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Dr. William A. Snow

Hong Kong University of Science & Technology

Department of Management of Organizations

College of Business & Management

Managerial LeadershipMGTO 234 - 3

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Culture and LeadershipCulture and Leadership

Culture: Culture is a pattern of shared basic assumptions that the group learned as it solved problems of external adaptation and internal integration, that has worked well enough to be considered valid and therefore to be taught to new members as the correct way to perceive, think and feel in relation to those problems.

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Key Concepts Relating to Culture

Concept of culture helps explain some of the seemingly irrational aspects of groups and organizations

Any group with a stable membership and a history of shared learning will have developed some level of culture

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Key Concepts Relating to Culture

Culture and leadership are two sides of the same coin--Leaders first create cultures when

they create groups and organizations

--Once cultures exist they determine the criteria for leadership and thus who will & will not be leaders

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Major Components of Culture

1. Behavioral Regularities when people interact: language, customers & tradition, rituals (e.g., IBM vs. RI).

2. Group Norms which are the stated values that evolve in working groups (e.g., "Fair day’s pay”).

3. Stated Values which are the principles and values a group tries to achieve (e.g., "“product quality” “price leadership”).

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Major Components of Culture

4. Formal Philosophy which is the policies, ideological principles that guide a group’s actions (e.g. “A business and it’s beliefs” “HP way”).

5. Rules of the Game which are the rules for getting along in the organization (“The way we do things around here.”).

6. Climate which are the feelings that are conveyed in a group by the physical layout and the way in which members interact with each other, the customers, and other outsiders (affective domain: attitude, feelings, beliefs-“I like my job.”)

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Major Components of Culture

7. Embedded Skills which are the special skills members display in accomplishing certain tasks. Includes making certain things get passed on from generation-to-generation; not necessarily written.

8. Habits of Thinking, Mental Models which are shared cognitive frames that guide the perceptions, thoughts and language used by the group..and are taught to the new people. .

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9. Shared Meanings which are understandings that are created by members as they interact with each other.

10. Root Metaphors or Integrating Symbols which are the ideas, feelings, and images that members develop to characterize themselves. Become embodied in buildings and office layout (e.g., Marriott corporate offices vs. Security Pacific National Bank).

Major Components of Culture

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Culture-Summary

“Culture” adds 2 critical elements to the concept of sharing:1. Structural stability: Something

“cultural” implies it is not only shared but is deep and stable

2. Integration of the elements of culture: “Culture” ties the 10 elements together in an umbrella fashion

This integration is the essence of the meaning of culture

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Culture-Summary

How to think about culture and define it:

1. Most useful way: view culture as the accumulated shared learning of a given group

2. Must be history of shared experiences for their to be shared learning

3. Such stability and shared history of experiences will cause various shared elements to form into patterns that eventually can be called an organization’s culture

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Culture-Summary (resources)

James C. Collins & Jerry I. Porras, Built to Last: Successful Habits of Visionary Companies (1994). Harper Business Publishers, NY.

Peter F. Drucker, Management Challenges for the 21st Century (1999). Harper Business Publishers, NY.

Edgar H. Schein, Organizational Culture and Leadership, 2nd Ed (1992). Jossey-Bass Publishers, San Francisco, CA.

Video, “Disney Values”

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Chapter 4Chapter 4

Leadership Is Developed through Education and

Experience

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The Action-Observation ModelThe Action-Observation Model

The Action-Observation Model shows that leadership development is enhanced when the experience involves three different processes:– Action– Observation– Reflection

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The Action-Observation ModelThe Action-Observation Model

Perception reflects all three phases of the Action-Observation Model.– Perception & Observation– Perception & Reflection– Perception & Action

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Leadership GrowthLeadership Growth

Two factors that can foster leadership growth:– The people you work with– The task itself

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Characteristics of Successful Characteristics of Successful LeadersLeaders

Ability to develop or adaptEstablish collaborative relationsAbility to build and lead a teamNon-authoritarian

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Characteristics of Successful Characteristics of Successful LeadersLeaders

Consistent exceptional performance

ambitious

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Characteristics of Characteristics of Ineffective LeadersIneffective Leaders

Inability to develop or adaptPoor working relationsInability to build and lead a

team

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Characteristics of Characteristics of Ineffective LeadersIneffective Leaders

AuthoritarianPoor performanceToo ambitious

Cont.

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Chapter 7Chapter 7

Ethics, Values, and Attitudes

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EthicsEthics

Ethics are principles of right conduct or a system of moral values.

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ValuesValues

Values are “constructs representing generalized behaviors or states of affairs that are considered by the individual to be important.” (Gordon, 1975, p.2)

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Developmental StagesDevelopmental Stages

Kohlberg theorized that people progress through a series of developmental stages in their moral reasoning:– The Preconventional Stage– The Conventional Stage– The Postconventional Stage

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Values can affect leaders in Values can affect leaders in six different ways:six different ways:

values affect leaders’ perceptions of situations and the problems at hand.

values affect the solutions generated and the decisions that are reached.

values influence how leaders perceive individuals and groups.

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Values can affect leaders in Values can affect leaders in six different ways:six different ways:

values influence leaders’ perceptions of individual and organizational successes as well as the manner in which these successes are to be achieved.

values provide a basis for leaders to differentiate between right and wrong, and between ethical and unethical behavior.

values may affect the extent to which leaders accept or reject organizational pressures and goals.

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AttitudesAttitudes

Attitudes have three components: – the ideational component concerns

what the attitude is about. – the affective component concerns the

feelings one has about those ideas. – the behavioral component concerns

how people act in certain ways.

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Seven Fundamental Dilemmas that Seven Fundamental Dilemmas that People of all Cultures FacePeople of all Cultures Face

Source of Identity: Individual-Collective

Goals and Means of Achievement: Tough-Tender

Orientation to Authority: Equal-Unequal

Response to Ambiguity: Dynamic-Stable

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Seven Fundamental Dilemmas that Seven Fundamental Dilemmas that People of all Cultures FacePeople of all Cultures Face

Means of Knowledge Acquisition: Active-Reflective

Perspective on Time: Scarce-Plentiful

Outlook on Life: Doing-Being

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Managerial LeadershipManagerial Leadership

Supplemental ResourcesSupplemental Resources M. Goldsmith, L. Lyons, A. Freas, Coaching for Leadership: How the World’s

Greatest Coaches Help Leaders Learn. (2000) Donelson R. Forsytyh, Group Dynamics. (1999) Peter F. Drucker, Management Challenges for the 21st Century (1999) F. Hesselbein, M. Goldsmith, R. Beckhard, The Leader of the Future. (1996) Kenichi Ohmae, The Evolving Global Economy: Making Sense of the New World

Order. (1995) James Champy, Reengineering Management: The Mandate for New Leadership.

(1995) J. M. Kouzes, B. Z. Posner, The Leadership Challenge: How to Keep Getting

Extraordinary Things Done in Organizations (1995) J. Collins, J. Porras, Built to Last: Successful Habits of Visionary Companies.

(1994) L. M. Spencer, S. M. Spencer, Competence at Work: Models for Superior

Performance. (1993) Edgar H. Schein, Organizational Culture and Leadership (1992) K. B. Clark, M.B. Clark, Measures of Leadership (1990) Warren Bennis, On Becoming a Leader (1989) Kathy Kram, Mentoring at Work: Development Relationships in Organizational

Life. (1988) W. Bennis, B. Nanus, Leaders: The Strategies of Taking Charge (1985) T. J. Peters, R. H. Waterman, In Search of Excellence: Lessons from America’s

Best-Run Companies (1982) Richard E. Boyatzis, The Competent Manager: A Model of Effective Performance.

(1982)