Valu Transformational Leadership Case Study

Organizational culture determines the work environment. Its vision, beliefs, values and practices are shaped and shared both by the leaders and members gearing towards organizational success. Organizational culture can be changed over time. Despite the existing circumstances, the organizational is persistently endeavoring for an effective organizational culture. An effective organizational culture steers stability and adaptability which becomes a driving force to a smooth transition of cultural transformation coherent to the period of change.
Widalvski (2012) stated that global and national revolutions adversely affect organizational culture. Globalization has internationalized instruction, both in the basic and higher education (Hechanova & Olpoc,2013). As reported by Craddock (2016) and Camba (2015), the “domino effect” created anxieties and upheavals concerning the anticipated instability in the tertiary level, as a result of enrollment reduction, faculty displacement and future demands of higher education advancements. Resistance and biases are indicators of dissatisfaction which in the long run, can lead to rapid employees’ turn-over. The
Balyer (2012) affirmed the impact of transformational leadership in addressing satisfaction of human resource personal and professional needs in terms of team-orientation, effective communication, and role modeling of high moral standards. Also, some researches claimed that transformational leadership had brought forth leader’s ability to increase organizational members’ commitment, capacity, and engagement in meeting goals (Bass & Avolio, 1997; Chew & Chan, 2008). The abovementioned accounts are significant as internal and external elements of organizational culture. Consequently, the approaches ensure a holistic and supportive environment for learning (Zeng Wei,