Organizational Culture and Leadership
Leadership is power, exercise of influence of an authority that seeks to inspire the conduct of others (individuals or groups) in order to get them to voluntarily achieve clearly defined objectives. While some have naturally predisposed to leadership, it is also true that leadership develops over time. What is the key to a productive leadership? How to improve weaknesses to achieve positive results? How to mobilize and energize your team towards a common goal? (Chen and Francesco 2000)
According to Daniel Goleman, a Harvard professor, psychologist, author of the internationally recognized best seller "Emotional Intelligence," there are six leadership styles and each style is adapted to specific conditions. We will consider in this paper the different facets of leadership and their influence on the performance of the company through the corporate culture. We discuss here the leadership in a situational context.
Many leaders try to reduce costs, increase revenues and profits to invest in new technologies or in advertising to improve their performance. They neglect, however, an essential aspect of the organization that could make a considerable difference in their pursuit of performance: organizational culture. For our article, we define as the set of working conditions that drive or not a group of people to give the best of them in the line of duty.
Some studies conducted in the United States in 2001; there is a positive relationship between organizational culture and financial performance of the company. Indeed, companies whose culture is dynamic would get a profit margin of 71% higher than companies whose culture is static. To achieve results above the average, it will therefore be able to use leadership styles that have a positive impact on culture in the invigorating.
According to these studies, the various elements of culture that influence the dynamic of employees are:
Clarity: Level of detail that exists in communicating the values?
and mission of the company.
Ethical level of quality high performance established by the company and employees.
Liability: The degree of accountability to the organization. Employees are encouraged to take calculated risks.
Flexibility: Employees feel free to innovate without bureaucratic constraint. They are stimulated to find other ways to achieve their goals.
Incentive: Relationship between the justification of performance feedback and improvement. The best performances are welcomed, mediocrity is not tolerated.
Commitment: Spirit of cooperation and sense of belonging among employees towards the company and its mission. (Pors and Johannsen 2003)
Literature review
For many years, one wonders about the best way to direct people to an organization and achieve the agreed targets. It seems that an important element of success is flexibility and the ability of the leader that is changing its management style to adapt well to different situations. According to the situational model of Hersey and Blanchard, renowned authors of "Management of Organizational Behavior," the preferred leadership style varies mainly according to three elements, namely the leader himself, the members of his group and the nature of the situation. (Chen and Francesco 2000)
The leader must remain sensitive to the capacity and the will of his subordinate to carry out the task and will have to adjust his leadership style accordingly. (Pearson and Entrekin 2001) Thus, the effectiveness of the leader depends on the match between leadership style and a type of situation, but also its ability to create a work environment that allows subordinates to improve their technical skills and good will. (Politis 2002)
The American consulting firm, Hay / McBer, recently conducted a survey based on 3,871 executives selected from a core group of more than 20,000 executives. Research has led to the identification of six models of leadership, each arising from different components of emotional intelligence. The concept of emotional intelligence (EI) - popularized by Lok and Crawford (2001) is the ability to perceive, feel, understand and manage emotions in a context of emotional and intellectual development (see our capsule "Emotional Intelligence"). This is a concept incorporating four dimensions: self-awareness (confidence), self-control (emotional coolness, initiative, adaptability, openness, and optimism), social awareness (empathy, organizational awareness, orientation service) and social skills (influence, a catalyst for change, communication, conflict management, teamwork and collaboration). (Block 2003)
Leadership styles and organizational culture
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