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The of Leadership in shaping organizational culture

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The of Leadership in shaping organizational culture
The Role of Leadership in Shaping Organizational Culture
Armen Avetisyan
Walden University
Abstract
In this paper I have tried to analyze the role of leadership in shaping of organizational culture. Also I have briefly touched the definition of culture, historical overview of leadership theory development’s issue and what impact have traits approaches, skills approach, style approach and also ethical approach on creating of organizational culture for healthy organization.

The Role of Leadership in Shaping Organizational Culture

The Importance of Organizational Culture Creating of organizational culture is crucial for organizations and leaders. The success of organization depends on an appropriate organizational culture. Organizations with an established organizational culture which have strong capabilities for change, strong team committed to innovation and internal trust have competitive advantage (Eccles, Perkins, & Serafeim, 2013). To go deeper into this issue, we have to define the culture and organizational culture separately.
Definitions
A culture is a set of basic tacit assumptions about how the world is and ought to be that a group of people share and that determines their perceptions, thoughts, feelings, and, to some degree, their overt behavior (Schein, 1992).
Organizational culture is the workplace environment formulated from the interaction of the employees in the workplace. The leaders play a significant role in defining organizational culture by their actions. The leadership and all employees contribute to the organizational culture (“Organizational Culture: Corporate Culture in Organizations,” 2013).
Ravasi and Schultz (2006) state that organizational culture is a set of shared mental assumptions that guide interpretation and action in organizations by defining appropriate behavior for various situations.
Shein, (1996) has in very interesting and I would say genial way differenced three cultures of leadership



References: Ayman, R., & Korabik, K. (2010). Leadership: Why gender and culture matter. American Psychologist, 65(3), 157–170. Bass, B. M. (1990). Bass and Stogdill’s handbook of leadership: A survey of theory and research. New York: Free Press. Blake, R Blake, R. R., & Mouton, J. S. (1964). The managerial grid. Huston, TX: Gulf Publishing Company. Blake, R Blake, R. R., & Mouton, J. S. (1985). The managerial grid. Huston, TX: Gulf Publishing Company. Eagly, A. H., & Lau Chin, J. (2010). Diversity and leadership in a changing world. American Psychologist, 65(3), 216–224. Hollander, E. P. (1992) Leadership, followership, self, and other. Leadership Quarterly, 3(1), 43 -54. Ilies, R., Judge, T., & Wagner, D. (2006). Making sense of motivational leadership: The trail from transformational leaders to motivated followers. Journal of Leadership & Organizational Studies, 13(1), 1–22. Jago, A Northouse, P. G. (2013). Leadership: Theory and practice (6th ed.). Thousand Oaks, CA: Sage. Organizational Culture: Corporate Culture in Organizations. (2013). Retrieved from http://humanresources.about.com/od/organizationalculture/ Ravasi, D., Schultz, M Raymond C. Baumhart, "How Ethical Are Businessmen?," Harvard Business Review (July- August 1961): 7-10, 12, 16, 19,156-76.  Shein, E. (1992). Organizational Culture and Leadership: A Dynamic View. San Francisco, CA: Jossey-Bass. p. 9 Shein, E Schein, E. H. (1983). The Role of the Founder in Creating Organizational Culture. American Management Associations, pp. 13-28 Smith, J Stogdill, R. M. (1974). Handbook of Leadership: A survey of theory and research. New York: Free Press. Van Velsor, E., & Leslie, J. B. (1995). Why executives derail: Perspectives across time and cultures. Academy of Management Executive, 9(4), 62–72.

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