Leading A Virtual Organization Case Study
The ability of leaders to guide organizations in the right direction require proper planning and organizing. Studies conducted by Hartnell, Kinicki, Lambert, Fugate, and Doyle Corner (2016) confirmed that there is an interactive relationship between leadership and culture on an organization’s performance. Culture is the display of collective behaviour, influenced by a set of norms, values and beliefs that inform employees about how they should perceive, think, feel, and behave in relation to organizational problems (Hartnell et al., 2016; Schultz, 2014). According to Neelam, Bhattacharya, Sinha, and Tanksale (2015), an organization’s cuture governs the attitude and behavior of its employees, including their commitment to the organization.
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Marsh’s Challenges and their Influence on an Organization’s Culture
In the “Leading a Virtual Organization Case Study”, Dr. Marsh expressed a number of challenges as a new leader going into a virtual organization. Firstly, he was challenged by the leadership structure of the organization which had rapidly grown over the previous four or five years. This included its start-up culture which now required scalable structures and processes to ensure that growth and service standards were maintained consistently. Secondly, the ability to promote employee engagement and trust across the team despite the cultural differences, terms of employment and educational levels. The third challenge related to the implementation of accurate performance evaluations for all employees across the organization.
In order to be effective in his new role, it is therefore critical for Dr. Marsh to understand the influence leadership structure, employee engagement and trust, as well as performance management have on an organization’s culture.
Leadership …show more content…
In this regard, recruiting and retaining not just the best talent, but also the best-fit talent is paramount to creating a culture of high performance within organizations. Employee engagement, as defined by Schaufeli, Salanova, Gonzalez-Roma, and Bakker (2002), is the “positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and absorption” (p. 74). For Kahn (1990, as cited by Laureate Education, 2016b), the extent to which an employee is engaged is heavily dependent on the job role, and therefore elicits an engaged or diseengaged response from the employee. Jindal et al (2017) posits that higher engagement levels encourage retention of talent, fetches greater customer loyalty and expand organizational performance and stakeholder
Marsh’s Challenges and their Influence on an Organization’s Culture
In the “Leading a Virtual Organization Case Study”, Dr. Marsh expressed a number of challenges as a new leader going into a virtual organization. Firstly, he was challenged by the leadership structure of the organization which had rapidly grown over the previous four or five years. This included its start-up culture which now required scalable structures and processes to ensure that growth and service standards were maintained consistently. Secondly, the ability to promote employee engagement and trust across the team despite the cultural differences, terms of employment and educational levels. The third challenge related to the implementation of accurate performance evaluations for all employees across the organization.
In order to be effective in his new role, it is therefore critical for Dr. Marsh to understand the influence leadership structure, employee engagement and trust, as well as performance management have on an organization’s culture.
Leadership …show more content…
In this regard, recruiting and retaining not just the best talent, but also the best-fit talent is paramount to creating a culture of high performance within organizations. Employee engagement, as defined by Schaufeli, Salanova, Gonzalez-Roma, and Bakker (2002), is the “positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and absorption” (p. 74). For Kahn (1990, as cited by Laureate Education, 2016b), the extent to which an employee is engaged is heavily dependent on the job role, and therefore elicits an engaged or diseengaged response from the employee. Jindal et al (2017) posits that higher engagement levels encourage retention of talent, fetches greater customer loyalty and expand organizational performance and stakeholder