Leadership and Culture in Organization Context

This document explores the notion and nature of leadership in an organizational context. It discusses different leadership styles, such as authoritarian, democratic, and laissez-faire, and examines various theories of leadership, including the great man theory, trait theory, and behavioral theory. The document also explores the impact of leadership on organizational culture and provides practical examples of effective leadership.

LEADERSHIP AND CULTURE IN
ORGANIZATION CONTEXT
Leadership and Culture in Organization Context 0

Leadership and Culture in Organizational Context 1
Table of Contents
Introduction......................................................................................................................................4
Notion and nature of leadership.......................................................................................................5
Leadership style...............................................................................................................................6
Authoritarian or autocratic...........................................................................................................6
Democratic Leadership or Participative......................................................................................6
Laissez-faire or Delegative leadership.........................................................................................7
Theories of leadership......................................................................................................................8
The great man theory...................................................................................................................8
Trait Theory.................................................................................................................................8
Physiological traits...................................................................................................................9
Socioeconomic characteristics.................................................................................................9
Personality traits......................................................................................................................9
Intellectual traits......................................................................................................................9
Task-related traits....................................................................................................................9
Social characteristics...............................................................................................................9
Behavioral theory.......................................................................................................................10
The Ohio State University Studies........................................................................................10
The University of Michigan Studies......................................................................................10
Blake and Mouton’s leadership Grid.........................................................................................11

Leadership and Culture in Organizational Context 2
Indifferent..............................................................................................................................11
Controlling or the country club..............................................................................................11
Task-oriented.........................................................................................................................11
Balance or Status Quo...........................................................................................................11
Sound.....................................................................................................................................12
Contingency theory....................................................................................................................12
Fred Fiedler............................................................................................................................12
Findings of Fiedler’s..............................................................................................................12
Hersey Blanchard Situational Theory........................................................................................13
Telling....................................................................................................................................13
Selling....................................................................................................................................13
Delegating..............................................................................................................................13
Participating...........................................................................................................................13
Transactional leadership theory.................................................................................................13
Transformational leadership theory...........................................................................................14
Influential...............................................................................................................................14
Motivational...........................................................................................................................14
Inspirational...........................................................................................................................14
Practical examples.........................................................................................................................14
Clear communication.................................................................................................................15

Leadership and Culture in Organizational Context 3
Coordinating..............................................................................................................................15
Planning.....................................................................................................................................15
Organizing.................................................................................................................................16
Conclusion.....................................................................................................................................16
References......................................................................................................................................17

Leadership and Culture in Organizational Context 4
Introduction
Leadership in a current organization takes place in context (Smith, 2016). This is in the front and
center of the organization. This is the aptitude of a team of individuals or an individual to guide
and influence members or followers of an organization. Leadership involves sometimes difficult,
making sound, articulating a clear vision, creating a decision, establish achievable goals and
provides followers with the necessary tools and knowledge to achieve goals (Horstman, 2016).
Leaders need most structures of society, from company to politics, region to community-based
organization. An operational leader has the characteristic of strong communication, self-
confidence, creative and innovative thinking, directness to alteration, reactiveness, sensibleness
in periods of crisis. Leaders have the capacity to make strategic and visionary decisions and
convince others to follow judgments (Day, 2012).
A leader creates a vision and successfully get others to work for achieving the goal. By inspiring
others, setting direction to success, and achieving the result. Leadership in the organization are
capable enough for motivating the work towards a vision and getting people excited. Leadership
in culture of organization mentions to the morals and benefits that have an existence in an
organization for a long time. The benefits and belief of staff foreseen the value of their behavior
and attitude. Leadership generates the behavior to accomplish the vision of the business
(Waldman, 2014).
The culture is regularly in the discussion of the workplace. Organization for achieving and drew
a share of devotion to the significance of beliefs to attaining a high level of success with the
effectiveness of organization (Men, 2014). There is overall agreement around the criteria of
philosophy as a comprehensive construct. Style of leadership in relation to ethics, values, beliefs,

Leadership and Culture in Organizational Context 5
and character across a range of contexts and situations, leadership theories, and practical
examples have been covered in the following discussion.
Notion and nature of leadership
Leadership develops from power. This is similar to distinct from management. Management and
leadership are different. The leader has the ability to lead the unorganized groups. For managing
the organization, leadership is essential. Effectively leading the organization is one of the keys to
being an effective leader. It combines the resources of the organization to lead a group to achieve
targets (Hassan, 2014).
Motivation and leadership are interconnected. Motivation appreciates people with their actions.
A leader dampens and encourages workers by creating an unfavorable and favorable
environment of working within the organization (Cooper, et al., 2017).
The essence of leadership is followership. People like to follow the person that provides a means
of achieving their needs, desires, and wants.
Leadership includes an unequal delivery of control between members of a group and leaders.
Members of the group are not powerless. Members of a group can form activities of a group
within the organization. Still, the leader of the organization has more power compared to group
members (Antonakis, 2017).
The behavior of followers can be influenced in some ways. The leader can influence workers of
the organization either to do well or ill for the organization. The leader of the organization
should be able to motivate and empower the followers to the basis (Leithwood, 2012).

Leadership and Culture in Organizational Context 6
The leader must co-exist with the followers or subordinates and must have a strong idea about
the ambitions and demands. Leaders of the organization create trust and loyalty in subordinates
for their leader (Molchanov, 2016).
Leaders are the actual educators of ethics. Leaders have the ideas to reinforce. This is very
important for leaders of an organization to concern about the values. Followers of the
organization learn values and ethics from the leader (Lincoln, 2012).
Leaders make positive statements of ethics in the organization. Leadership is a demanding job
for both psychologically and physically. The leader of the organization must have the power,
ability, and strength to meet the bodily requirements; energy, zeal, and patience to meet the
mental requirements for leading the organization (Gutierrez, 2011).
Leadership style
Style of leadership is manner and an approach of providing applying direction, plans, and
motivating persons (Bhatti, 2012). This includes the implicit actions performed and the total
pattern of explicit (Stokes, et al., 2018).
Authoritarian or autocratic
In this style leader, tell their employees about what to done and accomplished without the advice
of the followers. This style is like a vehicle of yelling. This style has no place in the repertoire of
a leader. This style of leadership used on rare occasions. This style used to gain more motivation
and commitment.
This flair of leadership enticements on people's abilities and information and creates a assurance
of the group to the resulted goals. When the work of the organization is the unclear organization
the leader should take the collective wisdom of the group.

Leadership and Culture in Organizational Context 7
Democratic Leadership or Participative
This style includes a leader in containing one or more staffs in the process of supervisory. In this
approach, the leader has the authority of making a final decision. This is the sign of leadership
that employee respect.
This style used when the leader has the part information and employee have part information.
The leader in the organization is not necessary to know everything. This is the style of leadership
for mutual benefits to allow employees to make better decisions.
Laissez-faire or Delegative leadership
In this style of leadership, a leader allows employees of the organization to make the decisions.
In this style, a leader is accountable for the judgments that are made. In this leadership,
employees of the organization are able to determine and examine the condition to complete the
work. Delegate and Priorities given to certain tasks. Leaders use this style when they have
confidence and full trust in the people (Ghorbanian, 2012).
Using a Delegative style of leadership with an employee that know about the work. This allows
the employee to more productive.
A good leader uses styles. These factors are involved between the leader, followers, and
situations.
Style of authoritarian on a just join new employee. The leader is a good coach and competent.
The employee of the organization is motivated to learn a new skill. An employee is in the
situation of a new work environment.

Leadership and Culture in Organizational Context 8
Style of participative with the workers of the team that know their job. The leaders of the
organization know the problem but not have all the information. The employee of the
organization know their responsibility and want to grow into a portion of the team.
Style of Delegative with an employee than know more about the job than the leader. The
employee of the organization take responsibility for the job and allows a leader to be productive.
Theories of leadership
The aspects to believed and defined categorize theories to define the leadership (Derue,
Psychology).
The great man theory
The great man philosophy proposed in the 1840s by Thomas Carlyle. Conferring to this theory,
the leader proves themselves as a leader when the great need arises. In additional words, certain
people are born to become leaders and leadership is a daring act. This theory describes leaders as
mythic, valiant, and ordained to increase leadership when the condition arises. This theory was
encouraged by the learning of influential heroes.
This theory criticized because of the succeeding reasons.
This was a male-centric method when women have showed to be excessive leaders too.
According to this theory, leadership cannot be taught or learned. This is an inherent trait.
This theory has no scientific validation to support.
This theory deserted the situational and environmental factors that influence the process of
leadership.

Leadership and Culture in Organizational Context 9
The Trait Theory
Ralph M. proposed this philosophy of management in the late 1940s. According to this theory,
an individual must own the main character and features to be an operative leader. These
characters are integral by birth. Qualities like a sense of responsibility, intelligence, other values,
and creativities put anybody in the shoe of a good leader. This theory of leadership focuses on
analyzing the physical, mental, and social characteristics in order to increase more transparency
about the characteristics and combination that are common among leaders. This theory of
leadership approaches the behavioral method.
Leadership traits based on this theory categorized as follows.
Physiological traits
Heights, structure, weight, appearance, color and so forth.
Socioeconomic characteristics
Gender, marital status, religion, occupation, age, earnings, and literacy.
Personality traits
Extraversion, patience, self-confidence, reliable, agreeable, motivation of leadership, and
honesty.
Intellectual traits
Decisiveness, the ability of judgment, intelligence, emotional attribute, and knowledge.
Task-related traits
Dedication, attainment drive, initiative, business expertise, and determination.

Leadership and Culture in Organizational Context 10
Social characteristics
Cordiality, socially active, and cooperation.
Some of the additional traits are adaptiveness, charisma, uniqueness, and creativity.
This theory disapproved since it disregards the issues of the environment that may not always
endure the same. The grade of characters is enormous and preserves on moving from period to
period. It was not capable to clarify disasters despite owning the certain characters stated in this
theory. Moreover, the recognized characters can be attained by training and learning.
Behavioral theory
This theory of leadership developed in the 1950s. After acquiescent that the different characters
of a leader are energetic for functioning leadership. The investigator was currently keen to
recognize that what front-runners do to develop effective leaders.
According to this theory, leader efforts on the performance compared to characters. To study the
behavior of leaders, two main platforms of the investigation were started by two different
universities namely, University of Michigan Studies, the Ohio State Leadership Studies.
The Ohio State University Studies
The research group at Ohio State University arranged a survey to buy survey in industrial setups
and military, to regulate the observation of the dependents for the real behavior of their leaders.
From their results, the assistants recognized double main groups of leader actions.
Consideration
The leaders of the organization are focused towards the dependents and form an outstanding inter
particular association with them. They are very friendly and supportive. This was named as
‘people-oriented behavior’.

Leadership and Culture in Organizational Context 11
Initiating structure
The leaders of the organization are mainly concerned about the structure of work, schedule, and
achieving the goal. For leaders subordinates are resources, and they have to mark the best
utilization of them. This was termed as ‘task-oriented behavior'.
The University of Michigan Studies
This process is based on behavioral of leader that is related to the performance of a group.
Research made an evaluation of operative managers with the useless ones and originate that the
double can be distinguished based on their relation, i.e. job-centric relation and organizational –
member-centric relation.
This learning occasioned in the documentation of four extra behaviors for real leadership that are
Support
Work facilitation
Goal emphasis
Interaction facilitation
Blake and Mouton’s leadership Grid
Jane S. Mouton and Robert R. Blake gave this theory. This theory contains five types of
leadership. This characterized leaders into 81 probable ways rising out of the mixture of rating
contingent on two variables, trepidations for results, and anxiety for people.
Indifferent
For completing, the work paid off attention is necessary towards the work. This is the most
effective style of leadership.

Leadership and Culture in Organizational Context 12
Controlling or the country club
According to this theory, it is necessary for the well-being of the staff.
Task-oriented
This style of leadership follows the matters of output and production.
Balance or Status Quo
Equal and moderate importance, attention should be provided for the welfare of the employee.
Sound
This is the most effective and important style of leadership. The concern at the high level shown
for both employees and output.
Contingency theory
This theory of leadership state that the leadership consists of three factors such as situation,
traits, and behavior. The behavior of a leader lies in the situation. The various model developed
to support this theory. Many studies conducted for this direction.
Models of contingency theory
Fred Fiedler
Dr. Fred E. Fielder explains that the group performance or team is massed on the unpleasant and
pleasant situations and leadership style.
This assessed by the support of least preferred Co-worker (LPC) scale. In this technique, a leader
passes the work with more score and different bipolar scales.
For instance: Efficient-inefficient, Friendly-unfriendly, cooperative-uncooperative, etc.

Leadership and Culture in Organizational Context 13
Findings of Fiedler’s
Leader’s traits
Style of leadership can be determined based on a scale of LPC. The high score of the LPC scale
presents the leader as high oriented relationship and treats the least favorite co-worker
munificently. The low score of LPC Scale presents the leadership quality of prioritizing the
performance and work.
Situational factors
Leader achieves to perform efficiently in promising situations. The leaders have command and
control over the group in such situations.
Hersey Blanchard Situational Theory
This theory presents that the leadership style lies in the development of subordinates according to
this theory four styles were developed.
Telling
A person in the organization has to be told everything. For this, orientation and training are
necessary to make him understand the tasks.
Selling
The leader of the organization led the organization by providing the emotional and social support
to the convincing and subordinated the group to provide maximum output.
Delegating
The leaders are tiniest worried about and barely affects the performance of the tasks. They are
not concerned about the issues and subordinates.

Leadership and Culture in Organizational Context 14
Participating
In this theory, subordinates allow participating in the process of decision-making. The leaders
are less focused on the achievement of objectives.
Transactional leadership theory
This theory highlights the recognition of a desired result and outcome. The motive of a leader is
to motivate the followers by rewarding the performers and pushing the non-performers. By
applying this theory leader makes a good relationship with the followers to work mutually to
meet the goals of the organization.
Transformational leadership theory
According to this theory, a leader can be effective if he transforms or changes the behavior,
performance, and expectation of the followers. For a common goal that leads to the completion
of the visualization of leaders. Following are the main to transformational leadership.
Influential
By generating a good and strong effect on the followers.
Motivational
Creates positive energy within followers.
Inspirational
By encouraging the followers to achieve something.
Practical examples
Example - 1

Leadership and Culture in Organizational Context 15
Marry T. Barra is CEO of general motors. According to her the tone of the ideas by
demonstrating through the actions and norms for the behavior of staff. She focuses on the core
business of general motors and likes to give the initiative to the employees by leading the
transformation with the advanced technology. The advanced technology of general motors
includes electrification, connectivity, sharing car, autonomous driving. She established a
strategic direction for putting the customers at the center of everything. According to her leader
need to have certain qualities.
Clear communication
Goals and expectation visibly transferred by the leader to employees. This is necessary to seek
contribution from the shareholders and recognize the contribution to the other team members.
This is necessary to give the credits to team members. Clear communication supports staffs of
the business to work effectively (Venues, 2013).
Coordinating
The leader should know the obtainability of the sources within the organization. Leader of the
organization should communicate the employees about resource utilization. There should be
coordination across the departments of the organization for running an organization smoothly.
Coordination helps the organization to get more options for function their work (Nesler, 2013).
Example - 2
LinkedIn CEO, Jeff Weiner has pronounced leadership skills. According to him, the skills of
leaders realistic in the functional parts of the business like finance, production, marketing, and
human resources, etc. Skills of a leader should contain fundamental purposes like scheduling,
organizing, managing, leading, and oversight.

Leadership and Culture in Organizational Context 16
Planning
According to him, the skill of leader includes the utilization of possessions of the organization
like timetable and budgets, areas of responsibility, and assign tasks. To meet the objectives of the
organization and forecasting is the method of supportive the organization (Gaddis, 2015).
Organizing
Structure to sustenance the achieve plan is known as organizing. A fresh scheme identifies the
process of the actions to advance, the procedure of the process to enhance efficiency and quality
(Hackman, 2013).
Conclusion
In conclusion, leadership attracts the person in the organization with the actions, speech, or
decisions. Leadership with believe in ethics and high in moral values as a human follow them
deeply in every instance known as an ethical leader. Ethical leaders possess qualities like
concern for others, becoming role models, integrity, and differential leader from others by
applying ethical management, moral values, and highlighting on visions.
Leaders are highly skilled in the process of leading. Leaders understand and recognize the
process at the operative level. Leader guide the organization for relevant and synergistic
outcomes. Leadership handles the organization in terms of intervening and redirecting the
process. Leaders respect the organization with the sequential nature of the industry and allow
unfolding the situation within the natural frame of time. Leadership has the conclusion to
determine a procedure like a master to empowering and resolving the conflict, managing
transition and change, and creating an effective team.

Leadership and Culture in Organizational Context 17
References
Antonakis, J. D., 2017. The Nature of Leadership. 2 ed. NewYork: Sage Publication.
Bhatti, N., 2012. The Impact of Leadership Style. International Business Research, 05(02), p.
192.
Cooper, C., Liu & Tabra, Y. L., 2017. Foundation of Organizational Behaviour and
Sustainability. Journal of Organizational Behavior, 1(25), pp. 103-113.
Day, D. V., 2012. Approach to Develop Leader. Development of Leader, I(63), pp. 02-89.
Derue, D. S., Psychology. Theories of Leadership. Personal, 1(64), pp. 07-52.
Gaddis, B. H., 2015. Characteristics of Personality. Development of Leadership, VIII(30), pp.
25-54.
Ghorbanian, A., 2012. The Relationship Between Leaders. The Australian Journal, 05(01), pp.
23-63.
Gutierrez, N. L., 2011. Leadership Promotes Successfully Leaders. The notion of Leadership,
470(7334), pp. 89-90.
Hackman, M. Z., 2013. Characteristic of Leader. Perspective, XIV(96), pp. 89-92.
Hassan, S., 2014. Nature of Leadership. Characteristics, VI(96), pp. 1127-1155.
Horstman, M., 2016. The Effective Leader. 1 ed. New Jersey: John Wiley & Sons.

Leadership and Culture in Organizational Context 18
Leithwood, K., 2012. The Nature and Effects of Leadership. Educational Administration, 03(48),
pp. 387-423.
Lincoln, A., 2012. Nature of Leadership Practices. International Journal of Business and Social
Science, 03(10), pp. 50-59.
Men, L. R., 2014. Internal Communication. Culture, IV(49), pp. 256-284.
Molchanov, M. A., 2016. Leadership. 6 ed. NewJersey: Routledge.
Nesler, C., 2013. Building Leader. Skills of Leadership, IX(34), pp. 556-860.
Smith, A., 2016. Business Dictionary. [Online]
Available at: http://www.businessdictionary.com/definition/leader.html
[Accessed 12 08 2019].
Stokes, P., Ward, S. S., Moore, N. & Rowland, C., 2018. Dynamics of Organizational.
International Journal of HRM, 01(03), pp. 05-10.
Venues, M., 2013. Effective Communication. Characteristics of Leadership, X(25), pp. 53-68.
Waldman, D., 2014. Responsible Leader. Leadership, III(22), pp. 224-234.

Leadership and Culture in Organizational Context 19