Tuesday, December 31, 2019

Organizational Culture And Leadership Development

Due to businesses becoming more and more universal, employees are progressively dealing with individuals who are divergent to them. Similarly, as organizations progressively generate business associations with organizations whose cultures are different, employees may work with others who hold different views of what establishes effective functioning in an organization, and what relationships are existent between organizational factors and workplace effectiveness (Kwantes and Boglarsky, 2007). Knowing the importance of leadership in modern-day organizations, it is not shocking that leadership development gets the biggest percentage distribution from training and development resources of most organizations. The part that organizational culture plays in the development of leaders is critical but often ignored. One motive for this is that managers responsible for leadership development efforts are so fixed in their own beliefs that those cultures are essentially invisible to them (Bal and Quinn, 2001). In his book, Schein (2004) aims at clarifying what culture is, how it affects the organization, how to understand and decipher it and how to act on it with culture change. From the book, this paper seeks to review organizational culture influence on leadership effectiveness, identify the elements of organizational culture, and discuss approaches and theories on leadership based on defined cultural typologies and subcultures. 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