4 ASSESSMENT
KCplul76
1435462858_413518.pptxChapter 14
Shaping Culture and Values
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Understand why shaping culture is a vital function of leadership
Recognize the characteristics of a responsive, as opposed to a resistant, culture
Know how to establish a high-performance culture by paying attention to both values and results
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Understand and apply how leaders shape culture and values through ceremonies, stories, symbols, language, selection and socialization, and daily actions
Identify the cultural values associated with adaptability, achievement, involvement, and consistency cultures and the environmental conditions associated with each
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Learning Objectives
Act as a values-based leader and instill healthy values in the organizational culture
Apply the principles of spiritual leadership to help people find deeper life meaning and a sense of membership through work
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Culture
Set of key values, assumptions, understandings, and norms
Shared by members of an organization
Taught to new members
Norms - Shared standards that define what behaviors are acceptable and desirable within a group of people
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Exhibit 14.1 - Levels of Corporate Culture
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Importance of Culture
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It integrates members so that they know how to relate to one another
It helps the organization adapt to the external environment
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Internal Integration
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Helps develop a collective identity
Aids members in working together effectively
Maintains day-to-day working relationships
Determines how people communicate in the organization
Determines what behavior is acceptable
Determines how power and status are allocated
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Culture Strength
Degree of agreement among employees about the importance of specific values and ways of doing things
Widespread consensus results in a strong and cohesive culture
Extensive agreement results in a weak culture
At times strong culture can encourage the wrong values and cause harm
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Responsive Cultures
Cultures can be responsive or resistant
Culture gap: Difference between desired and actual values and behaviors
To restructure a culture, leaders should recognize when members are:
Upholding the wrong values
Not upholding the important values strongly
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Exhibit 14.2 - Responsive versus Resistant Cultures
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Source: Based on John P. Kotter and James L. Heskett, Corporate Culture and Performance (New York: The Free Press, 1992), p. 51
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Exhibit 14.3 - Combining Culture and Performance
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Sources: Adapted from Jeff Rosenthal and Mary Ann Masarech, “High-Performance Cultures: How Values Can Drive Business Results,” Journal of Organizational Excellence (Spring 2003), pp.3-18; and Dave Ulrich, Steve Kerr, and Ron Ashkenas, Figure 11-2, GE Leadership Decision Matrix, The GE Work-Out: How to Implement GE’s Revolutionary Method for Busing Bureaucracy and Attaching Organizational Problems- Fast! (New York: McGraw Hill, 2002), p. 230
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High-Performance Culture
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Based on a solid organizational mission or purpose
Embodies shared responsive values that guide decisions and business practices
Encourages individual employee ownership of both bottom-line results and the organization’s cultural backbone
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Cultural Leadership
Primary way in which leaders influence norms and values to build a high-performance culture
Cultural leader: Actively uses signals and symbols to influence corporate culture
Articulates a vision for the organizational culture that employees can believe in
Ensures daily activities reinforce the cultural vision
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Exhibit 14.4 - Four Corporate Cultures
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Ethical Values in Organizations
Ethics: Code of moral principles and values governing the behavior of a person or group
With respect to what is right and wrong
Part of the formal policies and informal cultures
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Values-Based Leadership
Relationship between leaders and followers that is based on shared, strongly internalized values
Values are advocated and acted upon by the leader
Created by demonstrating a leaders personal value and by practicing spiritual leadership
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Values-Based Leadership
Personal values
Leaders have to discover their personal values and the values they want to guide the team or organization, and actively communicate them
Spiritual values
Successful leaders incorporate spiritual values in addition to the traditional mental and behavioral aspects of leadership
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Spiritual Leadership
Display of values, attitudes, and behaviors necessary to intrinsically motivate oneself and others
Toward a sense of spiritual expression through calling and membership
Addresses followers’ higher-order needs for membership and self-actualization
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Exhibit 14.5 - Model of Spiritual Leadership
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