Impact Of Leadership On Organizational Culture

“Why do people resist change? Quite simply because they fear the unknown and are comforted by the familiar” (Paton et.al. 2008, 52). According to Paton (et.al. 2008, 52-53) various reasons affect and generate resistance to change. Most commonly em-ployees resist redesign of the organization, because this affects existing structures of power, influence and in extreme cases raises worry about employment security. Fear of change may also be generated by technological challenges. Patton argues that technology and innovation have a great power to disrupt, since the introducers of new technologies have a better understanding of them than the end-users. Change may al-so confront feelings of comfort or apathy in employees. Employees are often unwilling

Organizational culture is defined as "the set of key values, assumptions, understandings, and norms that is shared by members of an organization and taught to new members as correct," (Azanza, Moriano, & Molero, 2013). Organizational culture and leadership has been shown to have a direct correlation to staff retention, staff satisfaction, and work performance, especially in the nursing workforce. Although they each work in their own way, they are both important concepts in building a strong organization and impact one another in different ways. The relationship between organizational culture and leadership contributes to either the increase or decrease in performance, staff retention, and satisfaction. Hospital administrators continue to place a strong focus on evidence based practice and research to increase these factors in an effort to provide the highest level of patient care.

Humble Surgical hospital is a state of the art multi-specialty, physician-owned surgical hospital offering state-of-the-art equipment and a variety of surgical procedures. It is a highly qualified and experienced team of physicians, nurses and medical personnel aims to ensure that patients receive excellent surgical services in a warm, caring, and friendly environment.

Transformational leadership style work towards high levels of communication from a management to meet goals. Leaders are meant to motivate employees and augment productivity and efficiency through communication and high visibility. This style of leadership really does need the involvement of management to meet goals. Leaders focus on the big picture within an organization and delegate smaller tasks to the team to accomplish goals. Transformational leadership proves to be efficient not only in business, but in all other sectors where it is used. In order to increase strength in the position of transformational leadership. In terms of business, Lou Gerstner, the present chairman and CEO of IBM is one of the best examples

Cultural change is one of a leader 's greatest challenges. And yet if efforts aren 't made to positively and proactively create the culture the organization desires and needs; a culture that will help ensure its success; the culture will change nonetheless and it may not change in the manner desired. An organization 's culture is made up of it mission, vision, goals, roles, work processes and structure, values, communication practices, behaviors and attitudes. These items work in an interlocked fashion making it difficult for the organization to make simple but positive changes to the culture without great intention.

The culture of a company is one of the most important and sometimes overlooked factors in an organization. The culture can increase employee engagement and increase productivity which will allow a company to reach its goals, “From productivity and engagement in the organization’s day-to-day, to an employer brand that naturally fuels recruiting efforts, to creating a lasting brand that customers immediately recognize, there’s no escaping it – culture radiates outward into the marketplace” (Straz 2015). The culture can have a great impact on the employees. Employees thrive in a positive working environment and the ability to engage with their managers without fear of retaliation. When a company creates a

When you read about the scandal involving Rupert Murdoch, phone hacking, and his media empire including News Of The World and News Corporation, it’s hard not to wonder, “What the heck were they thinking?” The point is that the thought processes behind these acts were ingrained in the culture of the organisation and the way the employees were being led.

The most prominent and influential studies regarding the dimensions of the organizational culture have shown that a healthy organization leadership culture have a greater impact on the way the leaders transact the business of the organization. The four dimensions to consider while dealing with leadership culture are the individualism versus collectivism, feminine versus masculine, long term versus short term orientation and finally the power distance (Conner & Armitage, 2008).

The strategic change cycle is one of the processes within strategic planning. This cycle is a ten-step process created to assist organizations in meeting their mandates, satisfying their missions, and constructing public value. “Strategic planning is intended to enhance an organization’s ability to think, act, and learn strategically” (Bryson & Alston, 2011).

Schuetz, P., & Barr, J. (March 08, 2009). Transmuting resistance to change. New Directions for Community Colleges, 2008, 144, 105-114.

“The study of history has been a study of leaders – what they did and why they did it” (Bass, 2008: 4). New contemporary styles of leadership have emerged that arguably are more successful in the long term (Dawson & Andriopoulos, 2014). This report critically evaluates different styles of leadership to determine if a transformational style will have a more decisive effect on employee motivation and organisational culture culminating in long term prosperity of the business.

Change management is not a separate and firm discipline with well-defined confines, rather the practice and theories of change management draw on a variety of social science studies and disciplines (Burnes, 2009). Thus, this literature will focus on a conceptual overview of change management. According to Bamford and Forrester (2003), the literature views change management conceptually in two approaches, namely; planned and emergent change.

My experience in Change Management is very limited. The theoretical knowledge I have acquired during the first four weeks of this module has made me realize that transforming organizations is a difficult and complex task. I have read case studies mentioning the unique contribution of change leaders whose role is to talk to people’s hearts and minds. I have also understood how important is to reconcile conflicting interests and emergent tensions between top-down transformation initiatives and functional operations. Despite the widespread belief that managing change is tough, there is little agreement regarding the factors which influence change the most. Different case studies and research papers name different factors critical for change success.

When change happens, an organization changes its strategy, which in turn, changes its structure, organizational culture, recruitment standards and etc. It indicates that strategy process is part of change process. As mentioned before, most change initiatives fail, no least because not engaging all employees in the process towards change (Stanleigh, 2008). We suggest that emergent strategy is a central part of successful change. One reason for this being that the foundation of emergent strategy is to involve more people in strategy making process (Mintzberg et al., 1988). According to Lines* (2004), there is a positive correlation between subordinate participation in change processes and success of change management projects.

Organizational culture differs from a company to another, depending on the nature of work. Frequently, a remarkable diverse combination of qualities and standards, administer the cultural environment of an organization. A system of common meaning held by associates that differentiates the organization from other organizations is what we mean by organizational culture. In today 's quickly changing business atmosphere, the cultural make-up of an organization perform a decisive role the achievements of the organization to accomplish its vital targets. In this essay, the reader will be able to recognize the organizational culture of Etihad Airways, which is one of the biggest well-known airways in the airline industry. Our group chose Etihad Airways