Organizing Culture: Leader Roles, Behaviors, and Reinforcement Mechanisms

• Main Authors: GEORGE, Gerard, SLEETH, Randall G., SIDERS, Mark A.
• Format: text
• Language: English
• Published: Institutional Knowledge at Singapore Management University 1999
• Subjects: corporate culture; corporate leadership; Leadership Studies; Organizational Behavior and Theory; Strategic Management Policy
• Online Access: https://ink.library.smu.edu.sg/lkcsb_research/4917; https://ink.library.smu.edu.sg/context/lkcsb_research/article/5916/viewcontent/Organizing_Culture_1999.pdf
• Institution: Singapore Management University

Organizational leaders provide the primary impetus in defining, forming and shaping corporate culture. Leadership literature emphasizes on the leader's role in "articulating a vision" and the leader's pivotal role in establishing culture by setting objectives and then removing hurdles by smoothing the path for attaining those objectives. The model of corporate culture transmission focuses on behaviors that corporate leaders employ to create, communicate and manage corporate culture. However, the model does not emphasize interpretation and identification with leader behaviors in ways that would cause members to embrace the leader's values and beliefs. Improved focus over two decades does not yet include understanding of employee interpretation, identification, and internalization of the leader's vision in ways that cause cultural change in the organization. Culture affects members of an organization by influencing behavior and performance outcomes, including economic efficiency. Culture can also affect an organization's environment.