BEING A LEADER

By Fayyaz Alam
fayyaz.alam.121@googlemail.com

Learning Outcomes
LO1: Understand the organisations ethical and value-based approach to leadership
Assessment Criteria:

Evaluate the impact of the organisations culture and values on leadership (Session 1-This session) Discuss how organisational specific, legal, regulatory and ethical requirements impact on leadership demands (Session 2) Evaluate current and emerging social concerns and expectations impacting on leadership in the

What is culture?
Culture is how things are done around here. It is what is typical of the organization, the habits, the prevailing attitudes, the grown-up pattern of accepted behaviour.
(Drennan, 1992:3)

Why is culture important?

Culture shapes behaviour Friendly or Aggressive Proactive or Passive Concerned or Not Bothered Team worker or Solo Player Rule Follower or Rule Breaker.

Implications of culture

Behaviour is not shaped by extrinsic and intrinsic motivators but by values, beliefs and assumptions. Culture guides actions but only when it is strong and unchallenged. Some cultures are better than others. If values, beliefs and attitudes can be learned, they can also be changed.

Handys four types of culture

Person The individual is the central focus. Found amongst
artists, performers, barristers, architects.

Power Role Task

Power radiates out from the centre like a spiders web. Found in small entrepreneurial companies, family dominated companies, etc. Found in bureaucracies where the main emphasis is on compliance with rules and procedures. The emphasis is on completing the job or project. Found in organisations which require teamwork, flexibility and speed, such as advertising agencies.

Main cultures in the UK = Role and Task

Handy (1986)

The cultural web

The Cultural Web

Represents the determinants of organisational culture Considers the paradigm or taken-forgranted assumptions about the organisation Routines: Routines are the scheduled and deliberate practices of day-to-day life in an organisation They ensure the smooth running of the organisation

Cultural Web contd...

Rituals Are used to reinforce routines Include induction and training courses Rituals and routines will be very clear and important in strong culture organisations Stories Represent an organisations history, or significant events, and people in the past

Cultural Web contd...

Are often told to new people in the organisation Indicate acceptable and unacceptable behaviour in the organisation Symbols Represent the power an individual has in an organisation Indicate the value of an individual to the organisation

Cultural Web contd...

Power structures Are groups of individuals with power underpinned by a common set of values and beliefs Often based on technical or professional expertise

Cultural Web
Organisational structure Determines where the power will exist in the organisation Simple structure - power rests with the owner Functional structure power with senior mgmt Divisional structure power is spread throughout the organisation Matrix structure power rests with individuals in the matrix

Cultural Web
Control systems Monitor what is important to the organisation Can monitor money, budgets, people rewards systems, work efficiency and effectiveness

Deal and Kennedys four types of culture

The Tough Guy, Macho culture, characterised by individualism and risk-taking, e.g. a police force. The Work-Hard/Play-Hard culture, characterised by low risks and quick feedback on performance, e.g. McDonalds. The Bet-Your-Company culture, characterised by high risks and very long feedback time, e.g. aircraft companies or oil prospecting The Process culture, characterised by low risks and slow feedback, e.g. insurance companies.
Deal and Kennedy (1982)

Organizational Values
The enduring beliefs that have worth, merit, and importance for the organization

Ethics
The code of moral principles and values that governs the behavior of a person or group with respect to what is right and wrong ------------------------------------------Code of Ethics: a formal statement of the companys ethical values

Values-Based Leadership

A relationship between leaders and followers that is based on shared, strongly internalized values that are advocated and acted upon by the leader

References

Carnal, A. C. (2006) Managing Change in Organisations, FT Prentice Hall, England Kay, J. (1993) Foundations of Corporate Success, Oxford University Press, Oxford. Lynch, R. (2006) Corporate Strategy, FT Prentice Hall, England