Leadership And Organisational Culture
Among the interviewees, most of them are leaders of different sectors of which four of them are senior managers in different departments, and most of them have been in the company for more than three years. Hence, it is necessary to review in more depth the leadership function in shaping and developing the organisational culture.
By separating the overall mission into specific daily goals, as the AMO Model (Purcell and Hutchinson 2007) suggests, the ability of team leaders and good communication with senior managers are important in solving problems. Where employees are pleased to working with their direct leaders through the process of
communicating, feedback, problem-solving support …show more content…
Schein (1990) suggests that the leading figures act like a standard that allow the team members to identify and internalise the values and assumptions. At the initial stage of the group’s formation, leaders could be equal to the dominant figures or founders who shape the beliefs, values and assumptions so as to provide an original model for how the group should be structured …show more content…
As for diversifying and integrating organisational culture, after the creation, founders and the then leaders implement their assumptions and try to pass them down. However, they increasingly discover that other functional departments of the organisation have their own culture and values, thus, cannot be changed or assimilated easily. Gradually the knowledge and the perception are shared, the changing cultural perceptions both reflects the groups previous experience and reshape the initial leadership (Schein 1990). By shaping and structuring the organisational culture, leadership can influence the organisational performance through various affairs, actions, behaviours and so on (Chang and Lee 2007). Firstly, leadership can affect the learning process in organisations, through which the process and result of the learning activities can be improved (Lam 2002). According to Vera and Crossan (2004), the strategic leadership is able to develop systematic learning, and hence, the organisation is able to face fierce market competition. Secondly, transformational leadership can also encourage and emphasise the cooperation awareness and employee involvement (Leithwood et al. 1998). Robbins (2003) also suggests that as a management function, leadership aims at managing employee performance in the sense of predicting and evaluating efficiency, productivity, turnover rate, job satisfaction and so on, so as to enhance the performance and to achieve the ultimate