Getting It Done: The role of leaders in building and maintaining an execution culture

• Main Authors: Balgos, Marcial Orlando A, Jr, Franco, Edna P
• Format: text
• Published: Archīum Ateneo 2016
• Subjects: Culture; execution; grounded theory; leaders; strategy; Organizational Behavior and Theory
• Online Access: https://archium.ateneo.edu/gsb-pubs/9; https://www.elkjournals.com/MasterAdmin/UploadFolder/THE%20ROLE%20OF%20LEADERS%20IN%20BUILDING%20AND%20SUSTAINING%20AN%20EXECUTION%20CULTURE-2/THE%20ROLE%20OF%20LEADERS%20IN%20BUILDING%20AND%20SUSTAINING%20AN%20EXECUTION%20CULTURE-2.pdf
• Institution: Ateneo De Manila University

The presence of an execution culture in organizations is crucial to ensuring that strategies get carried out (Bossidy et al., 2000; Lee & Chen, 2007). This study attempts to describe how leaders are able to build an execution culture in six Philippine companies, using convergent interviews analyzed through the grounded theory lens. Results indicate an emergent execution culture building and development model composed of five leadership actions: inclusion of multiple levels in strategy planning, identification of roles and accountabilities, communication of directions, monitoring of implementation, and connecting performance to appropriate rewards. Also included in the emergent model are key actions of the leader, such as display of personal touch to motivate and develop people, leading by doing as well as championing of execution-supportive organizational values. The emergent model offers another way of looking at the execution culture development process, culturally nuanced from Western models.