What is Culture Leadership
Solidifying the confidence in leaders to drive and inspire constructive culture.
The biggest impact on culture is the leadership styles of the management team (both past and present) - how they communicate, set goals and delegate authority. Strong and effective leaders create a Constructive Culture by sharing information, collaboratively setting mutually acceptable, challenging goals and sharing influence and responsibility in a participative way. It doesn't always happen that way and that is when a team or an organization requires culture leadership.
Below you will find four examples of culture leadership.
Individual - Culture Leadership (Aggression)
Team - Culture Leadership (Constructive)
Very few people would argue against training and development as being an important part of any leader’s responsibilities. Teaching someone how to do a particular job is the first step in delegation, motivation, and performance management.
Training affects every aspect of a Constructive Culture. People need to know how to do their job, what is expected of them, and what their goals are in order to have an Achievement Culture. They need to be taught how to think outside the box and how to creatively solve problems to create a Self-Actualizing Culture. They also need to learn when to solve problems using conventional methods and when to develop a unique solution. Training’s role in creating a Humanistic-Encouraging Culture is both simple and complex. Training is a fundamental part of encouraging people to grow and develop on the job. In order to create a Humanistic Culture you have to begin by treating people with dignity and respect. You can’t do that if you don’t respect your staff well enough to invest in training them. And finally, people need to be taught teambuilding skills in order to create an Affiliative Culture. This involves learning how individual effort aligns with cooperation.
Very forward thinking organizations also spend time and money on ongoing staff training. Helping employees learn how to think and act in constructive ways takes that next step towards maintaining a constructive culture. Teaching employees how to be team players and how to treat each other will improve the culture’s people orientation. Whereas teaching them about goal setting, taking initiative and creative problem solving will develop the culture’s task orientation. But most important of all, providing everyone in the organization with this level of development, demonstrates more than any other way, the value senior management places on their employees.
Organizational - Culture Leadership (Avoidance)
The Avoidance Culture Style is identified and measured by Human Synergistics Organizational Culture Inventory™. It is described as a culture where, members shift responsibilities to others, are unwilling to make decisions, prefer not to take action, and will not accept risk. Such organizations are unlikely to move in new directions, learn from mistakes, or adapt to changes in their competitive environments.
Organizations that have an Avoidance Culture typically engage in activities such as “not getting involved”, “laying low”, and “putting things off”. Management is often complacent, bureaucratic, and even hidden. They fail to notice or reward success, but will quickly punish mistakes. They avoid unpleasant productivity and people situations. Needless to say, an Avoidance Culture is the worst possible style of culture to have, because of its strong correlation with outcomes such as poor product and service quality.
This type of culture is typically born out of fear and/or complacency. When mistakes and taking risks are regularly punished, people quickly learn to stay hidden and not take action. Conversely, in a bureaucratic organization where initiative is ignored and even resented, while complacency is encouraged, people develop an “I don’t care” attitude. Either one of these situations will produce an Avoidance Culture. The motivation is to keep your head down in order to survive.