Learning Objectives and Topics
Course Learning Outcomes (9) Key Topics (9)
• K2. Evaluate management principles and
practices with respect to leadership theories
• K4. Appraise leadership approaches
contextualised by the different organisational
situations and settings
• S1. Assess the multifaceted nature of
leadership in Australia and internationally
• S2. Evaluate the effectiveness of leadership
styles in various workplace contexts and
scenarios
• S3. Critically analyse and report on
theoretical developments in leadership
understanding with regard to current research
and practical applications
• S4. Communicate leadership learning through
a variety of formal and informal channels
• S5. Reflect on one’s own leadership skills in
the workplace or comparable settings
• Visions
• Organisational culture
• High performance cultures
• Ethics and values in organisational
culture
2
Federation Business School
Visions
3
Federation Business School
Visions
4
WATCH: Simon Sinek (2018)
Finding your Vision.
LeadersIn, https://
youtu.be/KdRaCHXMF2Y
Why is ‘Vision’ so important
to leadership and building an
organisational culture?
Do you have a vision?
Federation Business School
Organisational Culture
5
Federation Business School
Organisational Culture
6
WATCH: Newton Institute (2017) 6
Characteristics of a High Performance
Culture, https://
www.youtube.com/watch?v=0kkPmppK
m_4#action=share
Think about organisations you have
been part of:
- How would you describe the
organisational culture? - What was it made up of?
- Who were the leaders and how did
they act? - How did it make you feel?
Federation Business School
Definitions – organisational culture
- “a pattern of beliefs and expectations shared by the
organisation’s members that create norms and shape
the behaviour of individuals and groups in an
organisation.”
OR - “the way we do things around here’
- “the rules of the game”
7
Federation Business School
Leadership and culture
Prominent theorist of culture, Edgar Schein, argued that:
Organisational cultures are created by leaders, it is one of
their most important functions, and reflects their values and
beliefs.
Does this resonate with you? Think of Richard Branson and
the Virgin brand
8
Federation Business School
Characteristics of culture - It is a shared phenomenon
- It has two levels, the visible and the deeper, less visible level
- Learning occurs through a process of cultural socialisation
which arises informally from the existing employees and
formally through induction training programmes - Organizational cultures tend to change slowly over time as a
result of the turnover of group members, changes in the
company’s market environment and general changes in
society.
9
Federation Business School
Classifying culture - power, role, task, person
- bureaucratic, innovative, supportive
- integrated, differentiated, fragmented
- primal, rational, developmental, metaphysical
- networked, mercenary, fragmented, communal
10
Federation Business School
/continued - group, developmental, rational, hierarchical
- control, collaboration, competence, cultivation
- production, bureaucratic, professional
- organic, mechanistic
- clan, hierarchy, adhocracy, market
11
Federation Business School
Clan, adhocracy, hierarchy and market
These are common culture types and the next slide shows
them in more detail and how they lend themselves to
different leadership approaches.
12
Federation Business School
13
Clan Adhocracy Hierarchy Market
Orientation Collaborative Creative Controlling Competing
Leader Type
Facilitator, Mentor,
Team builder
Innovator,
Entrepreneur,
Visionary
Coordinator,
Monitor, Organizer
Hard driver,
Competitor,
Producer
Value Drivers
Commitment,
Communication,
Development
Innovative outputs,
Transformation,
Agility
Efficiency,
Timeliness,
Consistency and
uniformity
Market share, Goal
achievement,
Profitability
Theory of
Effectiveness
Human
development and
participation
produce
effectiveness
Innovativeness,
vision, and new
resources produce
effectiveness
Control and
efficiency with
capable processes
produce
effectiveness
Aggressively
competing and
customer focus
produce
effectiveness
Federation Business School
Leadership, personality traits and culture
- is positively related; – is negatively related
Clan Oriented Adhocracy Oriented Hierarchy Oriented Market Oriented
Agreeableness(+),
emotional stability (+)
Emotional stability (-) Agreeableness (-),
and emotional stability
(-)
Extraversion (-),
and openness to
experience (-)
14
Federation Business School
High Performance Cultures
15
WATCH: Chris White (2019) 3 ways
to create a work culture that brings
out the best in employees, https://
youtu.be/2y8SA6cLUys
Have you ever “checked out’?
What are the consequences of this?
How can we work to better engage
out people?
Federation Business School
Ethics, Values, Culture
16
Federation Business School
Ethics, Values, Culture
17
WATCH: Joe Ucuzoglu
(2020) Why leaders are
never finished building an
ethical culture, https://
youtu.be/GURXNQCNkYE
We will talk further about this
in the tutorial…
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