Impact Of Organizations Culture Values On Strategic Leadership Management Essay

Impact Of Organizations nuance Values On Strategic Leadership Management hearOrganizational grow is created by the strategic drawing cards provided by an plaques founder or top management. An agreements founder is particularly chief(prenominal) in determining refining beca exercise the founder designates values and management sprints on the shaping that lasts for a abundant time. This whitethorn be good for a certain period however it fundament also be stifling over the long haul. For example, Walt disneys conservative influence on the company he established continued until well after his death. Managers were mysophobic to experiment with tonic forms of sport because they were afraid Walt wouldnt like it. It took the inst on the wholeation of new management under Michael Eisner to telephone number around the companys fortunes and allow it to deal with the realities of the new entertainment industry environs. The leadership course established by the founder or top management is transmitted to the companys managers, and as the company grows, it typically attracts new managers and employees who fill the same values. Thus, a companys cultivation becomes to a greater extent and more distinct as its members become more similar. The virtue of these sh bed values and common culture is that it increases integrating and improves coordination among organisational members. For example, the common language that typically emerges in an organization because people sh be the same beliefs and values facilitates cooperation among managers.When organizational members buy into cultural norms and values, this dynamic bonds them to the organization and increases their commitment to find new ways to help it succeed.The primary responsibilitiy of strategic leadership is to create and maintain the organizational characteristics that reward and encourage corporal effort. mayhap the near fundamental of these is organizational cultureAn organizational culture re presents the sh atomic number 18d sand of the way we do things around here, a critical factor in guiding day to day behavior and shaping a proximo course of action. Handy (1986) believes that it is these last two forms of culture, role and task, which are closely oft found in organizations. Handys categorization of eccentric persons of culture is useful for giving a picture of distinguishable organizational cultures. It serves to highlight both the difficulty of clearly be cultures and the profound implications of the cultural approach to organizations.Organizational Values basis help employees find meaning and purpose in their twist and link their individual efforts to those of the entire company. Our culture is the theatre in which we play out our lives. It is a major part of who we are. Robbins (1989) describes the culture of an organization as performing a number of functions within the organization as follows1.It provides a boundary defining role separating one organiz ation from another.2. It conveys a sense of identity.3. It enhances social system stability. Culture is the social glue that helps take on the organization together.4. It serves as a sense making and control mechanism that guides and shapes the attitudes and behavior of employees. Organizational culture defines the rules of the game.1.2 Discuss the organizational specific , legal , regulatory and ethical requirement impact on strategic leadership demands.Each company, business and composition must by law micturate a polity in place, based upon the law regarding equality, diversity, and discrimination they must, hand in hand with these, also pack a policy on company procedures of how they are to be implemented should an employee wish to bring a complaint based on any one or all of these premises. both policies must be freely available to employees, whom should be informed of their existence available as on request or as part of their contract.The legal status of your organisati on may affect how you drop use opposite types of finance. It is therefore useful to briefly review the limitations that protestent legalstructures impose on the use of debt or equity finance.Many social enterprises are structured as companieslimited by guarantee, as this is the close to widely usedstructure for a registered charity.1.3 rate current and emerging social concerns and expectations impacting on strategic leadership in the organisationIn todays competitive business climate, it is imperative that executives deal how to make appoint decisions quickly and decisively. Strategic decisions often entail considerable risks and can scram long-range implications for the organization. In this course, participants allow learn how to apply globe decision-making processes in narrate to reduce risk and choose the best course of action for their organizationOrganizations that understand the creative process and foster this with employees find themselves at the top of their ind ustry. They know how to harness the creative power of their workforce to develop new products and services. Creativity, however, is as much a matter of technique as intelligence.2.Be able to understand strategic leadership styles.2.1 Evaluate the relationship between strategic management and leadership.Strategic management is the art of managing employees in a way that maximizes the potential of achieving your business objectives. undecomposed managers instigate with a in- someone agenda and use their leadership skills to spread it throughout the organisation.One of the important aspect in strategic managemement is Evaluation and control.It consists of instruction execution data and activity reports .The information must be relevant to what is beingness monitored, one of the barriers to impressive control is the difficulty in developing appropriate measures of important activities and output.Leadership has been described as the process of social influence in which one person c an instruction on the aid and maintain of others in the accomplishment of a common task.Managers have subordinatesBy definition, managers have subordinates unless their surname is honorary and given as a mark of seniority, in which case the title is a misnomer and their power over others is other than formal authority. supercilious, transactional styleManagers have a position of authority vested in them by the company, and their subordinates work for them and largely do as they are told. Management style is transactional, in that the manager tells the subordinate what to do, and the subordinate does this not because they are a blind robot, but because they have been promised a reward (at minimum their salary) for doing so.Work taperManagers are paid to get things done (they are subordinates too), often within tight constraints of time and money. They thus of course pass on this work focus to their subordinates.Seek comfortAn inte confronting research finding about managers is t hat they tend to come from stable home backgrounds and light-emitting diode relatively normal and comfortable lives. This leads them to be relatively risk-averse and they will look outk to avoid conflict where possible. In terms of people, they generally like to run a happy ship.Leaders have fol write downsLeaders do not have subordinates at least not when they are leading. Many organizational leaders do have subordinates, but only because they are also managers. But when they want to lead, they have to give up formal authoritarian control, because to lead is to have followers, and next is unceasingly a voluntary activity.Charismatic, transformational styleTelling people what to do does not inspire them to follow you. You have to appeal to them, showing how following them will lead to their hearts desire. They must want to follow you enough to stop what they are doing and perhaps walk into danger and situations that they would not normally consider risking.People focusAlthough m any leaders have a charismatic style to some extent, this does not require a loud in-personity. They are always good with people, and quiet styles that give credit to others (and takes blame on themselves) are precise effective at creating the loyalty that great leaders engender.2.2 Evaluate the leadership styles and their impact on decision making.Leadership StylesRao (1986) has classified the leadership styles, on the basis of the earlier research at the Indian Institute of Management, into the followingA Benevolent or Paternalistic leadership style in which the top train manager believes that all his employees should be perpetually guided treated with esteem like a parent treats his children, is relationship oriented, assigns tasks on the basis of his own likes and dislikes, constantly guides them and protects them, understands their needs, salvages the situations of crisis by active involvement of himself, distributes rewards to those who are loyal and obedient, shares info rmation with those who are close to him, etcA full of life leadership style is characterized as closer to Theory X belief pattern where the manager believes that employees should be closely and constantly supervised, directed and reminded of their duties and responsibilities, is short term goal oriented, cannot tolerate mistakes or conflicts among employees, personal power dominated, keeps all information to himself, working strictly according to norms and rules and regulations and is highly subject oriented.A developmental leadership style is characterized as an empowering style, where the top manager believes in developing the competencies of his staff, treats them as mature adults, leaves them on their own around of the times, is long term goal oriented, shares information with all to build their competencies, facilitates the resolution of conflicts and mistakes by the employees themselves with minimal involvement from him. developmental style by nature seems to be the near ly desired organization building style. However some individuals and some situations require at times benevolent and critical styles. Some managers are not informed of the pre supreme style they tend to use and the effects their style is producing on their employees.ResultsRelationship between Leadership Style and Subordinate Feelings and ReactionsThe coefficients of correlational statisticss obtained between the three leadership styles taking into account all the niner situation and the six type of feelings or s police squady climate generated by each of styles is presented belowBenevolent styleBenevolent or paternalistic style was correlated with feelings of loyalty and dependence of subordinates on the manger. (r = 0.51)Benevolent style was also related to feelings of dislike for the boss and aim to avoid work ( r = 54)Benevolent style was negatively related to feelings of development, empowerment, ontogenesis and independent thinking ( r = -0.5), learning (r = -0.4), espri t de corps (r= -0.5) and satisfaction (r = -0.4)These bespeak that those who are close to the leader develop dependency on him/her while those who are not close to him/her develop resentment and other associated negative feelings.Critical StyleCritical style highly and positively related to resentment and dislike for the boss and work (r = 0.75)It was moderately and positively correlated with dependency and personal loyalty (r = 0.47)It was negatively correlated with empowerment and growth (r = -0.6), learning (r= -0.5), morale (r= -0.6) and satisfaction (r = 0.6)These indicate hat critical style also is not a desirable in general and leads to disastrous consequences.Development al StyleDevelopmental style was positively related to empowerment, growth and independence (r = 0.73), learning (r = 0.77), morale (r = 0.85) and satisfaction (r = 0.84)It was negatively correlated with dependence (r= -0.4) and feelings of resentment or dislike for the boss or work (r= -0.7)The findings ma ke it clear that developmental style is the most desired style in terms of creation of a growth oriented, developmental, and learning culture.These data indicate that it is the developmental style that creates most positive emotional climate. This is in very similar to the findings of McClelland on the characteristics of an Intuitional Leader.Relationship between situational style and the overall styleItem total correlations were computed between each of the items and the overall style across all the nine styles. Table 1 presents details. The coefficients of correlations are indicative of the predictive ability of each situation for the overall style of the candidate.The table indicates that all except one of the items dealing with management of mistakes have a reasonable high predictive ability as indicated by the item total correlations. The coefficients of correlation re rather high.Table 1 Coefficients of correlations between the style shown in each situation and the overall sty le scores across all the nine situations.S. No.Item Content or situationItem total correlation between the item dealing with the styleBenevolentCriticalDevelopmental1Goal setting or assignment of tasks.79.57.752Information sharing.75.59.833Managing mistakes.05.68.864Managing conflicts.52.61.785Rewarding or recognizing good carrying out.81.71.896Decision taking.7.76.867Performance monitoring.75.76.818Resource and support giving.81.74.829Responding to failures.74.67.842.3 Discuss why leadership styles call for to b adapted in different situation and evaluate the impact on the organization. in that location are many different ways to be a good leader and studies conducted have identified several(prenominal) distinct styles of leadership. These can be categorized in a variety of ways, each using different methods, techniques and tools to accomplish the same result of providing direction, implementing plans and motivating a group. Each leadership style will have varying degrees of suc cess in different situations and their effective use will also depend on the personality and personal skills of the leader involved.Leadership styles are commonly divided into 3 major typesAuthoritarian Or AutocraticLeaders using this style will have total authority over any decision making and will fundamentally tell their followers what needs to be done and how the tasks should does have its place and its uses it is particularly effective when time is limited, such as in an medical emergency, when it is vital for someone to take charge and prevent any chaos or confusion. It is also good for groups that need close supervision and would not necessarily have much useful to contribute to any decision-making process, such as when dealing with young children or very inexperienced employees.This style can also work well in a normal workplace setting if your employees already well-bonded and well-motivated and have trust in you as their leader. However, it is not generally recommended to use the domineering style all the time as this can lead to loss of motivation from followers, as resentment builds. This is particularly true when dealing with creative employees and team players, who may be keen to participate in the decision-making processes.Participative or DemocraticThis lovely of style prioritizes team participation and because each member isallowed to contribute his/her ideas and feels that their excitant is considered seriously, there is increased employee satisfaction and ownership.The democratic leader will listen to his groups ideas and give them fair consideration, although the ultimate authority for the decision will still rest with him.This style is often used in the workplace when the leader has some of the information needed and the employees have the other necessary parts, so that a break away decision can only be taken when everyones input is considered. It is oddly effective when you have knowledgeable and skilled employees. However, one draw back of this leadership style is that it can make it difficult to make quick decisions when time is short or there is an immediate urgency to a problem.Delegative Or Free ReignThis leadership style is also often called laissez-faire leadership, meaning that followers are effectively given free reign to make decisions and do what they think is appropriate. There is no continuous supervision or feedback from theleader to the group. Although this sounds risky, this leadership style can work if team members are highly-experienced and require little supervision to achieve the expect outcome. It is also useful because a leader isnt always able to do everything and often needs to delegate certain tasks, therefore, this style of leadership works well if the leader is able to trust and have confidence in the abilities of the people below him/her.Leadership Styles In Real LifeIn reality, most good leaders will use a combination of these main 3 types of leadership styles to achieve the best re sult in each specific situation. Naturally, one style may be more dominant or more often used than others, due to the leaders personality and personal skills, but often, the situation and milieu will also dictate which style is more suitable.In some cases, all three styles may be used at the same time such as a leader informing the group that a current procedure is not acceptable and that a new one needs to be established (autocratic), then asking for their ideas in creating a new procedure (democratic) before finally delegating certain tasks to different team members, for the implementation of the new procedure (delegative).3.Be able to secure achievment of organization involvment and objectives through strategic leadership.3.1 Develop a culture of professionalism, mutual trust , obligingness and support within the organization.Matching individuals to organizations is a crucial part of success for any company. The match between people and the companies for which they work is det ermined by the kind of organizational culture that exists.A culture of professionalism is essential for the progress of any organization. The degree to which an organizations values match the values of an individual who works for the company determines whether a person is a good match for a particular organization.The collective rules by which an organization operates define its culture. These rules are formed by shared behaviors, values and beliefs. Culture forms the basis for how individuals operate within the context of the organization. In large organizations, vision statements, mission statements and statements of values are often formalized to describe the companys culture.On the most basic level, culture is observable as a set of behaviors. Examples of culture at this level include the degree of formality with which employees conduct themselves, the organizations dress code, and the type of technology used. Beneath the level of observable behaviors are the values that underl ie behavior. Though these values determine behavior, they cannot be directly observed. At an even deeper level are the assumptions and beliefs that determine values. art object an organization or individuals values may remain within awareness and can be stated, assumptions and beliefs often exist at a lower place the surface and out of conscious awareness.Being aware of an organizations culture at all levels is important because the culture defines appropriate and inappropriate behavior. In some cultures, for example, creativity is stressed. In others, the status quo is valued. Some cultures are more socially oriented, while others are task-oriented. In some companys teamwork is key. In others, individual achievement is encouraged and valued. An organizations culture also determines the way in which employees are rewarded. Management tends to focus on a dominant source of motivation, such as pay, status, or opportunity for personal growth and achievement. The accessibility of man agement and the ways in which decisions are made are reflections of an organizations culture as well.It is important for individual values to match organizational culture because a culture of shared meaning or purpose results in actions that help the organization achieve a common or collective goal. An organization will operate more productively as a whole when key values are shared among the majority of its members. To that end, employees need to be comfortable with the behaviors encouraged by the organization so that individual motivation and group productivity remain high. High functioning organizations are comprised of individuals whose overt behaviors are consistent with their covert values.All of this is of crucial importance to managers. Senior executives usually set the tone by exerting core values that form the overall dominant culture shared by the majority of an organizations members. So, if management does not take the time to understand the culture that motivates an org anization, problems are inevitable. New procedures and activities will be very difficult to implement if they do not mesh with the organizations cultureSteps to ensure that individual are responsive to the goals and operating procedure of the organization start with the hiring process. Managers can foster the development of a positive culture by employing people who share the same values and vision that the organization represents. To do this, employers can spend time with prospects before they enter the organization as new employees. Once new hires are indoctrinated with the organizations values, they will form an objective perception of the environment that will solidify the organizations personality or culture2 Evaluate the impact of a strategic leaders clear focuss in leading the organization in the achievement of objectives.The benefits of good organisational skills in a leader will performance of the workforce.. An effective leader will be able to steer a course around and thr ough these challenges leading to successful implementation of service improvements. Leaders must have a clear understanding of both the formal and informal aspects of their organization as well as all their responsibilities for strategic development and change management. Then they will be able to get the most out of the organization and its workforce.The formal organisation includes the hierarchy and accountability arrangements, information systems, committee structure and meetings, employment and pay issues. The informal features include relationships, the kinds of behaviours that are expected and reward, communication, distribution of power and how conflicts are handled.The development of a learning culture is a practical measure to enable the work force to regularly nicety their skills and knowledge and address their organisations objectives through their delivery of high quality services. The destructive influence of hiring someone who does not share the same set of values, go als and commitment assiduous by the organization will weaken a strong chain of links and bonds. An employees performance depends on what is and what is not proper among his or her peers, which in turn affects that individuals behavior and motivation to participate and contribute within the organizational framework. An effective means of keeping employees aligned with the values and goals of an organization is by developing a culture that encourages employees to focus on a higher purpose for their work. Values that support this kind of cohesive operation include the idea that people Creating an environment where people enjoy and value their work is key. To do this effectively, leaders must be sure to notify clear expectations for every member of the organization. These expectations should be back up by the words and actions of managers who regularly let people know how their work is important to the organization. Individuals should be given assignments that are consistent with the ir strengths and interests, and opportunities for continued learning and growth should be provided as well.Strategic leader provides the vision, direction, the purpose for growth, and context for the success of the corporation.The two important parts of strategic achievement are formulation and implementation. While both parts are essential to achieving superior organizational performance, the implementing strategy is where most companies succeed or fail. Strategic skills are necessary in golf-club to define and achieve specific goals and objectives. Strategic thinking involves the ability to identify a relevant desired state, assess the starting state, and then establish and journey the appropriate path of transition states required to reach the desired state. A key element of effective strategic thinking is determining which operators and operations will most efficiently and effectively influence and move the present state in the direction of the desired state.Successful leaders know and accept themselves and are able to be present in someone elses world without judgement. They are people who see linkages and trends in situations, to trust themselves,and are able to think multi-dimensionally, being focused and expansive at the same time. They can manage ambiguity, they can enter a situation at any point, easily cope with future requirements.Another level of process involves the strategies, skills and capabilities by which the organisation or individual selects and directs actions within their environment i.e. how they generate and guide their behaviours within a particular context. For an individual, capabilities include cognitive strategies and skills such as learning, memory, decision making and creativity, which facilitate the performance of a particular behaviour or task. On an organisational level, capabilities relate to the infrastructures available to support communication, innovation, planning and decision making between members of the organisation .3.3 Analyze how strategic leader support and develop understanding of the organizations direction.Leadership is an interactive process, the collective energy of a group, organization, or nation is focused on the attainment of a common objective or goal. Through leadership, clarity of purpose, direction, and means is achieved. There is also a perception of shared commitment by members. However, leadership tasks at the top of a large scale organization are different from those at lower levels because the nature of work changes as an individual moves up through the hierarchy of an organizationThe major functions performed by progressively higher levels of the organization are increasingly indirect, complex, and ill-defined. The lower levels deal with well- understood procedures. The resource requirements are modest, and expectations of performance are clear. Leadership is direct leaders are expected to influence the course of events by their own actions.At higher levels, requirements are less clear, problems are less defined, and there are situations where developed procedures or precedents do not exist. Leaders at higher levels must be creative in problem solving, more innovative in their thinking. They must also be more proactive, in the sense of looking further forward more perceptively to set directions that play out over long periods.Organizational leaders may influence several hundred to several thousand people. They do this indirectly, generally through more levels of subordinates than do direct leaders. The additional levels of subordinates can make it more difficult for them to see results. Organizational leaders have staffs to help them lead their people and manage their organizations resources. They establish policies and the organizational climate that support their subordinate leaders.Organizational leadership skills differ from direct leadership skills in degree, but not in kind. That is, the skill domains are the same, but organizational leaders must deal with more complexity, more people, greater uncertainty, and a greater number of unintended consequences. They find themselves influencing people more through policymaking and systems integration than through face-to-face contact.Organizational leadersfocus on planning and mission accomplishment over the next two to ten years.Getting out of their offices and visiting the parts of their organizations where the work is done is especially important for organizational leaders. They must make time to get to the field to compare the reports their staff gives them with the actual conditions their people face and the perceptions of the organization and mission they hold. strategical LEADERSHIPStrategic leaders are generally responsible for large organizations and may influence several thousand to hundreds of thousands of people. They establishorganizational structure, allocate resources, and communicate strategic vision.Strategic leaders work in an uncertain environment on highly c omplex problems that affect and are affected by events and organizations impertinent their own.Strategic leaders apply many of the same leadership skills and actions they mastered as direct and organizational leaders however, strategic leadership requires others that are more complex and indirectly applied.Strategic leaders, like direct and organizational leaders, process information quickly, assess alternatives based on incomplete data, make decisions, and generate support. However, strategic leaders decisions affect more people, commit more resources, and have wider-ranging consequences in both space and time than do decisions of organizational and direct leaders.3.4 Discuss how strategic leadership styles are adapted to meet changing needs, and to enable organizational development and commitment.In order to determine what the effective leadership styles are, it is essential to have a basic understanding of what leadership is.Various Types of Leadership StylesYou may discover tha t some of the following are effective leadership styles that you can use in managing people.Charismatic LeadershipSome believe that charisma is inborn. This is the characteristic of a person who inspires without trying very hard. He or she appears to have a natural ability at leading others. This is such a leadership style that can inspire others. This is usually associated with demagogues. Charismatic leaders need to focus on leading others to attain the objectives of the organization. If they are not careful, this ability may go to their heads.Participative LeadershipThis style is important in making teams work effectively. The leader is both leader and active participant.Contingency leadershipThis is the type of leadership where plans are made in taking care of any possibility that something may go wrong. Risk management is part of this.Autocratic Leadership styleThis involves use of position, power and authority. Simply put, What I say is the law