispatch manager.

They are frontline workers that have a connection to management and can help workers, answer questions, and take new ideas to management for approval. Just about any organization can have a “lead” employee. It is almost as if they are an assistant manager, but without so much administrative responsibilities. In my opinion, there is one thing that managers can do that is effective and not very time consuming. They should routinely just walk the floor where the front line workers are.

If they could take some time every week to walk around and have a casual talk with the workers, the workers may put more trust in you, and get the feeling that you actually care about their well being and concerns. By conversing with workers in their work environment as opposed to a management office, your employees will be more comfortable and are more likely to share concerns and speak freely and honestly. It is clear that the actions or inaction by management can have a great impact n organizational culture.