Product harm

Topics: Leadership, Organizational studies and human resource management, Organization Pages: 12 (2291 words) Published: September 6, 2014

The Role of Leadership in Shaping Organizational Culture
Natasha Grant
Walden University

The Role of Leadership in Shaping Organizational Culture
An organization's culture plays a significant role in its ability to execute strategic plans. A leader that treats culture as a core business strategy and intentionally focus on creating a thriving culture that aligns people to the mission, vision and values create a substantial competitive advantage. A leader is a person that possesses high energy levels, commitment to cause, responsible and credible (Smolenyak, & Majumdar, 1992). Leadership is the process of influence in which one can enlist the help and support to accomplish a common task (Northouse, 2013). Motivate, support and communicate goals with followers to promote the growth and success of the organization are attributes of an effective leadership while taking into consideration the strengths and weakness of team members who help each other to do his or her best. In this paper, I will focus on the transformational leadership theory and how informational leaders change organization culture.

Leadership, Leadership Theory, Characteristics, Skills and Styles

Transformational leadership hinges on motivational leaders expressing vision and direction, valuing and nurturing their staff, which it assumes generates commitment, strengthening culture, thereby improving performance (Bass and Avolio, 1993). This method is to increase followership effectiveness. Transformational leadership theory suggests that the leader is charismatic, intellectual offers incentives and individual attention to empower and elevate followers, and transforms them into higher performance.

According to Quinn (1996), transformational leaders driven by vision and can “see beyond technical competence and political exchange." Quinn (1996) also states that transformational leaders focus on experiences where the concept realization and practice are in a constructive moral system while attaining power from a core set of values and behavior integrity. The transformational leader possess an ability to adapt and realign their perspective to the constant changing of the environment.

A Transformational leader has strong social values, which shows evidence that the organization has positive moral obligation to do good for its stakeholders and not cause any harm (Bass & Steidlmeier, 1999; Freeman, 1994). This type of leadership firmly believes that the corporation has a moral obligation to its employee and stakeholders. Hence, a transformational leader factors in moral and ethics for decision making to eliminate injury from stakeholders and employees (Bass & Steidlmeier, 1999; Freeman, 1994; Burns, 1978; Chalofsky, 2003). Transformational leadership influence through role modeling, ensuring the focus on others’ needs, and through ethical and moral conduct. Motivation

A transformational leader influences organizational culture by actions, personal attitude, decision making, modeling that enhances the employee cultural perception, and values. With this type of leadership, leaders ensure that the employees are considered a means and not as an end. Transformational leaders must ask themselves deep-rooted questions to help them understand how to change organizational culture for positive values about the corporation mission and vision within the workplace. The leader to focus on the followers’ and their achievement and growth by creating learning opportunities and empower them in making decisions (Smith, Montagno, & Kuzmenko, 2004). When a transformational leader is committed to motivating followers the commitment level increases to reinforce positive outcomes for job satisfaction, attendance rate, greater productivity levels and better morale.

A transformational leader embraces legitimate power to control and change processes. For a high level of integrity and ethics, the transformational leader must attain a high...

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