How Leadership Styles Are Interconnected With Cultural And Tradition Of An Organization

Organizational culture is defined by its values, leadership style, language, and routines that identifies and make the organization set apart from others. The culture of an organization is the mindset of the organization. The culture of an organization is displayed by the behavior and mindset of the people within the organization and the structured performance, systems, and technologies of the organization (Anderson & Anderson, 2010).

Organizational culture is the summation of the underlying organizational values manifesting as collective assumptions, attitudes, beliefs, expectations and norms.  Grounded in the customs and

Organizational culture is the personality of the organization. Culture is comprised of the assumptions, values, norms and tangible signs (artifacts) of organization members and their behaviors. Members of an organization soon come to sense the particular culture of an organization. Culture is one of those terms that are difficult to express distinctly, but everyone knows it when they sense it. For example, the culture of a large, for-profit corporation is quite different than that of a hospital which is quite different that that of a university. You can tell the culture of an organization by looking at the arrangement of furniture, what they brag about, what members wear.

Organizational culture- the values, norms, guiding beliefs, and understanding shared by members of an organization and is taught

Leadership style is the driving force behind an organizations effectiveness and overall success. Leaders control the heart of an organization; they control the direction, values, and employee’s level of commitment to the organization. Consistency and reliability are key traits that followers look for in a leader. Team members need to understand and know that the actions of their leaders will be within the expected realm of who they are and how they have presented themselves. A leader’s inconsistency could be viewed by followers as unreliable, unpredictable, and hard to follow. So how does a leader navigate an organizations multi-faceted culture while cultivating success and effectiveness?

A strong organizational culture provides both the company and its employees with direction and stability. The culture within an organization can be powerful enough to effect employee attitude and behavior as well as performance and turnover ratio. According to many scientific studies, there are seven primary characteristics used to define the culture of an organization: innovation and risk taking, outcome orientation, people orientation, team orientation, aggressiveness and stability.

Organizational Culture is the key values, beliefs and attitudes shared by the members of an organization. Organizational culture includes an organization 's expectations, experiences, philosophy, and values that hold it together, and is expressed in its self-image, inner workings, interactions with the outside world, and expectations for the future. A key source of organizational culture is usually its founder. It can be sustained by creating and spreading organizational stories and organizational heroes.

To begin with the cultural context, it states the concepts of culture and how its collective frameworks influence a specific individual member of a group or society and how that member illustrates and understood communal affairs and behaviors. Such collective framework tends to rise up with diverse traditions, heritages, religions and rituals.

The term of organizational culture is defined as the whole of ideas, company mission, values, expectations, goals and behavioral theories or spiritual parameters shared by a group of people or members of the organization.

An organisation culture is developed when the members of an institution shared a set of common values, traits and symbols (Helms, 2001). This culture represents an identical trend in patterning and integration (Schein, 2004), in which the ways of thinking and believe are similar in the members of the unit (Marquis & Huston, 2009). However, an organisation culture does not just form by itself. According to Schein (2004), culture and leadership are fundamentally interlaced and are able to influence each other. On one hand, Schein described leaders as the architect who formed the culture, but he also stated that culture can also influenced and shaped the type of leader. In this article, the influence of culture in determining the type of

Organizational culture is how people behave, practice or beliefs in an organization. As every company

The Organizational culture is the main source of the organization’s identity. Organizational culture is the culture that not only resides within us as individuals, but it is also the hidden force that drives most of our behavior both inside and outside organizations.

The definition of organizational culture is a system of shared assumptions, values, and beliefs, which governs how people behave in organizations. These shared values have a strong influence on the people in the organization and dictate how they dress, act, and perform their jobs. Google’s organizational culture is made up of innovation, aggressiveness, outcome oriented, stable, people oriented, team oriented, and detail oriented people.

Organizational culture refers to the interpreted meanings found in everyday interactions within an organization. There is significant difference between the cultures found in NFP and FP organizations. In NFPs, the servant leadership model is more prevalent, where FPs tend more towards a heroic leadership model.

Studying these approaches help us to develop research proposals to the following research question: to what extent the organizational culture of a company influence the way leadership is implemented?