Relevant bibliographies by topics / Organization culture and leadership

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
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Academic literature on the topic 'Organization culture and leadership'

Author: Grafiati
Published: 4 June 2021
Last updated: 12 February 2022

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Journal articles on the topic "Organization culture and leadership"

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CHIRIMBU, Sebastian. "Challenges of leadership in modern organizations: knowledge, vision, values." Annals of "Spiru Haret". Economic Series 14, no. 3 (September 30, 2014): 39. http://dx.doi.org/10.26458/1434.

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The article highlights the issue of leadership in the context of the exercise in the knowledge-based organization. Connections between organizational culture, management culture and leadership in modern organizations highlight the manner in which leadership is exercised in the context of knowledge of the organization's foundation. Leadership means knowledge and practice, it means quality. Organizations need managers, but they also need leaders. It is desirable for the two areas to overlap in the largest possible extent. Modern approaches emphasize the evolution of these relations to the area where the legitimacy of the leadership's concern is justified by the development and promotion of other leaders.
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Ali, Syed Kamran, Adeel Razaq ., Muhammad Yameen ., Suleman Sabir ., and Muhammad Asif Khan . "Influential Role of Culture on Leadership Effectiveness and Organizational Performance." Information Management and Business Review 3, no. 2 (August 15, 2011): 127–32. http://dx.doi.org/10.22610/imbr.v3i2.925.

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The purpose of this research paper is to examine the influential role of culture on leadership effectiveness and organizational performance in Pakistan. Culture is discussed with its two dimensions, national and organizational culture. In this competitive and globalized arena, culture plays a significane role in the organizational performance and leadership effectiveness. It was also found that supportive leadership style is frequent in most of the orgnaizations in Pakistan. Participative leadership style has also a positive impact on organizational performane and leadership effectiveness but to some extent, but instrumental leadership style has a negative impact. This research paper is exploratory in nature which explains the importance of leadership styles and its impact on decision making which influence the overall performance of the organization. Our study is limited regarding the national culture and organizational culture as a mediating role. Practically there is some diversity among cultures of the Pakistani organizations which leades to the diversity in the leadership behavior.
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Lamashinta, Esrika, Noor Siti Rahmani, and Yayi Suryo Prabandari. "Kepemimpinan transformasional, budaya dan komitmen organisasi di kementerian kesehatan." Berita Kedokteran Masyarakat 32, no. 3 (March 1, 2016): 105. http://dx.doi.org/10.22146/bkm.6632.

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Transformational leadership, organizational culture and commitment in the Ministry of HealthPurposeThis study aimed to analyze the relationship of organizational culture on organizational commitment and transformational leadership that would affect performance. MethodsThis study was conducted using a survey including 137 civil servants, from four units which were finance; programs and information; law, organization and public relations; and public and staffing. ResultsThere was a correlation between the variables of transformational leadership and organizational culture and organizational commitment of 26%. Organizational culture variables had the a stronger influence on changes in the value of organizational commitment than transformational leadership. Interviews showed leadership and organizational culture had been influential and running but not all went well mostly because of routine.ConclusionTransformational leadership and organizational culture were inseparable and mutually supportive in influencing the level of commitment of the organization's employees within the organization.
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Ledimo, Ophillia. "The role of transformational leadership and organizational culture in service delivery within a public service organization." Journal of Governance and Regulation 3, no. 3 (2014): 44–51. http://dx.doi.org/10.22495/jgr_v3_i3_p5.

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Continuous changes in the external environment deriving from legislative, economic and technological factors, puts pressure not only to corporate organizations, but also to public service organizations. These changes have increased pressure on service delivery and calls for accountability in public service organizations. With this increased pressure comes the need for public service organizations to discover how to most effectively enhance their organizational performance. Two of the most effective ways to improve performance are through the organizational leadership and culture. Although many studies were conducted on transformational leadership and organizational culture, there is still a need to investigate the link between these constructs in public service organizations. Hence the objective of this study was to explore the relationship between transformational leadership and organizational culture for service delivery practices. The Leadership Practice Inventory (LPI) and Organizational Culture Inventory (OCI) were administered to a random sample size of N=238, from a population of 4350 employees working within the public service organization. Descriptive statistics and Pearson’s correlation were conducted to analyse the data. The results of this study indicated a significant positive relationship between transformational leadership and the constructive dimension of organizational culture within a public service organization. In terms of contributions and practical implications, insight gained from the findings may be used in proposing leadership and organizational development interventions and future research.
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VIȚALARIU, Mihai, and Ovidiu MOȘOIU. "MOTIVATION AND LEADERSHIP- SPECIFIC AREAS OF THE MILITARY ORGANIZATION IN THE SPIRIT OF ORGANIZATIONAL CULTURE." SCIENTIFIC RESEARCH AND EDUCATION IN THE AIR FORCE 18, no. 1 (June 24, 2016): 101–6. http://dx.doi.org/10.19062/2247-3173.2016.18.1.13.

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Guidroz, Ashley M., Karen W. Luce, and Daniel R. Denison. "Integrated change: creating synergy between leader and organizational development." Industrial and Commercial Training 42, no. 3 (April 20, 2010): 151–55. http://dx.doi.org/10.1108/00197851011038141.

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PurposeThe purpose of this paper is to share with organizations a method for integrating organizational culture change and leadership development within one balanced corporate initiative.Design/methodology/approachThis paper describes the benefits of organizational culture and leadership development, the steps taken to design such a program within a large, global manufacturing organization, and the benefits of the integrated program.FindingsIntegrating organizational culture with leadership development can help create a clear “line of sight” between the individual and the organization and builds broader accountability for the success of organizational change initiatives.Practical implicationsIntegrated culture and leadership programs can be designed within any environment. This case study serves as an example to provide readers with ideas for how to create and implement similar programs in other organizations.Originality/valueKotter stresses the need for leadership in organizational change, however, few case studies have been published in this area that articulate how leadership and organizational development can be successfully integrated.
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Zheng, Junwei, Guangdong Wu, Hongtao Xie, and Hongyang Li. "Leadership, organizational culture, and innovative behavior in construction projects." International Journal of Managing Projects in Business 12, no. 4 (December 2, 2019): 888–918. http://dx.doi.org/10.1108/ijmpb-04-2018-0068.

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Purpose The purpose of this paper is to examine the joint congruence effect of leadership styles and organizational culture on project members’ innovative behaviors in the construction projects setting. Design/methodology/approach The proposed hypotheses are tested using polynomial regression with a sample of 217 project managers and employees of different construction projects in China, and plotted through response surface analysis. Findings The results of polynomial regressions support the congruence effect hypothesis, indicating that more innovative behaviors of the project members could be elicited by a high level of congruence between transformational or transactional leadership styles and organizational culture. Furthermore, asymmetrical incongruence effects are found wherein project members with lower levels of innovative behaviors when project organizational culture is stronger as compared with when two leadership styles are at higher levels. Specifically, the condition is found under the innovation dimension of organization culture, but higher level of innovative behavior conversely displays when the harmony culture is weaker than two leadership styles. Research limitations/implications The conceptual model and hypotheses are examined by analyzing cross-sectional and self-reported data collected in China. The findings could be further examined through multi-source or longitudinal, more systematic research. Practical implications The findings highlight the pivotal role played by the value congruence of leaders-organizations in motivating employees to be innovative in project organizations. This paper provides knowledge for project managers to help them understand whether and how project members’ innovative behaviors are better motivated by the fit or misfit between the styles of leadership and project organizational cultures. Besides, this study provides the approach or direction for the project leaders training. Originality/value This study is one of the first to examine the joint effects of leadership styles and organizational culture on innovative behavior based on the person-organization fit theory and from the perspective of value congruence.
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Rijal, Sapna. "Leadership Style And Organizational Culture In Learning Organization: A Comparative Study." International Journal of Management & Information Systems (IJMIS) 20, no. 2 (March 31, 2016): 17–26. http://dx.doi.org/10.19030/ijmis.v20i2.9642.

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Scholars and practitioners have identified transformational leadership and organizational culture as important factors that influence the development of learning organization. Yet, few studies have empirically examined the impact of transformational leadership and organizational culture on learning organization. This study proposes hypotheses to understand the impact of transformational leadership and organizational culture on the development of learning organization. Data was collected from the pharmaceutical sector and a comparison was drawn between India and Nepal. Results indicate transformational leadership and organizational culture have a positive influence in the development of learning organization. The implication of the findings and possible directions for future research are discussed.
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Călin, Iuliana. "Cultura organizaţională a şcolii – expresie a stilului de conducere eficient." Revistă de Ştiinţe Socio-Umane = Journal of Social and Human Sciences 46, no. 3 (2020): 112–19. http://dx.doi.org/10.46727/jshs.2020.v46.i3.p112-119.

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The article addresses the concept of organizational culture, the role it plays in the leadership process, the direction it imprints on the leadership style, incorporating organizational values and specific common principles. Organizational culture defines the style of acting of the manager within the school organization favoring change or preventing it through resistance, due to certain factors. The normativity of the organizational culture is given by the marking of a democratic-participatory school leadership style, of interest and participation in the decision-making process of the school, by the continuous training of teachers, of responsibilities defined in a planned and organized system.
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Zainuddin, Zainuddin. "PENGARUH PERILAKU KEPEMIMPINAN KEPALA SEKOLAH DAN BUDAYA ORGANISASI TERHADAP KINERJA GURU PENDIDIKAN AGAMA ISLAM DI SD, SMP, SMA DAN SMK SE KABUPATEN FAKFAK." LISAN AL-HAL: Jurnal Pengembangan Pemikiran dan Kebudayaan 11, no. 2 (December 5, 2017): 255–72. http://dx.doi.org/10.35316/lisanalhal.v11i2.188.

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Leadership behavior is individual behavior a leader (Principal) which directs group activities to achieve common goals. Organization culture refers to a system of all meaning shared by members that is distinguishes from other organizations, this system of all meaning, when observe is a set of key characteristics appreciated by the organization. The Islamic Education Teachers Performance is achievements that achieved by a teacher of Islamic Education in carrying out duties for a certain period According to competency standards and predefined criteria. The Influence of Leadership Behavior Principal and Organization Behavior can have an effect on Islamic education teacher performance. The purpose of studies are (1) Explain the level of leadership behavior, organizational culture, and Islamic education teacher performance, (2) Explain the influence of leadership behavior on Islamic Education teacher performance, (3) Explain the influence of organizational culture on teacher performance and (4) Explain the influence of leadership behavior, organization culture on Islamic education teacher performance at Fakfak. The results of data processing known that are (1) from 45 respondent more than 80% has agreement about the important of leadership behavior principle, organization culture and increasing teacher’s performance. (2) There are a positive and significant influence on leadership behavior, and organizing culture on the Islamic religious education teachers performance, explain data value is Fcount (82,142) >Ftable 3,219 significance 0.000< 0,005, (3) There are positive influence and significance leadership behavior on Islamic religious education teachers performance, its show on value of counted (7,460) > t-table 2,018 and significance t-test 0.000<0,005, (4) there are positive influence and significance organization culture on Islamic education teacher performance, its explain with data value t-count (3,451) > t-table2,018 and significance t-test 0.001<0,005, (5) There are positive influence and significance simultaneously leadership behavior, organization culture on Islamic education teacher in elementary school , junior high school and senior high school at Fakfak. The result of analysis test F with significance value 0.000 < 0,005. High R square is 0,787, its mean 78,7% and balance 21,3% effected by other variable in addition to two variables like leadership behavior and Organization behavior.
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Dissertations / Theses on the topic "Organization culture and leadership"

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Montenegro, Adauto de Vasconcelos. "Study about organizational commitment, leadership styles and organizational culture at a cearense organization." Universidade Federal do CearÃ, 2016. http://www.teses.ufc.br/tde_busca/arquivo.php?codArquivo=18510.

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CoordenaÃÃo de AperfeiÃoamento de Pessoal de NÃvel Superior
The organizational commitment can be conceived as a meaningful liaison between individual and organization, assuming the existence of psychological bonds and significant exchange relationships between both individual and organization. Rego (2003) proposes a study model regarding the organizational commitment and presents six psychological ties between individual and organization, namely: affective commitment, common future, normative commitment, enormous sacrifices, lack of alternatives and psychological absence. Feitosa (2008) adds a tie to the model proposed by Rego (2003): performance expectations or commitment absence. In the study here presented, it was investigated the relation among these psychological bonds and the leadership styles. It was also took in consideration to this analyses the organizational culture. The specific goals of the current research were: to investigate which psychological bonds are significantly related to the leadership styles (transformational leadership, transactional leadership and leadership absence) and in which degree the organizational culture moderate this relationship, as well as to develop a theoretical-methodological model which allows to investigate the interplay among the addressed constructs. The study consists on a cross-sectional survey applied in a large size organization located in the Brazilian city of Fortaleza. The data else collected: a sociodemographic questionnaire; a organizational commitment scale; a leadership scale and organizational culture scale. The study had 205 respondents. The results were statistically analyzed with the support of the Statistical Package for Social Sciences (SPSS) software, using the following statistical technics: linear correlation, linear regression and moderation analysis. Regarding the results, the following positive and significative correlations were attested: transformational leadership and affective commitment bonds, common future and normative commitment, transactional leadership and the bond of normative commitment; leadership absence and the bonds of alternative lack and psychological absence. Besides, it was observed that the clan type organizational culture was a moderating variable that mitigates the effects of the following relations: transformational leadership and affective commitment, transformational leadership and common future. In addition to the aforementioned results, a theoretical-methodological model was developed with all the elements surveyed. It was also concluded that can be taken in consideration to the elaboration of leadership development programs and human resources management policies aiming their efficacy.
O comprometimento organizacional pode ser compreendido como um vÃnculo significativo entre indivÃduo e organizaÃÃo, pressupondo um elo psicolÃgico e relaÃÃes de trocas entre ambos. Rego (2003) propÃe um modelo de estudo do comprometimento organizacional e apresenta seis laÃos psicolÃgicos entre indivÃduo e organizaÃÃo, a saber: comprometimento afetivo, futuro comum, comprometimento normativo, sacrifÃcios avultados, escassez de alternativas e ausÃncia psicolÃgica. Feitosa (2008) acrescenta um laÃo ao modelo proposto por Rego (2003): expectativas pelo desempenho ou ausÃncia de compromisso. No atual estudo, à investigada a relaÃÃo entre esses laÃos psicolÃgicos e estilos de lideranÃa, considerando tambÃm a funÃÃo da cultura organizacional nessa relaÃÃo. Os objetivos especÃficos da atual pesquisa podem ser descritos como: investigar quais desses laÃos psicolÃgicos se relacionam de maneira significativa aos estilos de lideranÃa (lideranÃa transformacional, lideranÃa transacional e ausÃncia de lideranÃa) e em que grau a cultura organizacional modera essa relaÃÃo, bem como desenvolver um modelo teÃrico-metodolÃgico que possibilite a investigaÃÃo da relaÃÃo entre os construtos abordados. O estudo se constituiu como survey, de corte transversal, aplicado em uma organizaÃÃo de grande porte, localizada em Fortaleza/CE. O instrumento de coleta de dados à composto de: questionÃrio sociodemogrÃfico; escala sobre comprometimento organizacional; escala sobre lideranÃa e escala sobre cultura organizacional. AlcanÃou-se uma amostra de 205 trabalhadores da referida organizaÃÃo. Os resultados foram analisados com base em procedimentos estatÃsticos exploratÃrios e explicativos, utilizando o Statistical Package for Social Sciences (SPSS), com as seguintes tÃcnicas estatÃsticas: correlaÃÃo linear, regressÃo linear e anÃlise de moderaÃÃo. No que concerne aos resultados obtidos, foram atestadas as seguintes correlaÃÃes positivas e significativas: lideranÃa transformacional com os laÃos de comprometimento afetivo, futuro comum e comprometimento normativo; lideranÃa transacional com o laÃo de comprometimento normativo; ausÃncia de lideranÃa com os laÃos de escassez de alternativas e ausÃncia psicolÃgica. Ademais, observou-se que a cultura organizacional tipo clà atuou como variÃvel moderadora reduzindo os efeitos nas relaÃÃes seguintes: lideranÃa transformacional e comprometimento afetivo e entre lideranÃa transformacional e futuro comum. AlÃm dos resultados apontados, foi desenvolvido um modelo teÃrico-metodolÃgico com todos os elementos pesquisados. Observou-se que tais resultados podem ser considerados para a elaboraÃÃo de programas de desenvolvimento de lideranÃa e polÃticas de gestÃo e de recursos humanos da organizaÃÃo visando sua eficÃcia.
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Huffaker, Julie S. "Me to we| How collaborative leadership culture developed in an organization." Thesis, Fielding Graduate University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10258071.

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Today’s organizations must meet the external and internal challenges of continuous change. Most traditional organizational models, however, are designed for stability, including forms of leadership that use top-down, command-and-control hierarchy to steer direction and work. This study explores an alternative phenomenon observed in practice, collaborative leadership culture (CLC). In CLC, organizations determine where they are going, coordinate work, and sustain commitment through broad participation, collaborative practices, and emergence. Scholars study similar phenomena using different names, including in the emerging area of relational leadership and in constructive-developmental theory, a stage theory of adult development. What has not been well researched is how these forms of leadership develop. The research that does exist emphasizes senior leaders as participants versus taking a whole systems approach. This study explores how CLC develops in organizations, aiming for a multi-level, systemic collection of data.

This research is a single case study that uses critical incident interviews (CIIs) to understand how a 100-person catering company in suburban Chicago, Tasty Catering, developed CLC. The study draws on CIIs with 30 members representing diverse company areas and roles. All participants completed the Leadership Maturity Assessment (MAP), a measure of human development. Participants also completed a preliminary Direction, Alignment and Commitment (DAC) survey intended to understand the extent to which participants perceive leadership outcomes are produced by their current form of leadership. Study findings were captured in a proposed conceptual model of how CLC develops. The conceptual model includes individual behaviors, or levers, that contribute to six organizational drivers that create the conditions for CLC. The data also indicate that complex individual development of members and/or formal authority holders as measured by the MAP is not a prerequisite for developing CLC in an organization. The study presents practical implications for organizations, leaders, teams, and leadership educators, as well as recommendations for future research.

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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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Persson, Kristina, and Mokvist Mikaela. "Organization and leadership - How organizational culture and profession affect the level of managerial discretion of auditors." Thesis, Högskolan i Halmstad, Sektionen för ekonomi och teknik (SET), 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-23637.

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Glover, Veronica. "A study of the influence of leadership competencies on a school culture organization." Thesis, Pepperdine University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3684216.

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The purpose of this quantitative study was to examine teachers' perceptions of an association between principal leadership and their leadership competencies on a schools' culture. This paper explored teachers' perceptions of principal leadership and the health of the school culture. In a Southern California school district 835 teachers were e-mailed 2 surveys for a quantitative study, 68 participants completed the surveys. The first survey focused on teachers' perceptions of principal leadership competencies, which were identified in the literature. The other survey from Dr. Christopher Wagner (2006) focused on the health of the school culture. The survey included 4 teacher demographic variables: years of experience, gender, years at current school, and age. This study found a significant connection between teachers' perceptions of principal leadership and school culture using a Pearson correlation test. This study adds to the existing body of knowledge for education, and this paper focuses on teachers' perceptions of principal leadership.

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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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Zarconi, Lucas. "Leader-organization fit: comparing the effectiveness of paternalistic and transformational leadership in different organizational cultures." reponame:Repositório Institucional do FGV, 2014. http://hdl.handle.net/10438/13128.

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Research on paternalistic leadership (PL) has been based exclusively on national cultures´ differences. However there are cues that other contextual variables can add to the explanation of this construct. Due to its capacity to influence expectations of individuals in organizations, organizational culture can contribute to fill this gap. To test if organizational culture influences the effectiveness of leadership style, we conducted two experimental studies using Amazon’s Mechanical Turk, comparing effects of paternalistic and transformational leadership on followers’ outcomes. Using video clips and vignettes, we found that PL is better related to followers´ outcomes in cultures oriented to people than outcome, and that TL has a better relationship in cultures oriented to innovation than stability. The results suggest that organizational culture helps in explaining PL endorsement, and that further analysis of the influence of this variable to PL can provide a better understanding of the expression of this leadership style in organizations.
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Leander, A. Brian. "Intercultural leadership| A mixed methods study of leader cultural intelligence and leadership practices in diversity-oriented churches." Thesis, Eastern University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3645746.

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The purpose of this two-phase, sequential mixed methods study was to examine and explain factors relating to leadership in diversity-oriented churches in the United States by obtaining quantitative results from a sample of 65 senior pastors and 92 top-management team members, then follow-up with a multiple case study to explain the results in more depth. The instruments used for quantitative data collection were the 20-item four-factor Cultural Intelligence Scale, the adapted 8-item Openness to Diversity Scale, and the Leadership Practices Inventory. The study's sixteen findings establish significant relationships between leader cultural intelligence, top-management team openness to diversity, and leadership practices, and elucidate how those relationships contribute to a positive organizational diversity climate. In addition, openness to diversity and church polity were discovered to influence TMT perceptions of the senior pastor's leadership practices. Therefore, the findings support the conclusion that investigating intercultural leadership in a domestic organization could reveal new theoretical insights while having implications for leadership practice and organizational effectiveness.

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Atikomtrirat, Woraphan, and Tanavut Pongpayaklert. "Managing Diversity in Multinational Organization : Swedish and Thai culture." Thesis, Linnéuniversitetet, Ekonomihögskolan, ELNU, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-12520.

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This project proposes is focus on having diversity in workforces of different cultures within theglobalized world that we live in. It is not enough to be perceived as effective in a singleorganization or by one nation. Leaders must look to understand how this can create acompetitive advantage and really should have skills that are perceived as effective by manydifferent people, despite cultural differences.The aim of this research is to have a better knowledge of how a leader can be perceived aseffective in a diverse workforce in Swedish and Thai context. And we also would like to knowthe employees’ expectation toward their future manager.To figure out the employees’ expectation, we conduct a questionnaire which was send to ourrespondents in both Thailand and Sweden. We are choosing currently workforce and futureworkforce of both countries to be our respondents. We also interview manager who have beenworked in multinational company about their experience of working in internationalenvironment.
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Toscano, Nancy A. "Understanding the Impact of Leadership and Organizational Culture on Nonprofit Employees’ Commitment and Turnover Intention." VCU Scholars Compass, 2015. http://scholarscompass.vcu.edu/etd/3904.

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Child and family nonprofit organizations are essential for the implementation of United States public policy in their role as service providers. Human service nonprofit organizations held approximately 20,000 government contracts, totaling more than $100 billion in 2009 (Boris, deLeon, Roeger, & Nikolva, 2010). Almost 33,000 human service nonprofit organizations contract with the government to deliver services (Boris, et al., 2010). The services provided by these organizations are critical to the lives of vulnerable American citizens. These organizations depend on committed employees to serve this group, carry out the mission, and reach organizational goals. Employees are nonprofit organizations’ greatest resource, investment, and also expense (Rutowski, Guiler, & Schimmel, 2009), thus turnover is considered a critical problem facing the nonprofit sector (Salamon, 2012). Retaining highly committed employees in this important work has been of interest to those studying the nonprofit sector because it is a significant problem particularly in the area of human services (Mor Barak, Levin, Nissly, & Lane, 2006). This study asks if leadership and organizational culture have an impact on nonprofit employees’ commitment to their workplace. This quantitative research uses a quota sample of 103 nonprofit employees to understand the relationships between their perceptions of their managers’ transformational leadership, their perceptions of their organizations’ culture types (clan, adhocracy, hierarchy, market) and two important and distinct employee outcomes, affective commitment and turnover intention. The findings indicate that perceived transformational leadership matters to nonprofit employees as it positively predicts their affective commitment and negatively predicts their turnover intentions. The majority of respondents reported that they perceived their organizations as clan cultures, which are known to be friendly, personal places where belonging and connectedness is high. The findings also reveal that hierarchical cultures play a role in this predictive relationship, having a moderating effect on the relationship between transformational leadership and affective commitment. In contrast, the findings reveal that compared to clan cultures, hierarchical and market cultures may be problematic in that they positively predict employees’ turnover intentions. Further, perceived hierarchical cultures negatively predict the employees’ affective commitment.
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Books on the topic "Organization culture and leadership"

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F, Camenisch Paul, Andolsen Barbara Hilkert, and Stackhouse Max L, eds. Organization man, organization woman: Calling, leadership, and culture. Nashville, Tenn: Abingdon Press, 1997.

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Organizational culture and leadership. San Francisco: Jossey-Bass, 1989.

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Organizational culture and leadership. 4th ed. San Francisco: Jossey-Bass, 2010.

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H, Schein Edgar. Organizational culture and leadership. San Francisco: Jossey-Bass Publishers, 1985.

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H, Schein Edgar. Organizational culture and leadership. 2nd ed. San Francisco: Jossey-Bass, 1992.

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H, Schein Edgar. Organizational Culture and Leadership. New York: John Wiley & Sons, Ltd., 2004.

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Schein, Edgar H. Organizational culture and leadership. 2nd ed. San Francisco, Calif: Jossey-Bass, 1997.

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H, Schein Edgar. Organizational culture and leadership. USA: Jossey-Bass, 1985.

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Organizational traps: Leadership, culture, organizational design. Oxford: Oxford University Press, 2010.

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Smith, Peter Bevington. Leadership, organizations, and culture: An event management model. London: Sage Publications, 1988.

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Book chapters on the topic "Organization culture and leadership"

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Raub, Steffen, and Stefano Borzillo. "Organization, Culture, and Leadership." In The Routledge Companion To International Hospitality Management, 117–30. Title: The Routledge companion to international hospitality management / edited by Marco A. Gardini, Michael C. Ottenbacher and Markus Schuckert. Description: New York: Routledge, 2021. | Series: Routledge companions in business, management and marketing: Routledge, 2020. http://dx.doi.org/10.4324/9780429426834-12.

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Perkins, Kathleen Miller. "Internal organizational culture." In Leadership and Purpose, 79–93. Abingdon, Oxon ; New York, NY : Routledge, 2019.: Routledge, 2019. http://dx.doi.org/10.4324/9780429265952-8.

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Gordon, Gus. "Guiding Organizational Culture." In Leadership through Trust, 53–62. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-56955-0_4.

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DeLisi, Peter S. "Organizational Culture." In Strategic Leadership and Systems Thinking, 101–17. 1 Edition. | New York : Routledge, 2021. | Series: Routledge studies in leadership research: Routledge, 2020. http://dx.doi.org/10.4324/9781003099154-7.

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Koçyiğit, Mehmet. "The Effect of Leadership Leadership on Organizational Culture Culture." In Leadership and Organizational Outcomes, 111–22. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-14908-0_7.

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Light, Donald W., and Antonio F. Maturo. "The Formative Years—Leadership, Culture, and Organization." In Good Pharma, 35–60. New York: Palgrave Macmillan US, 2015. http://dx.doi.org/10.1057/9781137374332_3.

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Stanwick, Peter A., and Sarah D. Stanwick. "Ethics and organizational culture." In Corporate Sustainability Leadership, 128–51. First Edition. | New York : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781351024983-6.

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Tedmanson, Deirdre. "Empowering Women Empowering Cultures." In Leadership, Gender, and Organization, 209–29. Dordrecht: Springer Netherlands, 2011. http://dx.doi.org/10.1007/978-90-481-9014-0_12.

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Xenikou, Athena, and Adrian Furnham. "Leadership and Organizational Culture." In Group Dynamics and Organizational Culture, 122–49. London: Macmillan Education UK, 2013. http://dx.doi.org/10.1007/978-1-137-26546-3_6.

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Patching, Keith. "Organizational culture and leadership." In Leadership, Character and Strategy, 176–205. London: Palgrave Macmillan UK, 2007. http://dx.doi.org/10.1057/9780230625426_15.

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Conference papers on the topic "Organization culture and leadership"

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Wasito, Haryono, Pieter Sahertian, and Vinus Maulina. "Leadership Style, Organization Culture, Motivation, and Principal Supervision of Teachers." In 2nd Annual Conference on Social Science and Humanities (ANCOSH 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/assehr.k.210413.069.

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Pratama, Angga, Rahmi Syamsuddin, Jublina Oktora, and Denok Sunarsi. "Organizational Culture, Transformational Leadership and the Impact on Knowledge Sharing in Selected Research Organization." In Proceedings of the 1st International Conference on Economics Engineering and Social Science, InCEESS 2020, 17-18 July, Bekasi, Indonesia. EAI, 2021. http://dx.doi.org/10.4108/eai.17-7-2020.2302998.

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"Autoethnography of the Cultural Competence Exhibited at an African American Weekly Newspaper Organization." In InSITE 2019: Informing Science + IT Education Conferences: Jerusalem. Informing Science Institute, 2019. http://dx.doi.org/10.28945/4187.

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[This Proceedings paper was revised and published in the 2019 issue of the journal Issues in Informing Science and Information Technology, Volume 16] Aim/Purpose: Little is known of the cultural competence or leadership styles of a minority owned newspaper. This autoethnography serves to benchmark one early 1990s example. Background: I focused on a series of flashbacks to observe an African American weekly newspaper editor-in-chief for whom I reported to 25 years ago. In my reflections I sought to answer these questions: How do minorities in entrepreneurial organizations view their own identity, their cultural competence? What degree of this perception is conveyed fairly and equitably in the community they serve? Methodology: Autoethnography using both flashbacks and article artifacts applied to the leadership of an early 1990s African American weekly newspaper. Contribution: Since a literature gap of minority newspaper cultural competence examples is apparent, this observation can serve as a benchmark to springboard off older studies like that of Barbarin (1978) and that by examining the leadership styles and editorial authenticity as noted by The Chicago School of Media Theory (2018), these results can be used for comparison to other such minority owned publications. Findings: By bringing people together, mixing them up, and conducting business any other way than routine helped the Afro-American Gazette, Grand Rapids, proudly display a confidence sense of cultural competence. The result was a potentiating leadership style, and this style positively changed the perception of culture, a social theory change example. Recommendations for Practitioners: For the minority leaders of such publications, this example demonstrates effective use of potentiating leadership to positively change the perception of the quality of such minority owned newspapers. Recommendations for Researchers: Such an autoethnography could be used by others to help document other examples of cultural competence in other minority owned newspapers. Impact on Society: The overall impact shows that leadership at such minority owned publications can influence the community into a positive social change example. Future Research: Research in the areas of culture competence, leadership, within minority owned newspapers as well as other minority alternative publications and websites can be observed with a focus on what works right as well as examples that might show little social change model influence. The suggestion is to conduct the research while employed if possible, instead of relying on flashbacks.
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Rakić, Snežana, Dragoslava Sredojević, and Sanja Radovanović. "THE IMPACT OF LEADERSHIP ON THE PERFORMANCE AND CULTURE OF THE ORGANIZATION." In 4th International Scientific – Business Conference LIMEN 2018 – Leadership & Management: Integrated Politics of Research and Innovations. Association of Economists and Managers of the Balkans, Belgrade, Serbia et all, 2018. http://dx.doi.org/10.31410/limen.2018.354.

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Müceldili, Büşra. "Organizational Dissent, Organizational Culture and Communication: A Conceptual Framework." In 9th International Conference on Leadership, Technology, Innovation and Business Management: Leadership, Innovation, Media and Communication. European Publisher, 2021. http://dx.doi.org/10.15405/epsbs.2021.02.4.

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Ribič, Timotej, and Miha Marič. "LMX – teorija odnosa med vodjo in zaposlenim." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.58.

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Employees represent a key part of the organization. Their satisfaction has direct effect on co-workers and their productivity. Leader is largely responsible to create general satisfaction in work environment. With organizing, choosing appropriate management concepts and correct approach to his employees, he creates good relationships with colleagues and contributes to the internal culture of the organization. Good interpersonal relationships are thus an important factor in building success in the company and the operation of processes, as they directly affect work performance, organizational climate and organizational culture. Many companies use classic and wellknown leadership styles. Regardless of the chosen style, it is noticed an alienated relationship between the manager and the employee. The issue can be attributed to strict adherence to the set organizational structure and, in connection with this, the expression of the legitimate power of leaders, yet to some extent the problem is in different understanding of leadership, both with individuals and leaders themselves. The newer leadership style, called Leader-member Exchange Theory, focuses on building relationships, mutual respect and trust, and treating employees as co-workers on the same horizontal hierarchical level. The implementation of this style of management can be seen mainly in foreign markets. This approach is not well known or widespread in Slovenia, nevertheless it is noticed in some companies. Based on a case study from the business environment, we studied a company with such leadership in Slovenia.
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Burhanuddin, Burhanuddin, Achmad Supriyanto, and Eka Pramono Adi. "Leadership Orientation as Mediator of Organizational Culture Effects on School Leadership." In 3rd International Conference on Educational Management and Administration (CoEMA 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/coema-18.2018.52.

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Ishaaq, Farouk Ibnu, and Waseso Segoro. "The Influence of Leadership Style, Organization Culture, Work Motivation and Work Satisfaction Towards Staff Performance in Bank X in Jakarta." In 3rd International Seminar and Conference on Learning Organization. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/isclo-15.2016.9.

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Zaharia (Ştefănescu), Diana Elena, and Bogdan Ştefănescu. "Leadership and Motivation, Determinants of Sustainability." In International Conference Innovative Business Management & Global Entrepreneurship. LUMEN Publishing, 2020. http://dx.doi.org/10.18662/lumproc/ibmage2020/10.

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This article pays more attention to the analysis of the direct relationship between staff motivation and applied leadership, with the final result - the sustainability of the organization's activity. Organizational culture and the environment are characterized by mutual adaptation, by the way in which human practices and organizations are led to a cohabiting relationship. Their adaptation is defined as a learning process, rather than an activity in itself, guided by material forces. Through this article we aim to highlight the importance of the interdependent relationship between staff motivation, leadership and sustainability. A big obstacle is the lack of awareness of this triangular relationship, at the level of the organization's management. Starting from the theory of self-motivation and from the research of psychologists Edward Deci and Richard Ryan, we deduce that each individual has three basic psychological needs: the need for connection, the need for competence and the need for control, which must be met. If, at the level of the organization's management, there is a real concern about these needs, employees will feel motivated to maximize their involvement in achieving proposed objectives. The need to connect refers to the desire to be visible, valued, respected, unique, self-confident, connected, belonging to a group. The need for competence implies the need to be able, to succeed. The need for control is the power to make decisions, to make choices, to be the source of your own behaviors. Satisfying these needs of the team members must be a real concern of the leader, if the sustainability of the organization's activity is desired.
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Cahyadi, Afriyadi, Agustina Hanafi, and Yuliansyah M. Diah. "Organizational Learning Culture Through Job Satisfaction Based on Servant Leadership and Transcendental Leadership." In 5th Sriwijaya Economics, Accounting, and Business Conference (SEABC 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200520.024.

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Reports on the topic "Organization culture and leadership"

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McGuire, John. Leadership strategies for culture change: Developing change leadership as an organizational core capacity. Center for Creative Leadership, October 2003. http://dx.doi.org/10.35613/ccl.2003.2009.

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Zhao, Sophia. Overcoming Barriers to Women’s Leadership. Center for Creative Leadership, 2020. http://dx.doi.org/10.35613/ccl.2020.2041.

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Finch, Michael J. Promoting Transformational Leadership Through Air Force Culture. Fort Belvoir, VA: Defense Technical Information Center, March 2013. http://dx.doi.org/10.21236/ada589212.

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McDanel de García, Mary Anne. THE REST OF THE SCHOOL. Mission, Climate, Culture, and Leadership. Institución Universitaria Colombo Americana, 2018. http://dx.doi.org/10.26817/paper.03.

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Maceratta, Cristian V. Leadership in a Culture of Fitness in the Chilean Army. Fort Belvoir, VA: Defense Technical Information Center, March 2012. http://dx.doi.org/10.21236/ada561900.

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McGuire, John, and Charles Palus. Toward interdependent leadership culture: A transformation case study of KONE Americas. Center for Creative Leadership, 2015. http://dx.doi.org/10.35613/ccl.2015.1006.

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Wehri, Christopher J. Adaptive Leadership Theories Applied to the North Atlantic Treaty Organization (NATO). Fort Belvoir, VA: Defense Technical Information Center, March 2011. http://dx.doi.org/10.21236/ada550349.

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Mumford, Michael D., and William W. Haythorn. Leadership in the Organization Context: A Conceptual Approach and Its Applications. Fort Belvoir, VA: Defense Technical Information Center, February 1986. http://dx.doi.org/10.21236/ada168849.

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Gentry, William, Jennifer Deal, Marian Ruderman, and Kristen Cullen. Leadership is in the eye of the beholder: How images of leadership that people have differ across the organization. Center for Creative Leadership, 2014. http://dx.doi.org/10.35613/ccl.2014.2034.

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Askey, Dale, and Lisa Janicke Hinchliffe. Finding a Way from the Margins to the Middle: Library Information Technology, Leadership, and Culture. Ithaka S+R, May 2017. http://dx.doi.org/10.18665/sr.303501.

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