1. 1 Culture −The set of key values, beliefs, understandings, and norms that members of an organization share.

2. 2 Levels of Corporate Culture

3. 3 Visible Manifestations −Symbols −Stories −Heroes −Slogans −Ceremonies

4. 4 Het Ui-kultuurmodel van Hofstede

5. 5 Environment and Culture −A big influence on internal corporate culture is the external environment −Cultures can vary widely across organizations −Organizations within same industry reveal similar cultural characteristics

6. 6 Corporate Culture Adaptability Adaptive Culture Unadaptive Culture Visible Behavior Expressed Values Managers pay close attention to all their constituencies, especially customers, and initiate change when needed to serve their legitimate interests, even if it entails taking some risks. Managers care deeply about customers, stockholders, and employees. They strongly value people and processes that can create useful change (e.g., leadership initiatives up and down the management hierarchy). Managers tend to behave somewhat insularly, politically, and bureaucrati-cally. As a result, they do not change their strategies quickly to adjust to or take advantage of changes in their business environments. Managers care mainly about themsel-ves, their immediate work group, or some product (or technology) associated with that work group. They value the orderly and risk-reducing management process much more highly than leadership initiatives.

7. 7 Four types of Corporate Culture

8. 8 High-Performance Culture A culture that −Is based on a solid organizational mission or purpose −Embodies shared adaptive values that guide decisions and business practices, and −Encourages individual employee ownership of both bottom-line results and the organization’s cultural backbone

9. 9 Cultural Leadership ●Articulates a vision that employees can believe in ●Defines and communicates central values that employees believe in ●Values are tied to a clear and compelling mission, or core purpose ●Heeds the day-to-day activities that reinforce the cultural vision – work procedures and reward systems match and reinforce the values

10. 10 Nature of Leadership −The ability to influence people toward the attainment of organizational goals. −Leadership is reciprocal, occurring among people. −Leadership is a “people” activity, distinct from administrative paper shuffling or problem- solving activities. −Leadership is dynamic and involves the use of power.

11. 11 The Leadership Grid Blake and Mouton −Two-dimensional leadership theory that measures the leader’s concern for people and for production −Builds on the work of Ohio State and Michigan studies

12. 12 The Leadership Grid

13. 13 Hersey and Blanchard’s Situational Theory of Leadership

14. 14 Transactional Leaders  Clarify the role and task requirements of subordinates  Initiate structure  Provide appropriate rewards  Display consideration for subordinates  Meet the social needs of subordinates Leading Change

15. 15 Charismatic Leaders  The ability to inspire  Motivate people to do more than they would normally do  Tend to be less predictable than transactional leaders  Create an atmosphere of change  May be obsessed by visionary ideas Leading Change

16. 16 Transformational Leaders  Similar to charismatic leaders  Distinguished by their special ability to bring about innovation and change by  Recognizing followers’ needs and concerns  Helping them look at old problems in new ways  Encouraging them to question the status quo Leading Change

17. 17 Sources of Power  Legitimate Power: power coming from a formal management position.  Reward Power: stems from the authority to bestow rewards on other people.  Coercive Power: the authority to punish or recommend punishment.  Expert Power: leader’s special knowledge or skill regarding the tasks performed by followers.  Referent Power: personality characteristics that command subordinates’ identification, respect, and admiration so they wish to emulate the leader.

18. 18 Styles of Followership