Relevant bibliographies by topics / Organisational culture – Inclusive leadership

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  1. Journal articles
  2. Dissertations / Theses
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  5. Conference papers

Academic literature on the topic 'Organisational culture – Inclusive leadership'

Author: Grafiati
Published: 4 June 2021
Last updated: 5 February 2022

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Journal articles on the topic "Organisational culture – Inclusive leadership"

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Ainscow, Mel, and Abha Sandill. "Developing inclusive education systems: the role of organisational cultures and leadership." International Journal of Inclusive Education 14, no. 4 (June 2010): 401–16. http://dx.doi.org/10.1080/13603110802504903.

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Magnier-Watanabe, Rémy, and Dai Senoo. "The Role of a Strong Corporate Mission for Knowledge Management." Journal of Information & Knowledge Management 10, no. 02 (June 2011): 109–22. http://dx.doi.org/10.1142/s0219649211002869.

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This research, using large questionnaire data collected from a Japanese pharmaceutical company, attempts to examine the impact of organisational culture, leadership, and reporting styles on knowledge management, which can support innovation, assessing the significance of levels of comprehension and implementation of the corporate mission. Those with a better understanding and consistent realisation of the corporate mission were found to spend significantly more time on knowledge management activities, suggesting that the organisation should better communicate the corporate mission to employees and translate it into clear objectives. Moreover, these results have revealed discriminate enablers of knowledge management among employees with higher levels of comprehension and implementation of the corporate mission and those with lower levels. In the former group, time spent on knowledge management activities was solely the result of organisational culture, while in the latter, involvement in knowledge management was the product of both high open-mindedness and more inclusive reporting. These findings suggest first that a strong mission shared and put into practice among the workforce is a powerful driver of knowledge management, and second, that open-mindedness and more inclusive reporting can substitute for a strong corporate mission and support knowledge management activities.
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Ronnie, Linda, and Sarah Boyd. "Alison Bourne: leading at Bergmann engineering works (SA)." Emerald Emerging Markets Case Studies 9, no. 3 (November 4, 2019): 1–18. http://dx.doi.org/10.1108/eemcs-05-2019-0110.

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Learning outcomes The learning objectives to be drawn from the case are to evaluate the various biases that women face in organisational life, understand the challenges facing women at all organisational levels, understand the importance of adopting a proactive approach to change perceptions and discriminatory behaviours and processes and appreciate the role that an inclusive culture within an organisation can play in advancing and championing women’s progression to senior management roles. Case overview/synopsis The case highlights the challenges facing women in leadership positions in emerging economies and societies in transition like South Africa and explores the role that gender plays in the world of work. It focuses on the dilemmas faced by Alison Bourne, newly promoted to the CEO role at Bergmann Engineering Works (SA).The case shows that, despite the positive contribution resulting from the inclusion of women in organisations, women experience a multitude of obstacles. Some of the limitations highlight that women must work even harder to be perceived as legitimate leaders. These challenges come about despite research showing that the inclusion of women in the workforce improves company performance, enriches the knowledge base and improves the decision-making quality of company boards. Complexity academic level Postgraduate business students at the master’s level. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 6: Human Resource Management
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Edwards, Luke David, Alex Till, and Judy McKimm. "Meeting today’s healthcare leadership challenges: is compassionate, caring and inclusive leadership the answer?" BMJ Leader 2, no. 2 (April 12, 2018): 64–67. http://dx.doi.org/10.1136/leader-2017-000031.

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The delivery of high quality, compassionate care is imperative for all healthcare organisations and systems. Current thought leadership explores the necessity for compassionate and inclusive leadership as a prerequisite to develop the culture within which this can be achieved. In this article, we explore the background to this thinking and how it might work in practice.
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Thorne, Iona, Jeremy Cox, and Edward Baker. "Sharing learning from hospital trusts on a journey of quality improvement." BMJ Leader 3, no. 1 (March 2019): 24–26. http://dx.doi.org/10.1136/leader-2018-000129.

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BackgroundQuality improvement (QI) has been shown to deliver better patient outcomes, and improved operational, organisational and financial performance when led effectively and supported by organisational systems and training. Surveys of staff and patient satisfaction also show positive effects. In many trusts that Care Quality Commission (CQC) has rated as outstanding, a culture of QI has been embedded throughout the organisation.ObjectivesWe wanted to hear trusts’ experiences of using QI as a systematic approach to improving service quality, efficiency and morale, and share learning from these organisations to drive further improvement to quality of care.MethodsUsing CQC’s comprehensive inspection programme of all healthcare providers nationally, we identified 19 trusts for inclusion and carried out an in-depth review of their improvement journeys.ResultsWe found that commitment from the board and senior leadership is crucial to ensuring success on the QI journey, modelling effective leadership behaviours that enable all staff to deliver improvement. These organisations have a systematic approach to QI, using a consistent model, anchored in a systems perspective, and often across a health system. The model of improvement requires leaders of all backgrounds and frontline staff to work together in improvement, and can help to break down barriers between managers and clinicians, and providers and patients, so there is a shared purpose to deliver better care to patients.ConclusionsQI is not a magic bullet, but is an important factor in the evolution of an organisation from a traditional ‘command and control’ form of management towards higher performing approaches to the design and management of work.
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Rowland, Andrew Graeme, and Keerthi Mohan. "Handling concerns raised about doctors: time for local changes." British Journal of Healthcare Management 26, no. 4 (April 2, 2020): 1–11. http://dx.doi.org/10.12968/bjhc.2019.0085.

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NHS organisations must be assured that appropriate protections and support are in place for their employees, especially when incidents occur or concerns arise. These assurances are an essential part of fostering a just and inclusive culture under an overarching banner of compassionate leadership, while also ensuring that any concerns are properly investigated. In mid-2019, the General Medical Council published their Hamilton review into Gross Negligence Manslaughter. As a result, NHS Improvement wrote to NHS trusts about managing local investigation processes for disciplinary investigations of all types. Employers and educators of healthcare professionals have a responsibility to consider how they will put these recommendations and requirements into practice, yet there is currently no clear implementation guidance. The authors make implementation recommendations that should be considered by NHS organisations and Health Education England as part of their compassionate leadership and just culture processes.
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Feijó, Fernando, Débora Gräf, and Anaclaudia Fassa. "O2B.2 Risk factors for workplace bullying: a systematic review." Occupational and Environmental Medicine 76, Suppl 1 (April 2019): A14.3—A15. http://dx.doi.org/10.1136/oem-2019-epi.38.

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IntroductionWorkplace bullying has a high prevalence in organisations and is associated to several health problems. However compiled information on its risk factors remains a gap in the literature. Thus this study aimed to systematically review risk factors for workplace bullying in an epidemiological approach.MethodsStudies were selected by a systematic search in Medline (PubMed) and BIREME (LILACS, IBECS, BINACIS, BDENF, Index Psicologia, WHOLIS, MedCarib and Coleciona SUS) databases. Inclusion criteria were articles in English, Spanish or Portuguese, providing statistical analyses on risk factors for workplace bullying. Quality was assessed using an adapted version of the Downs and Black checklist. PRISMA and MOOSE guidelines were used for reporting papers.ResultsFifty-one papers were included in the review. 70.6% were from European countries. Women were reported to be at higher risk of being bullied in most studies. The association of age, marital status and personality traits with bullying varied across studies. Authoritarian and laissez-faire leadership styles were positively associated to bullying. Several occupational risks related to the work organisation and psychosocial factors – such as the stress – were strongly associated to workplace bullying.ConclusionsFindings from this review highlight the central role of organisational factors on bullying determination, in which the human resource management is a key distal factor. Policies to prevent bullying must address the culture of organisations, facing the permanent challenge of developing safe psychosocial work environments.
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Mayo, Andrew. "Applying HR analytics to talent management." Strategic HR Review 17, no. 5 (October 8, 2018): 247–54. http://dx.doi.org/10.1108/shr-08-2018-0072.

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Purpose The purpose of this paper is to summarise the different areas of talent management and how HR metrics and analytics can be harnessed to make those areas more effective. Design/methodology/approach The paper first discusses the different definitions of “talent”. It then takes three areas for the application of metrics and analytics – data about individuals, the effectiveness and efficiency of talent processes and the extent of the supporting culture. Findings The definition of talent should not be confined to senior leadership only, nor be fully inclusive of every employee, but organisations need to define those individuals and groups where some specific attention will benefit the organisation; it is as important to understand the potential of all employees as it is to assess their performance; metrics should be chosen for all talent processes and related to business KPIs where possible. Practical implications This is a practical paper giving guidance to talent managers in organisations on how to apply and utilise people analytics. Originality/value This paper is based mostly on the writing, models and experience of the author.
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Hølge-Hazelton, Bibi, Thora Grothe Thomsen, Mette Kjerhol, and Elizabeth Rosted. "Implementing a vision of person-centredness across a new university hospital in Denmark." International Practice Development Journal 11, no. 1 (May 19, 2021): 1–3. http://dx.doi.org/10.19043/ipdj.111.013.

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The experience of a collaborative process to build a research and development culture at a new university hospital underlined that the Person-centred Practice Framework (McCance and McCormack, 2017) forms a solid and valuable foundation for ongoing work. The fact that the process has involved researchers, leaders at different levels, clinical nurse specialists and other healthcare professionals makes the framework’s focus on the whole care environment especially relevant. How work towards a nursing research culture developed into a person-centred strategy In 2010, the management at our hospital in Denmark established a director of nursing research position, with a remit to create, develop and support a research culture within the nursing and allied health professions. No guidance was offered on how this should be done and as a consequence the ideas and professional profile of the person hired were highly influential (Hølge-Hazelton, 2019). Having a solid background in action research and studies of vocational and professional education, the new director launched a collaborative process to identify the desired characteristics of the research culture. Those contributing included the networks of clinical development nurses and head nurses, and the executive director of nursing. The proposed vision that emerged was: Our research culture should be constructive, creative, inclusive and visible at all levels of the hospital. This vision was discussed and agreed among all head nurses at the hospital. The idea was that the culture should be everybody’s business and include all levels of nursing, and furthermore that these levels would be interdependent and dynamic. The strategy to achieve this was defined as ‘bottom up, top down and don’t forget the middle’, to signal that research and development are closely related and that they should be participatory, based on a broad understanding of evidence (Rycroft-Malone, 2010), clinically relevant, and supported by the hospital’s leadership. Within the first years of work towards realising the vision, two more nursing researchers were hired in clinical departments at the hospital. They also had a background in personal and organisational learning processes, organisational development and action research. Their task was to support the realisation of the strategy at departmental and unit level.
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Volosnikova, L. M., V. I. Zagvyazinskiy, E. A. Kukuev, L. V. Fedina, and O. V. Ogorodnova. "The convergence of the concepts of academic and inclusive excellence at research universities." Education and science journal 23, no. 4 (April 18, 2021): 43–78. http://dx.doi.org/10.17853/1994-5639-2021-4-43-78.

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Introduction. In the 21st century, there is an active involvement of universities in inclusive processes; however, against the backdrop of increasing diversity, new types of inequality arise in higher education. The processes of transformation of organisational cultures in universities and their research agenda under the influence of inclusion need to be studied.The aim of the present research was to analyse the convergence of concepts of academic and inclusive excellence in foreign universities of the world level, the impact of convergence on their missions, the values expressed in official strategies, the research agenda and the infrastructure of scientific collaborations.Methodology and research methods. The authors conducted a content analysis of three strategies of world-class University associations (the Association of American Colleges and Universities, the Association of Universities in Canada, the League of European Research Universities), nine strategies for the development of universities in the USA and Canada, the European Union, and Australia. A scientometric analysis of Web of Science metadata was performed using the VOSViewer software.Results and scientific novelty. The current research confirms the convergence of values of academic excellence and inclusion in research universities. It is revealed that the concept of inclusive excellence of the university is an enriched version of its academic excellence and denotes a set of university strategies and practices aimed at achieving the best results in training, research and services through maintaining diversity and inclusive processes. The world's leading universities are actively involved in the process of creating an inclusive friendly environment and services, which are accessible to all members of the educational process, regardless of their social status and development characteristics. When universities reach academic heights, they recognise inclusion as the next level of their development. In turn, inclusion becomes a factor in the movement of the university towards academic excellence. The key characteristics and contradictions of the convergence of the concepts of inclusive and academic excellence of universities are identified. The local models of inclusive excellence of universities and the contexts, which influence these models, are described. The gaps between educational policies and research agendas of leading universities are revealed. The clusters of international studies on inclusive processes in higher education are highlighted.Practical significance. Russian universities, which implement the federal programme for improvement of international competitiveness based on the values of academic excellence, are developing in accordance with global trends. Therefore, the model of inclusive excellence of the university can be used in practical terms to implement inclusive strategies and overcome social inequality both at the university and outside of it within the framework of a new educational initiative of Russia on academic leadership.
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Dissertations / Theses on the topic "Organisational culture – Inclusive leadership"

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Mavrokordatos, Amanda. "Cultivating creativity: the relationship between inclusive leadership, psychological safety, vitality, openness to experience and creative work involvement." Thesis, Stellenbosch : Stellenbosch University, 2015. http://hdl.handle.net/10019.1/97996.

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Thesis (MCom)--Stellenbosch University, 2015
ENGLISH ABSTRACT : Organisations are rapidly discovering the invaluable influence of creativity and innovation at work. An individual’s capacity to engage creatively with his or her work is becoming increasingly recognised as integral for organisational success and competitive advantage. The quest for an increase in creative output is driven by the following question: what causes variance in creative work involvement? The purpose of this study was to address the question of variance in creative work involvement across a variety of industries. In order to do so empirically, a structural model was developed after an interrogation of the literature to present the hypothesised relationships suggested through previous research. In essence, this study explored the significance of four relationships: (1) the effect of psychological safety on creative work involvement, (2) the effect of inclusive leadership on psychological safety, (3) the effect of openness to experience on creative work involvement, and (4) the moderating effect of vitality on the relationship between psychological safety and creative work involvement. The research approach was a quantitative study in which an ex post facto correlation research design was used. A total of 39 organisations participated in the study; they are located in the Western Cape, Eastern Cape and Gauteng provinces in South Africa. An electronic self-administered survey that consisted of six sections and 39 items was distributed to employees in varying roles and across different industries. Participation was voluntary; 519 employees engaged in the survey. Multiple regression analysis was used in order to evaluate the data collected. Creative work involvement, psychological safety and vitality were measured by utilising the measurement items presented by Kark and Carmeli (2009). Inclusive leadership was measured using nine items from Carmeli, Reiter-Palmon and Ziv (2010). Lastly, openness to experience was measured using the HEXACO-60 survey (Lee & Ashton, 2004), of which only the 10 items pertaining to this construct were included in the survey presented to the participants. The findings reveal that psychological safety had a significant effect on creative work involvement, and inclusive leadership was shown to have a significant effect on psychological safety. In addition, there was a significant positive relationship between openness to experience and creative work involvement. Moreover, vitality was shown not to have a significant moderating effect on the relationship between psychological safety and creative work involvement. It also was found that the relationship between vitality and creative work involvement was significant. The discussions and implications of this research suggest a number of implementations with which managers can engage in order to stimulate creative behaviour and further encourage creative work involvement through strategic decision making at a variety of organisational levels. Greater levels of creative work engagement can be achieved for the overall success of the organisation, which could have an impact on the global community at large.
AFRIKAANSE OPSOMMING : Organisasies besef toenemend die onskatbare waarde van kreatiwiteit en innovasie in die werkplek. ’n Individu se vermoë om kreatief met sy of haar werk om te gaan, word toenemend erken as noodsaaklik vir ’n organisasie se sukses en mededingende voordeel (Florida & Goodnight, 2005, soos Bissola & Imperatori, 2011). Die soeke na ’n toename in kreatiewe uitset/produksie/opbrengs/vermoë word gedryf deur die volgende vraag: wat veroorsaak variansie in kreatiewe werksbetrokkenheid? Die doel van hierdie studie was om die vraag oor variansie in kreatiewe werksbetrokkenheid in ’n verskeidenheid industrieë aan te spreek. Om dit empiries te doen, is ’n strukturele model, na bestudering van die literatuur, ontwikkel wat die hipotetiese verhoudinge uitbeeld wat deur vorige navorsing gesuggereer is. In wese verken hierdie studie die beduidendheid van vier verhoudinge: (1) die effek van sielkundige veiligheid op kreatiewe werksbetrokkenheid, (2) die effek van inklusiewe leierskap op sielkundige veiligheid, (3) die effek van ontvanklikheid vir ervaring op kreatiewe werksbetrokkenheid, en (4) die modererende effek van lewenskragtigheid op die verhouding tussen sielkundige veiligheid en kreatiewe werksbetrokkenheid. Die navorsingswerkswyse is ‘n kwantitatiewe studie waarin ʼn ex post facto-korrelasionele navorsingsontwerp gebruik is. ’n Totaal van 39 organisasies, geleë in die Wes-Kaap, Oos-Kaap en Gauteng, het aan die studie deelgeneem. ’n Elektroniese selfgeadministreerde vraelys, bestaande uit ses afdelings en 39 items, is onder werknemers in verskeie rolle en in verskeie industrieë versprei. Deelname was vrywillig en 519 werknemers het die vraelys voltooi. Meervoudige regressie-analise is gebruik om die ingesamelde data te evalueer. Kreatiewe werksbetrokkenheid, sielkundige veiligheid en lewenskragtigheid is gemeet met behulp van die metings-items wat deur Kark and Carmeli (2009) voorgestel is. Inklusiewe leierskap is gemeet met nege items van Carmeli, Reiter-Palmon en Ziv (2010). Laastens is die ontvanklikheid vir ervaring gemeet met gebruik van die HEXACO-60 opname (Lee & Ashton, 2004), waarvan slegs die 10 items wat betrekking het op hierdie konstruk ingesluit is in die vraelys wat aan die deelnemers voorgelê is. Die bevindinge het getoon dat sielkundige veiligheid ’n beduidende effek op kreatiewe werksbetrokkenheid het en dat inklusiewe leierskap ‘n beduidende effek op sielkundige veiligheid het. Bykomend hiertoe is ’n beduidende positiewe verwantskap tussen ontvanklikheid vir ervaring en kreatiewe werksbetrokkenheid gevind. Verder is aangedui dat lewenskragtigheid nie ’n beduidende modererende effek op die verwantskap tussen sielkundige veiligheid en kreatiewe werksbetrokkenheid het nie. Daar is ook bevind dat die verwantskap tussen lewenskragtigheid en kreatiewe werksbetrokkenheid beduidend is. In die bespreking en implikasies van hierdie navorsing word ’n aantal voorstelle gemaak wat bestuurders kan implementeer om kreatiewe gedrag te stimuleer en kreatiewe werksbetrokkenheid verder aan te moedig deur strategiese besluitneming op ’n verskeidenheid van organisatoriese vlakke. Groter vlakke van kreatiewe werksbetrokkenheid kan bereik word wat die oorkoepelende sukses van ’n organisasie bevorder, wat dan weer ’n impak op die globale gemeenskap kan hê.
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Egan, Julia. "Exploring the relationship between leadership, leadership behaviours and organisational culture." Thesis, University of Dundee, 2010. https://discovery.dundee.ac.uk/en/studentTheses/688a2b1d-651b-4fff-931a-c7049b6f50c4.

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This thesis explores the theme of leadership in the NHS, specifically focusing on nursing. Leadership has become an important area in recent years, particularly in relatiion to improving efficiency, effectiveness and quality of services. As nurses provide 80% of care in the NHS, their role is pivotal in achieving any change. Despite the importance placed on leadership in the NHS, literature shows little is known about perceptions of leadership, how leaders function or what importance staff place on the culture and context in which they work. This study is based on the findings of 28 qualitative interviews with leaders in two health boards in Scotland. Through the presentation of informants' perceptions, beliefs and collective accounts, the study illustrates how staff view leadership in the NHS and provides some significant results. Firstly, it proposes that leadership is comprised of two elements; one relating to individuals and one relating to how individuals function in organisations. Secondly, it indicates three models of leadership are particularly relevant and how these differ according to role and hierarchy. Thirdly, it reveals leadership and management as disticnct components. In nursing a number of complexities make these roles challenging, and the culture and context of health borads influence how these fundtion in practice. Finally, this research concludes that staff value a clear set of characteristics, styles and behaviours not related to vision and change but which centre on character, values, integrity and engagement. The study has considerable impolication for emerging work on leadership in the NHS and for the future development of leadership roles in nursing.
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Hedges, Pamela M. "Leadership and culture : international perceptions of organizational leadership." Curtin University of Technology, School of Management and Marketing, 1995. http://espace.library.curtin.edu.au:80/R/?func=dbin-jump-full&object_id=11819.

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This study is a comparative investigation of organizational leadership internationally in Australia, Singapore and Malaysia. The thesis developed is largely based on the "PM" (Performance/Maintenance) model of leadership developed by Misumi over the last three or four decades in Japan.The Misumi model sets a precedent interesting for its Eastern juxtaposition with Hofstede and for the tension it recognizes between behaviours general to all situations of organizational leadership and those which are context-specific. In addition to the focus on this theory in particular, the study examines the relationship of national and personal values to perceptions and interpretation of organizational leadership behaviour. The underlying purpose is to increase understanding of cross-cultural variables in the field of organizational leadership.For its premise, the research undertaken makes the suggestion that leadership behaviours are influenced by national cultural variables and therefore national similarities or differences are, at least to some extent, culturally determined. It is the scope of this cultural imperative which becomes the focus for the thesis. Hypotheses developed, and the data gathered to test them, centre on the perceptions of consistency between organizational leadership in Australia, Singapore and Malaysia.
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Alkhamali, Khaled Salem H. "Leadership style, organisational culture and disputes in public construction." Thesis, Heriot-Watt University, 2014. http://hdl.handle.net/10399/2774.

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The increasing occurrence of construction disputes has compounded the fragmentation, complexity and adversarial nature of the construction industry. Disputes are associated with high cost, delays, low quality and even the destruction of important relationships among project parties that have taken long years to build and disputes have become ‘the rule rather than the exception’. Despite considerable attempts in literature towards dispute minimization in construction projects, very few studies have addressed the roots behind the occurrence of disputes. Leadership and organisational culture are key influential factors in the construction industry. Effective project leaders should, not only achieve the goals and objectives of the organisations they lead, but also, minimize conflicts and disputes. Also by instilling strong organisational culture, construction organisations can control dispute to minimum levels. Therefore, this study aims to draw research attention toward the core of disputes by providing theoretical insight and empirical investigation concerning the roots of this problem. A framework is presented to minimize disputes in public organisations of construction. The mixed methodology adopted includes a survey conducted to investigate the current practice and semi-structured interviews to explore best practice that combined to form a foundation for the framework that assess leaders and organisations to minimize construction disputes. The findings revealed that among the most significant dispute causes are: delay by the contractor, lack of team spirit, slow contractor response, poor communication, unrealistic tendering, inadequate contractor selection, unforeseen site conditions and inadequate site supervision. Significant correlations were noted between transformational leadership and the most significant dispute causes. Also significant association was indicated between clan culture and disputes. Emerging from the study is that transformational leadership and clan culture appear to be the most suitable leadership style and organisational culture, respectively, in public construction organisations (owner organisations) that help minimize disputes with contractors.
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Befile, Nomawethu. "The relationship between organisational culture, transformational leadership and organisational change outcomes in public intensive care units." Thesis, Nelson Mandela Metropolitan University, 2017. http://hdl.handle.net/10948/14576.

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Organisational change in any organisation, including the healthcare industry, implies a change in organisational culture. The concept of organisational culture refers to those values and norms within an organisation that are prescribed by both the employer and the employees as to how to behave. However, organisational culture should not be viewed in isolation, as culture and leadership are intertwined. Transformational leadership within an organisational culture serves to achieve its goal, missions and aims by influencing, motivating and creating a mutual relationship between employees and employers, which brings about effective organisational change. The alignment of organisational culture and leadership with a hospital’s vision is important to ensure optimal healthcare delivery and organisational change outcomes. A positivistic research paradigm, with a quantitative, explorative, descriptive and contextual approach, was used to conduct the research study. The research study explored whether a supportive organisational culture, transformational leadership and organisational change outcomes were prevalent in public intensive care units. Secondly, the study aimed to investigate the relationship between organisational culture, transformational leadership and organisational change outcomes in public intensive care units in the Nelson Mandela Bay. Data was collected by means of a structured and previously validated questionnaire with a Cronbach’s alpha of more than 0.80. The target population was registered nurses who work in the intensive care units in the public hospitals. The sample was composed of 56 registered nurses and 4 enrolled nurses who were selected from public hospital intensive care units in Nelson Mandela Bay. Descriptive statistics, linear regression analysis, correlation and a Chi-square test were used to describe the hypothesised relationship between organisational culture and transformational leadership (independent) with organisational change outcomes (dependent variable). The results of this study revealed that the alternative hypothesis was accepted as the P value, was less than 0.05 in all variables. This proved that there was a significant relationship between organisational culture, transformational leadership and organisational change outcomes in the public intensive care units which were sampled. Recommendations are made as to how organisational culture can enhance and support transformational leadership and organisational change outcomes to promote a positive change outcome in public intensive care units. Ethical considerations were maintained throughout the research study.
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Judson, Robert Graham. "A study of the effects of leadership style and organisational culture on organisational performance." Thesis, Kingston University, 2009. http://eprints.kingston.ac.uk/20883/.

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Although there is considerable anecdotal suggestion that leadership style and organisational culture together influence organisational performance, Allen and Thatcher (1995) and Trice and Beyer (1993) claimed that there was little academic evidence to support this. A review of subsequent literature suggests that this situation has not changed. This view is supported by Block (2002, p.1) who suggests that 'despite numerous references to a relationship between these two constructs in the academic and populare literature, little systematic research has been conducted to examine the specific nature of the relationship'. Whilst there is considerable, research into the individual relationship between narrowly defined aspcts if organisational culture and leadership on organisational performance there is little research into their combined effects. A review of the literature shows none that addressed the variables as generic concepts. The gap in the research forms the aim of this study, which seeks to provide systematic research and empirical evidence into the relationship of different combinations of generically defined leadership style and organisational culture on organisational performance. Following a review of literature, the Blake and Mouton (1985) task versus relationship classification of style and the Deal and Kennedy (1982) risk versus speed of feedback classification of organisational culture were adopted as the most suitable generic feedback classifications of the variables. From a review of the literature, no explicit methodology was found for applying the selected classification method for organisational culture. Similarly, the selected methodology for classifyingleadership style was perceived as being too narrow to be used on its own. To address these issues a mixed methodology was devised and utilised. The mixed method approach employed questionaires, one to one interviews, focus groups and observation. A case study approach was adopted and sought a correlation between different combinations of variables and different levels of performance. The setting for the empirical phase of the study was the UK Building Services Industry and four of the leading organisations, with a range of levels of performance, participated. Analysis of the data collected indicated that; (i) there is an industry specific organisational culture in the selected sector, (ii) that the industry specific organisational culture acts as a constant and not a variable and (iii) that organisational performance is directly related to the leadership style sequence. The findings of the study indicate that the relationship between the leadership style sequence and organisational performance is a function of two imperatives. Firstly for the highest level of performance the leader needs ta have a preferred dominant style which has the maximum concern for task. Secondly the leader needs to maintain this maximum concern for task as he changes style when the dominant or preferred style fails to get the required result. This study contribute to extant literature in several ways. Firstly, by providing an explicit mixed method of applying generic organisational culture and leadership style classifications. Secondly, by confirming the existence of industry specific culture in some sectors and identifying that the industry specific culture in the UK Building Services Industry as the Deal and Kennedy (1982), Work Hard Play Hard Type. Thirdly by identifying that organisational performance is directly related to the leadership style sequence suggested by Blake and Mouton (1985). Finally the study suggests a specific management action plan to improve or maintain organisational performance.
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Hofreiter, Deborah. "Principal Preparation in Special Education| Building an Inclusive Culture." Thesis, California State University, Long Beach, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10285190.

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The importance of principal preparation in special education has increased since the Education for All Handicapped Children Act was passed in 1975. There are significant financial reasons for preparing principals in the area of special education. Recent research also shows that all children learn better in an inclusive environment. Principals who are not prepared in the area of special education have a difficult time implementing an inclusive culture at their schools. This qualitative inquiry study set out to explore principals’ perceptions of their preparation in special education and subsequent district support in building their understanding and implementation of an inclusionary culture in their schools.

Grounded in Critical Disability Theory (Hosking, 2008) and Social Justice Leadership Framework (Furman, 2012), the conceptual framework of this study, Inclusive Leadership Framework, outlined characteristics of an inclusive leader and a framework for building an inclusive culture. Some principals interviewed for the study demonstrated these characteristics and some did not. Principals wanted to learn more about special education and wanted their students to succeed. The Inclusive Leadership Framework evolved throughout the study, but was remained grounded to prevailing praxis of reflection and action.

This study examined the attitudes of principals in K-12 settings in nine Southern California school districts in order to discover their perceptions of the effect their administrative credential preparation in special education had on building an inclusive culture. In addition, principals offered their perceptions relative to how district support in special education helped inform leadership practice regarding building a culture of inclusion. Finally, participants shared anecdotal experiences revealing ways they “learned on the job” as they navigated the world of special education. Recommendations for policy and practice for administrative preparation programs and the Clear Administrative Credential process, professional development and coaching of administrators is addressed in this study.

Significant findings revealed that principals who feel unprepared in special education do not always develop an inclusionary culture, or understand its benefits to student learning. In addition, participants revealed that they would have preferred knowing more about the process of special education before taking their first administrative position. One interesting anecdotal finding suggested that administrators who are parents of a special needs child or were one themselves are very well educated in the realm of special education and take a personal interest in it. A key recommendation for policy/practice/research included making a special education goal in the Individual Induction Plan for the Clear Administrative Credential. The program includes coaching and coaches need to be provided that can instruct in special education and the building of inclusive school culture.

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Kolisang, Lebamang Octavia. "Exploring the relationship between leadership and organisational culture / Kolisang L.O." Thesis, North-West University, 2011. http://hdl.handle.net/10394/7359.

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This research explores the relationship between leadership and organisational culture in an organisation. Organisational culture is often an important factor influencing the competitive strength of an organisation. Leadership is also a critical component in the success of an organisation. It is important to understand how these two powerful determinants of organisational performance affect each other. Research determining that specific types of organisational culture favour particular styles of leadership is important as it aids organisational leaders to identify which styles of leadership are more likely to be successful in their culture. In the organisational culture, leadership deals with creating a clearly articulated vision and possessing the skills and the resolve to recruit and develop followers who are committed to carrying out the vision. Having the ability to see the bigger picture and maintaining a balance between high–level strategies and front–line tactics. Inherent to the organisational culture are many values as task–related and relational values that deal with people as individuals and as organisation members. Leaders act as builders, as maintainers, and as watchdogs of organisational culture and values per se (as cited in Bass, 1990: 586–588). Organisational success in achieving its goals and objectives depends on the leaders of the organisation and their leadership styles. By adopting the appropriate leadership styles, leaders can affect employee job satisfaction, commitment and productivity The results of this research indicate that there is a significant relationship between specific types of organisational cultures and leadership styles. Leadership orientation and organisational culture dimensions proved to be significant predictors of job satisfaction, organisational commitment and intention to quit. The research concludes with a number of implications and recommendations for theory and practice.
Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2012.
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Parrish, David Wayne. "An Action Research Study: Inclusive Culture Formation in a New High School." W&M ScholarWorks, 2019. https://scholarworks.wm.edu/etd/1563898740.

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The culture of a school community is critical to every aspect of its existence, including academic expectations, degree of inclusiveness, safety, and overall well-being of students and staff. While culture can be an abstract, elusive concept, it makes itself known upon entering the school. School culture can exist on multiple levels, exerting a cohesive impact on relationships and interactions and opportunities. Adding to its complexity, a school culture can be perceived differently by individuals, depending on their unique experiences. Further, a school culture is inevitable and difficult to change; a culture will form and once formed, is resistant to even the best intentions to alter it. These factors make attention to an emerging culture of importance to new schools. The purpose of this action research was to examine the impact of the explicit focus on culture through the creation of a Community of Practice (CoP). Additionally, a CoP can support collaboration between department members. Interview results and activities originating from CoP planning reveal that teachers are concerned with student inclusion and want to contribute to a welcoming, accepting school. It is important for school leaders to facilitate and support these opportunities. Further, action research can help create a focused renewal of culture. Major elements of a developing school culture to emerge from this study were multiple opportunities for informal communication, encouragement of individual as well collective investment in inclusive activities, creation of and encouragement of a creative, entrepreneurial impact on the school and its activities. Recommendations are that schools wanting to contribute to a positive, inclusive culture would do well to make purposeful, explicit efforts toward this endeavor.
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Jordan, Portia Janine. "The relationship between organisational culture, transformational leadership and organisational change outcomes in private intensive care units." Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/6401.

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In order for organisations to grow and maintain their competitive advantage, change has become the norm. The healthcare industry and especially private healthcare organisations, is no exception. Organisational change often implies a change in organisational culture. The concept of culture refers to the ways of thinking, values and ideas of things rather than the concrete, objective and more visible part of the organisation. Organisational culture is not to be viewed in isolation as culture and leadership are intertwined. Leaders shape cultures and their fundamental role is affecting others and making changes that increase organisational efficiency and performance. Patient safety, cost-effective care based on the best available evidence and patient satisfaction are top priorities of healthcare organisations, especially intensive care units where critically ill patients are cared for. Alignment of the organisational culture and leadership with a hospital‘s vision, namely to deliver quality patient care, is thus essential. A positivistic research paradigm, with a quantitative, explorative, descriptive and contextual approach was used to conduct the study. The study explored whether transformational organisational culture, leadership and desired organisational change outcomes existed in private intensive care units in the Nelson Mandela Metropolitan and East London areas. It aimed at exploring the relationship between selected demographic variables, culture, leadership and organisational change outcomes. Lastly, the relationship between organisational culture and leadership (independent variables) and organisational change outcomes (dependent variable) was explored. The sample comprised 130 professional nurses who were selected from all the adult intensive care units in the private healthcare industry in the Nelson Mandela Metropolitan and East London areas. A structured questionnaire with a Cronbach‘s alpha of more than 0.8 was used to collect data. The empirical results indicated that transformational leadership and a conducive organisational culture existed in the private intensive care units sampled. However, it was found that innovation and innovative care practices could be improved. Care practices were not necessarily aligned with the latest, available innovative techniques, procedures and practices. Reflective practices and in-service training to improve care practices and encourage and promote innovative care practices were not always optimised. Recommendations related to the findings were made for managers, as well as for research, education and practice. Ethical principles were maintained throughout the study.
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Books on the topic "Organisational culture – Inclusive leadership"

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Lee, Clifford Dean. The relationship between coaches' leadership style, strategy and organisational culture on success. Eugene: Microform Publications, College of Human development and performance, University of Oregon, 1989.

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Management and organisational behaviour. 6th ed. Harlow: Financial Times Prentice Hall, 2002.

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Mullins, Laurie J. Management and organisational behaviour. 4th ed. London: Pitman, 1996.

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Management and organisational behaviour. London: Pitman, 1985.

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Management and organisational behaviour. 3rd ed. London: Pitman, 1993.

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Mullins, Laurie J. Management and organisational behaviour. 3rd ed. London: Pitman, 1993.

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Management and organisational behaviour. 5th ed. London: Financial Times, 1999.

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Mullins, Laurie J. Management and organisational behaviour. 6th ed. New York: Financial Times/Prentice Hall, 2001.

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Management and organisational behaviour. 4th ed. London: Pitman Publishing, 1996.

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Mullins, Laurie J. Management and organisational behaviour. 2nd ed. London: Pitman, 1989.

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Book chapters on the topic "Organisational culture – Inclusive leadership"

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Welp, Michael, and Edgar H. Schein. "The Role of White Male Culture in Engaging White Men to be Inclusive Leaders." In Inclusive Leadership, 363–78. New York : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9780429449673-25.

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Stanley, David, and Sally Carvalho. "Organisational Culture, Clinical Leadership and Congruent Leadership." In Clinical Leadership in Nursing and Healthcare, 109–23. Chichester, UK: John Wiley & Sons, Ltd, 2017. http://dx.doi.org/10.1002/9781119253785.ch6.

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Dorczak, Roman. "Inclusion Through the Lens of School Culture." In Leadership for Inclusive Education, 47–57. Rotterdam: SensePublishers, 2013. http://dx.doi.org/10.1007/978-94-6209-134-4_5.

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Hansen, Erik G. "The Interface of CR, Leadership, and Organisational Culture." In Responsible Leadership Systems, 46–55. Wiesbaden: Gabler, 2010. http://dx.doi.org/10.1007/978-3-8349-8675-7_8.

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Moloney, Mary, and Eucharia McCarthy. "Leading and sustaining an inclusive culture." In Intentional Leadership for Effective Inclusion in Early Childhood Education and Care, 51–70. Abingdon, Oxon; New York, NY: Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781315107219-4.

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Daniels, Lydia M. "Servant Leadership in a Globally Diverse and Inclusive Organizational Culture." In Culture in Global Businesses, 19–43. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-60296-3_2.

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Türkalp, Semra, and Bastiaan Dekkers. "Case: Sharing Parts and Services Among NATO Members." In NL ARMS, 175–86. The Hague: T.M.C. Asser Press, 2021. http://dx.doi.org/10.1007/978-94-6265-471-6_10.

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AbstractNATO’s goals require close cooperation of Member States on operational readiness, interoperability of their systems, material supplies, transfer of technology and joint R&D projects. A common approach on the application and implementation of arms export controls, however, is largely lacking. This chapter questions the absence of application and implementation of arms export controls in the context of the material logistical support and services provided by the NATO Support and Procurement Agency (NSPA). Three root causes of deviant behaviour of the Member States with the arms export controls are identified and analysed: (1) fragmentation of the arms export control laws and regulations; (2) a lack of leadership commitment and organisational culture of compliance; and (3) a combination of external and internal pressures leads to a forced prioritization of operational readiness above compliance. Next, a response is formulated to effectively counter deviant behaviour such as non-compliance with arms export controls by implementing a mixture of soft and hard controls. We advise the NSPA to create a culture of compliance within the NATO Partnership Program’s community based on ethical values and virtues. This requires social consensus, leadership commitment and a common agreement on and formalization of the basic rules of export control.
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Windsor, Sampath S., Carol Royal, and Chatura C. Windsor. "Aiding the Fourth Industrial Revolution in the Developing World." In Global Business Leadership Development for the Fourth Industrial Revolution, 299–336. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-4861-5.ch013.

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Academic research that examines different leadership models utilised in the digital age within ICT4D that facilitates the Fourth Industrial Revolution for the marginalised people are scarce. This study focused on the e-Sri Lanka program, initially funded by the World Bank as a unique South Asian project that established a network of 1,005 Nenasala telecentres. Sri Lanka is further focused on building an e-smart, e-inclusive society through ICT4D. In 2020, the Nenasala 2.0 initiative is to be expanded on the Nenasala network to scale up e-society innovations. This context provides an exciting research bedrock to explore. The research findings revealed that leadership at various organisational levels will be key to Nenasala 2.0 and ICT4D program sustainability. The Nenasala model that benefitted from unique community-based leadership was termed socio-cultural leadership. A replication of the study in other developing countries to identify the leadership needed in ICT4D could prove invaluable as it may identify viable complementary options to commercially orientated telecentres.
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"Creating organisational culture." In Leadership, 160–89. Cambridge University Press, 2018. http://dx.doi.org/10.1017/9781108617666.007.

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Gillam, Stephen, and Paul Cosford. "Organisational culture." In Leadership and Management for Doctors in Training, 20–25. CRC Press, 2021. http://dx.doi.org/10.1201/9780429084164-5.

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Conference papers on the topic "Organisational culture – Inclusive leadership"

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Johnson, C., and C. Lloyd. "Organisational culture and leadership - lessons for asset management." In IET & IAM Asset Management Conference 2012. Institution of Engineering and Technology, 2012. http://dx.doi.org/10.1049/cp.2012.1908.

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"THE IMPACT OF ORGANISATIONAL CULTURE ON LEADERSHIP EFFECTIVENESS AND PERFORMANCE." In International Management Conference. Editura ASE, 2020. http://dx.doi.org/10.24818/imc/2020/04.09.

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Armstrong, Brian, John Maxwell, Eoghan Ferrie, and Linsey Sheerin. "21 The diagnosis of organisational culture within an NHS emergency department." In Leadership in Healthcare conference, 14th to 16th November 2018, Birmingham, UK. BMJ Publishing Group Ltd, 2018. http://dx.doi.org/10.1136/leader-2018-fmlm.21.

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Vanko, David A. "DIVERSE STUDENTS SUCCEED IN AN INCLUSIVE ACADEMIC CULTURE: THE ROLE OF LEADERSHIP, POLICIES AND TARGETED INVESTMENT." In GSA Annual Meeting in Phoenix, Arizona, USA - 2019. Geological Society of America, 2019. http://dx.doi.org/10.1130/abs/2019am-334400.

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