Week-03

According to Jamrog, Vickers and Bear (2016) organization leaders are expected to play a central role when considering bullying as they are the ones who can perpetuate or prevent this kind of behavior. Considering the different types of leadership, it can be related to different levels of bullying. For example, destructive leadership can be seen as a form of bullying and a weak style which have the potential of encouraging bullying. On the other hand, transformational leadership is associated with lower levels of bullying since such leaders are offering enhanced autonomy, power, and independence to a different group of workers. Therefore, bullying can be related to leadership styles that are on extremes such as too firm or too weak when compared to constructive leadership that tends to protect people from bullying. Bullying has direct negative consequences on the productivity of an organization with management required to quickly address such concerns.

Based on the views of Zaccaro and Klimoski (2002), organizational cultures are behavioral patterns and trends that people within a particular organization uses to bind them together. Organizational culture is highly controlled by what organization belief and thus it has the potential of encouraging or discouraging productivity. Organizational culture is directly related to productivity since it provides improvement to organization clarity, the structure of decision making, organization integrity, organization vitality, employee compensation, and human resources development.

Organizational culture and innovation are closely related to culture forming a strong driver to innovation across many companies. The innovation process in any company needs innovative behavior and a cultural climate that support creativity. The impact of organizational culture on leadership can lead to resistance or quick uptake of changes within an organization. Culture can be a constrain on leadership since the management style is supported by the organization culture from developing entrepreneurial patterns that support productivity and innovation.

Reference

Jamrog, J., Vickers, M., & Bear, D. (2016). Building and sustaining a culture that supports innovation. Human Resources Planning, 29(3), 9–19.

Zaccaro, S. J., & Klimoski, R. J. (Eds.). (2002). The nature of organizational leadership: Understanding the performance imperatives confronting today's leaders (Vol. 12). John Wiley & Sons.