The Importance of Leadership and Management in Organizations

This article explores the importance of leadership and management in organizations. It discusses the roles and responsibilities of leaders and managers, the impact they have on employee morale and organizational success, and the essential qualities of good leaders and managers. It also highlights the concept of VUCA (volatility, uncertainty, complexity, and ambiguity) in the 21st century business environment.

There are different theories about how leadership works, what makes good leaders,
and how to make a difference in the field of leadership. Managers can employ a number of
leadership styles, and their impact varies according on the people they supervise and the
industry in which they operate. These leadership concepts outline how many leadership
ideas complement one another to benefit an organization.
What is a leader?
A leader is someone who inspires followers' passion and motivation and who has a
vision and a plan for achieving it. A leader is someone who ensures their team has the
resources and tools they need to succeed. John Maxwell (2019) defined a leader as, “A
leader is one who knows the way, goes the way, and shows the way.” A business leader is
someone who inspires a team to work toward a common aim in an organization. This can be
a high-ranking official like the editor-in-chief of a newspaper, a vice president, or the chief
executive officer of a sizable corporation. Additionally, it may be a team leader or a
salesperson who is lower on the corporate ladder. In other words, regardless of their
position within a firm or organization, anyone with the necessary skills may be a business
leader. You don't even need to be a billionaire. A successful leader knows what it will take to
accomplish the team's objectives and has a common vision that is in line with the
organization's core values. To work creatively and boldly toward that common goal, they
motivate, oversee, and assist their colleagues. The ability to act independently, with
accountability, and with enthusiasm is what a leader instills in their team members.
Additionally, they encourage and motivate their employees to continue making long-term
progress and showing enthusiasm for reaching their objectives.
What is Leadership and why it is important?
Oxford Dictionary defines leadership as “The action of leading a group of people or
an organization.” Leadership isn't a zero-sum game. The opportunities for others to lead are
strengthened rather than diminished when one individual uses their leadership abilities.
Leadership entails taking chances and questioning the established order. Others are inspired
by leaders to take on new and better challenges. Surprisingly, leaders do what they do to
pursue innovation rather than out of responsibility. They assess success by examining the
team's accomplishments and learning.
Despite not always being innate, leadership can come naturally. In leadership
development programs, where these talents are established, developed, and strengthened
via rigorous instruction and practice, one can learn leadership. These abilities can assist in
explaining why leadership is necessary. As Jerome Taillard, associate professor of finance at
Babson College says “Leadership listens, inspires, motivates, and gives a direction, a
common goal to aspire to,” leadership inspires and motivates employees by involving them
in planning and decision-making activities. Business, government, and the many groups and
organizations that influence how we live, work, and play all depend on effective leadership.
“Leadership consists of nothing but taking responsibility for everything that goes wrong and
giving your subordinates credit for everything that goes well.” (Eisenhower, n.d.)
Some of the reasons of why leadership is important are as follow;
Successful leadership develops a clear vision of what the group is capable of doing.
Leaders develop a roadmap describing the processes and resources required for their
organization to get at the desired destination.

One of the most important leadership talents is decision making. In all situations,
successful leadership makes the best decision for the organization. Leaders are specialists at
making sound judgments in the face of adversity. They assess their organization's strengths
and weaknesses to ensure that their decisions put them ahead today and in the future.
Successful leadership instills ethical ideals in the organization. Despite of their
problems, strong leaders do what is necessary to achieve their objectives. Integrity,
truthfulness, and fairness are key characteristics they want to see in their firm and its
interactions with contractors and clients.
Assists in influencing people's behavior. The behavior of people in the workplace is
significantly influenced by leaders. It is the job of leaders to provide guidance to team
members. Every time a competent leader works with their followers, they aim to achieve
positive outcomes. They make use of the collective knowledge and abilities, direct people
toward a common objective, and elicit a commitment to get things done.
Leaders have a strong influence on enforcing organizational discipline. By assisting
the workers in developing "self-discipline," they enforce discipline through the use of official
rules and regulations.
Motivation; To achieve organizational goals, collaboration and teamwork are
necessary, and leadership plays a key role. Employees are inspired by their leaders to take
on tasks they might otherwise refuse. In order to motivate individuals, they combine their
ability and willingness. They maximize their ability to work and turn their passion into
results. Leaders can impact any group of human work accomplishments by exercising
leadership. Through its work on talent management, leadership propels the group to a
greater level of performance.
Psychological Support; Leaders assist their team members in completing
organizational tasks and overcoming challenges encountered while doing these
responsibilities. By allowing for work flexibility, they encourage followers to approach their
work with enthusiasm and confidence as well as to align their individual objectives and
needs with those of the organization. Jonathan Haidt once said “Love and work are to
people, what water and sunshine are to plants.”
The impacts of good leadership
As we all know, strong leadership may provide the best results and help
organizations in a variety of ways. Corporate culture is cultivated rather than pushed by
good leadership. Every day, there is open communication. Everybody is aware of the
organization's vision and goals, and they all have suggestions about how to make them
better. The company's employees believe that each and every position has value and is an
integral part of the overall. Promotional choices are made by choosing honorable individuals
whose skills and expertise are a good fit for the roles. The greatest method for employees
to advance is by competing against themselves, and they realize that doing so is best
accomplished by supporting their fellow employees. High morale, solid personnel retention,
and enduring long-term success are the effects of strong leadership.

What is manager?
A manager is a qualified individual who leads a team of workers in an organization.
In the company, managers frequently have charge of a particular department. Managers
come in a variety of forms, but they always have similar responsibilities, such as evaluating
employees' performance and making decisions. Managers are frequently the link between a
company's workforce and its top executives. The everyday responsibilities of a manager
may differ based on the industry in which they operate. However, some common roles of
managers across various industries include leading a team, training employees, making
decisions, managing conflicts, managing their department’s budget, conducting performance
reviews and hiring new employees.
What is management and why it is important?
Management is often defined as the activity of planning, organizing, directing, and
managing staff actions in conjunction with other resources to achieve corporate goals. Peter
Drucker 1954 defined the management in business as, “Management is a multi-purpose
organ that manages business and manages managers and manages workers and work.” In
some ways, management is putting the leadership notion into practice. The duties of an
individual to the organization shape management. Whether they are public or private, big or
little, for-profit or not-for-profit, etc., practically all goal-seeking organizations have
management.
Management has always been a critical component of every organization.
However, unlike in the past, managing an organization has become a more complex task
due to increased rivalry in both the internal and external business environments. Good
management may bring a company profit and a good reputation, whilst poor management
can simply put the company out of business.
Management's importance should never be underestimated or neglected, as it is a
known truth that a company's success is totally dependent on how well it is managed. Below
are some reasons why management is also important in business. Employers and numerous
coworkers form the basis of a company. Everyone has their own set of objectives and
management provides them with a unified goal in order for them to work together to
achieve it. For example, maximizing output and profit is what a business aims to do. An

employee's goal is to get the most out of the organization in terms of income and
recognition. By employing tactics that effectively motivate employees, management assists
in the alignment of these two objectives and encourages them to give their all to the
company. Employees are assigned work that is related to their field of competence by
management. It improves job speed and precision. Furthermore, management ensures that
the job is standardized in order to avoid waste of other resources. For instance, the
management ensures that the individual with strong sales skills exclusively receives
employment in the sales department and not in any other department. It also gives him
with sufficient training to ensure that no time is wasted teaching him during actual sales
trips. Management cuts costs while increasing productivity. One of the responsibilities of
management, planning, enables this. Planning assists in lowering input costs while
increasing output. Cost reducing keep the business in the lead among its rivals and assist in
gaining a strong market position. To remain successful, management assists the
organization in adapting to a changing environment. For example, McDonald’s, the world's
largest fast-food corporation, had to drastically alter its menu in order to compete in the
Indian market, which was dominated by vegetarians.
The common characteristics and essentials of good leaders and good
managers
Empathy
Managers and leaders that exhibit empathy should be concerned about and take into
account the welfare of their staff. In order to prevent personnel from being burned out,
lacking motivation, anxious, or depressed, this entails demonstrating empathy and
emotional intelligence.
Work morale
Working hard and being prepared to go above and beyond for the team are qualities
needed in management. Large workloads and lengthy hours are frequently a result of
managing several workers and projects. But effective managers and leaders don't hesitate
to put in the necessary work. Instead, they give it their all and lead by example for the rest
of the staff.
Truthful and fair
Leaders and managers that treat their employees fairly and openly are respected by
their staff. They need accurate updates regarding their current and future employment
situations as well as honest feedback. Patronizing or concealing critical information from
employees’ backfires, fostering mistrust in the future.
Reliable
The foundation of leadership and the first step in developing positive relationships
with staff members is displaying dependability and integrity.
Communication abilities
Being an effective leader and manager necessitates excellent communication skills.
Keeping track of team performance and staying on top of possible concerns necessitates
constant interaction with important employees. Keeping track of team performance and

staying on top of possible concerns necessitates constant interaction with important
employees.
Motivational
To ensure that every employee reaches their potential, the great leaders
and managers are able to relate to a variety of diverse workers and customize their
motivating strategies.
Time management
Leaders and managers must balance conflicting priorities and multiple demands on
their time.
Thinking strategically
The leaders and manager's vision and strategic thinking are highlighted when they
are in charge of leading personnel and setting the course of a team. In order to choose the
best course of action, it is necessary to have a thorough grasp of the work at hand, to use
strong analytical abilities based on the pertinent data, and to forecast the likely results of
alternative options.
21st century VUCA
Volatility, uncertainty, complexity, and ambiguity (VUCA) are characteristics that
make a situation or condition difficult to evaluate, adapt to, or plan for. Understanding how
to reduce these characteristics can considerably improve a leader's strategic ability and lead
to better outcomes.
Volatility
Volatility in the business world refers to events that occur frequently, quickly, and
have a significant impact. It is unpredictability, but information about the changes is readily
available, and the situation is simple to comprehend.
Uncertainty
When events and results are unpredictable, there is uncertainty. The cause and
effect are unclear, and previous experience may not be applicable in this case. It is unclear
which way events will unfold; for example, in an uncertain market, it is unclear whether the
price will rise or fall and by how much.
Complexity
Complexity includes a wide range of difficulties and aspects, some of which may be
closely linked. It is difficult to comprehend the relationships between people and products. A
change in one place may have unintended consequences in other places. Many layers
conceal cause and effect, and it is unclear which aspects are significant in the decision-
making process. Changes in gas costs, for example, affect the prices of numerous other
commodities that are not directly related in a complex market.
Ambiguity
Ambiguity is characterized by a lack of clarity and difficulties understanding the
issue. Information can be misread or interpreted incorrectly. All of the facts are not clear in

confusing situations. All parties engaged may not be aware of the purpose or intended
outcome. For example, in an ambiguous market not all information is available, and
unobservable factors may influence prices.
Leaders' responsibilities include planning, leading, organizing, and managing outputs
and deliverables. These duties will necessitate the acquisition of technical and functional
abilities. Those new to management will have to learn these on the job, therefore they must
also have discipline and interpersonal skills. Managers who do not enjoy connecting with,
supporting, and leading others will not only struggle as leaders, but will also cost their
companies in lost productivity.
The great leaders are aware that their job is to focus on the team's performance
rather than on themselves. In addition to putting in a lot of effort, they gain the essential
abilities. When their team members succeed, they consider themselves successful. These
traits don't have to wait until you reach the chief executive officer role, they may be
developed along the way. Others will recognize your importance and strive to raise your
duties once you are ready. Management as a vocation can be extremely demanding. It's
also a lot of fun. Good leaders and managers can support their organizations and their
employees in many ways and some are shown below,
1.Stop unintentionally causing tension.
When leaders demand their people to behave like they do, rather than encouraging
them to be their real themselves, they unknowingly create tension. Opportunities are
endless, but few leaders have the vision to recognize them. Employees will start to embrace
an entrepreneurial mentality that wasn't previously being leveraged when they are
empowered to be themselves rather than what others want them to be, which will increase
engagement. Leaders that do not take the effort to engage with their people cause tension.
When an employee believes that their leader is worried about their career and future
chances, they may begin to shut down and become angry. Employees admire leaders who
allow them to express their most natural abilities and characteristics. Employees are most
engaged when they do not feel restricted by limitations and restraints. Be more mindful of
what your staff require and avoid unintentionally creating tension.
2. Consider the big picture.
Leaders are indeed busy and in charge of meetings, issue resolution, and moving
work through the pipeline. However, as a leader, they must also take a step back from the
day-to-day to look on the horizon; new prospects and innovations that will help their
organization accomplish and exceed its objectives.
3.Communicate
Maintaining constant communication and updating your team will help to keep
everyone on the same page and able to concentrate. Remember to use your persuasion
skills to deliver the correct messages at the right moment. Timing and tone may make or
break an argument. So, take time and be deliberate when crafting words that are meant to
inspire, encourage, and reassure.
4.Identify people's most positive qualities.
Stop being overly judgmental of what your staff aren't doing well and start
identifying what they naturally gravitate toward - what gets them thrilled. Throw out their

job description and focus on the areas your staff love contributing to the most, and establish
a plan that leverages their most positive qualities to achieve the results you desire.
5. Reward and acknowledge
Great leaders almost never claim credit for their accomplishments. They instead
honor their coworkers and employees. Great leaders exhibit humility, and they are aware
that true professionals are motivated by a sense of pride in their work. Receiving
recognition and credit for solid work generally outweighs any monetary benefit or
advancement in position for many American professionals. Even though it would seem so
simple to express gratitude to our staff for seemingly routine duties, we rarely do. So make
an effort to interact nicely with your team mates. It's a small amount of effort that goes a
long way.
Since there are lots of organization being successful because of the good leaders and
management, on the other hand, there’s also organizations which were faced with failure
due to the bad leaders and management. A cycle of poor staff retention is created by bad
leadership in the workplace, which results in toxic working attitudes, staff segregation, the
departure of high-performing individuals, and an unpleasant workplace culture. Employees
can suffer as a result of poor leadership, and the company's bottom line may suffer as a
result. A bad leader can be defined as someone in a position of leadership who lacks the
required experience, talent, and general traits to effectively lead. It's no surprise that bad
leaders are bad listeners. The need for employee voice is legitimate. Good leaders take into
account the opinions of all parties and make decisions fairly. If the employer is avoiding
discussion, this is one of the indications of poor leadership. Similarly, leaders who cannot
accept constructive criticism are probably not skilled leaders, as effective leaders can excite
a team while also listening to the team's comments. The negative effects of poor leadership
on an organization are continuing. Here are some facts about how bad leaders and manager
can affect the organization.
1.lack of comprehension of the objectives of the organization
The mistake that many leaders and organizations make is to take their organization's
goals for granted. Many employees don't take the essential actions to achieve success
because they are unaware of the organization's goals and their role in achieving them.
Ironically, these workers frequently believe they are contributing, but without knowing what
tasks they need to complete, that cannot be said to be the case. Understanding a
company's goals is vital because it helps people strive toward those goals. It might be
challenging to determine how to contribute your skills and talents to a company's goals or
where to look for opportunities for progress if you don't know those goals.
2. Employee communication breakdowns
There is no doubting the significance of efficient workplace communication. However,
many ill managers struggle with it, which can lead to workplace problems. There are several
reasons for this, including a desire to keep information private, a decrease in face-to-face
contact due to technology, and a feeling that communication is not their duty. Failure to
communicate with employees can have severe effects. Leaders should plan one-on-one and
big group meetings to discuss changes, enquire about employees' feelings, and address any
outstanding issues.

3. Lack of Synergy
Ineffective corporate or departmental leadership prevents the growth of synergy and
may lead to fragmented departments and job functions. This means that each employee
overlooks the significance of his or her labor in reaching organizational goals. To impart a
variety of information and foster synergy, a smart leader will regularly communicate with
their team members. It is advantageous to the business and makes sure that everyone is
working toward the same objectives to encourage employees to share ideas and participate
in open discussions.
4. Establishing a culture of mediocrity
The business as a whole can experience a slowdown in any improvement in
Managers' skills due to poor leadership at the top. The methods of managing people and
making business decisions that their senior leaders use start to be imitated by middle
managers. This continues and spreads across the organization's chain of command,
eventually developing into a culture that has a negative impact on morale. “Most people
think of leadership as a position and therefore don't see themselves as leaders”. Stephen R.
Covey (2006).
5. Morale is low.
Employees may feel misguided or uncertain about the organization and their work as
a result of poor leadership. This problem is exacerbated by poor communication. In some
circumstances, failing to confront negative or bad performers contributes to low morale,
because good employees are frequently called upon to pick up the slack. Employee-
manager conflict can have an impact on productivity, performance, and well-being.
Furthermore, employees who believe they are being let down or criticized by their managers
may become disillusioned and demoralized.
6. Customer satisfaction has decreased.
According to research, improved leadership can result in a three to four percent
boost in customer satisfaction and a 1.5% rise in revenue growth. Poor leadership, on the
other hand, will have a negative impact on customer satisfaction and thus overall income.
Leadership theories
Leadership theories are theoretical explanations of how and why some people
become leaders. They focus on the characteristics and behaviors that people might acquire
in order to strengthen their leadership abilities. Some of the top attributes that executives
believe are necessary for effective leadership are as follows: High moral standards and a
strong sense of ethics Excellent organizational skills and a quick learner Employees are
encouraged to succeed. It fosters a sense of belonging and connection. According to
studies, these characteristics are seen as the most important by leaders all around the
world. Management theory has served as a foundation for the development of all
organizations. Management theories are ideas on preferred management practices, which
may include tools like frameworks and standards that can be used in modern businesses.
Professionals will generally not rely only on one management theory, but will instead
introduce elements from other management theories that best suit their workforce and
company culture.

Here are some leadership theories that are most likely to see,
1.The great man theory
The history scholar Thomas Carlyle, who made the remark that "the history of the
world is merely the biography of great men," was largely responsible for the development of
this thesis during the 19th century. He claimed that a leader is someone who had special
abilities that pique the interest of the people.
According to the "great man" view of leadership, some people are born with the
qualities that set them apart from others and that these qualities are what allow them to
rise to positions of influence. Defying all odds to achieve goals for his followers, a leader is a
hero. According to the notion, individuals in power deserve to be there because of their
exceptional endowment. The idea also asserts that these characteristics hold true across
groups and over time. As a result, it implies that all great leaders possess similar
characteristics, regardless of when and where they lived or the particular role they played in
history.
Previously, leadership was thought to be primarily a male trait, hence the hypothesis
was dubbed the great man theory. However, with the rise of many outstanding female
leaders, the notion was renamed the great person theory.
2.The full range leadership
The Full Range Leadership Model (FRLM) is an all-inclusive approach to leadership
styles that encompasses low to high engagement and leads to various levels of leadership
effectiveness. Bass and Avolio described FRLM as including laissez-faire, transactional, and
transformational leadership, drawing on the work of Burns.
The transactional leadership theory
This task-oriented leadership style, often known as management theory, operates
on the idea that effective leaders should handle their employees and team members
transactionally. By rewarding when someone achieves a goal and punishing them when they
don't, transactional leadership assumes an authoritatively administrative position. While
supporters of transactional exchange theory claim it's challenging but nonetheless an
effective leadership style, some see this component of the theory as unhelpful.
Transactional leadership consists of three components: passive management by exception,
active management by exception, and contingent compensation.
Passive management by exception; Even though it means that intervention occurs later
than in the active management by exception instance, passive management by exception
allows team members greater freedom and only inspires leadership intervention when
necessary. Failure, like in the active example, results in a negative reaction toward the
failed employee.
Active management; By way of exception, active management entails managing and
keeping an eye on both the performance and final result. When there are symptoms of
issues or failure, the leader comes in and intervenes early. Although the active leader is also
involved in seeking chances to boost productivity, this intervention will result in negative
feedback, a reprimand, or some sort of punishment.

Contingent compensation; A simple strategy for compensating followers based on job
completion and outcome is contingent reward. Bonuses, promotions, recognition, and
admiration are examples of contingent benefits.
The transformational leadership theory
In the transformational leadership theory, group performance is key. A necessary
change can be pursued and implemented by team members and stakeholders through the
leadership of transformational leaders. Instead of using direct coercion, transformational
leadership generally focuses on inspiring and influencing others to accomplish this aim. The
Four Components of Transformational Leadership are identified by the Full Range Leadership
Model.
1.Personal Consideration (IC)
The requirements and emotions of every team member are different. Understanding
this, a transformative leader shows genuine concern. Team members are more likely to
perform well when they believe their boss actually cares about them. This necessitates the
transformational leader having highly developed emotional abilities as well as a high level of
empathy. Along with regular two-way contact between the leader and each member,
individual consideration also involves tailored criticism and praise. To challenge the team
members and assist in their further development, the leader also serves as a mentor and
coach. (This section is also covered in Coaching Leadership, which can be found in our
leadership styles site.)
2.Stimulation of the Mind (IS)
Encourage risk-taking, encourage the team to challenge the existing quo, and
stimulate their intellectual curiosity. This is a significant advancement in the search for
fresh, more effective methods of operation, which is at the heart of transformative
leadership. The ideas of the team members are drawn upon and used by a transformational
leader.
3.Motivational Inspiration (IM)
The transformative leader must give the followers an inspiring vision if they are to
perform at a better level. The vision is effectively and upbeat communicated by the
transformative leader, who also places the near-term efforts in a bigger framework. To
achieve the improved performance of transformational leadership, it is important to have a
strong sense of purpose and high inspiration. Everyone believes that they have a role to
play in realizing the goal and that their efforts are crucial.
4.Influence Idealized (II)
The group respects the leader's character and principles. Team members won't be
asked to do anything that is unethical or that the leader wouldn't do themselves; there are
no double standards, and the leader serves as an ethical role model. The thread that ties
the organization is trust.
3.Autocratic leadership theory
The autocratic leadership theory, also known as the authoritarian leadership theory,
involves seizing control of a group in the same way as a dictator might take control of a
country. A leader that practices autocracy won't take her followers' suggestions into

consideration and will make all important decisions by herself. Even while authoritarianism
may not be appropriate in most circumstances, it can be preferred in high-stakes scenarios
that call for speedy decisions or in workplaces where new hires require substantial training.
When making an immediate, firm decision is required, this approach can be helpful. For
example, in a crisis situation, there isn't enough time to assemble everyone and obtain a lot
of comments. A delayed choice is sometimes far worse than the leader simply making a
decision on their own. Additionally, it is preferable to have an authoritarian leader when
there is a leadership vacuum and individuals lack direction. In addition, if there is already a
lot of conflict, an authoritarian leader can effectively decrease conflict among members in
the near term.
But also, this is a demanding and stressful leadership style for both the leader and
the follower. Because followers will wait to be told what to do, it necessitates constant
hands-on attention. That is the standard established by this style. The boss issues orders,
and subordinates carry them out. Another issue is the high cost of turnover. When working
under an autocratic boss, followers are more inclined to leave a group or organization.
4.Democratic leadership theory
Democratic leadership is clearly derived from the original notion of democracy, which
is simply defined as government by the people. In a democracy, some people play the role
of leaders, while others play the role of followers, but everyone has an equal say in
decision-making. A democratic leadership style allows everyone to engage, ideas are freely
exchanged, and discussion is encouraged. While this procedure emphasizes group equality
and the open flow of ideas, the democratic leader remains there to provide guidance and
control. Determining who belongs in the group and is permitted to participate in decision-
making is another responsibility of the democratic leader. One of the most successful
leadership styles, according to research, is the democratic leadership style, which boosts
group morale, productivity, and the quality of members' contributions. More than half of the
country in this world such as the United States, Sweden, the Philippines, Indonesia, South
Korea, and the Netherlands are a few others. Democratic leadership can result in better
ideas and more inventive solutions to challenges since group members are encouraged to
voice their opinions. Members of groups tend to feel more invested in and devoted to tasks,
which increases their propensity to care about outcomes.
While democratic leadership has been described as the most effective leadership
style, it does have some potential downsides. In situations where roles are unclear or time
is of the essence, democratic leadership can lead to communication failures and
uncompleted projects. (Rose Ngozi Amanchukwu, 2015). Members of the group could
occasionally lack the skills or knowledge required to contribute well to the decision-making
process. Democratic leadership can also make team members feel as if their opinions and
ideas are ignored.
Here are some of the most used management theories;
Henry Fayol’s principles of management
Management theory, developed by Henri Fayol, is a simple explanation of how
management interacts with employees. Fayol's management theory includes a wide range
of concepts; therefore, it may be applied to practically any business. Today, the business
sector regards Fayol's traditional management theory as a useful guide for effectively
managing employees. Henri Fayol's management philosophy covers 14 management

principles. Fayol deduced from these ideas that management should connect with
employees in five main ways in order to regulate and plan production.
1. Planning
Management, according to Fayol's idea, must organize and schedule every
aspect of industrial processes.
2. Organization
According to Henri Fayol, in addition to planning a manufacturing process,
management must also ensure that all necessary resources (raw materials, workers,
etc.) are available at the proper period of production.
3. Commanding
According to Henri Fayol's management theory, management must stimulate
and direct personnel activities.
4. Coordinating
According to Henri Fayol's management theory, management must ensure
that employees cooperate with one another.
5.Controlling
According to Henri Fayol, the ultimate management task is for the manager to
analyze and assure that staff obey management's directives.
Peter Ducker principle of management
By arguing that effective executives should prioritize people and ethics above solely
concentrating on profits and strict rules and organizational structures, Peter Drucker altered
the way businesses are managed today. Decentralization, prioritizing knowledge work,
management by objectives, and SMART goals are the principles of Drucker's theory of
management. Employing Drucker's strategy enables managers to empower staff members,
enhance corporate culture, promote creativity, boost productivity, foster an ethical
workplace, and ultimately achieve business success. Decentralization includes management
empowering staff by distributing tasks. Superiors and subordinates collaborate to develop
common goals, identify employees' areas of competence, and define measurable expected
results in MBO. According to the SMART method, those goals must be specific, measurable,
achievable, relevant, time-bound, and documented.
Two factor theory of management
The two-factor theory, also known as the motivator-hygiene theory was put forth in
1959 by behavioral scientist Frederick Herzberg. Herzberg contends that certain aspects of
the workplace contribute the satisfaction while others shield employees from job-related
dissatisfaction. According to Herzberg, two sorts of elements can contribute to or detract
from job satisfaction such as hygiene and motivation factors. While hygiene elements are
tied to the urge to avoid discomfort, motivation factors are related to the individual's need
for self-growth and self-actualization. However, hygiene and motivational factors are

distinct. To Herzberg, the opposite of job satisfaction was not job dissatisfaction, but no job
satisfaction. Conversely, the opposite of job dissatisfaction is no job dissatisfaction (Kacel et
al., 2005).
Security, compensation, justice, and working conditions are examples of hygiene
factors in the workplace. Employees are more comfortable and satisfied with their jobs when
these demands are met. The following are some examples of hygiene factors:
Salary
Salary includes wage or salary increases, and negatively, unfulfilled expectations of
wage or salary increases (Alshmemri et al., 2017).
Jon Security
The degree to which the employer has control over maintaining the post filled.
Work Environment
The amount of pressure, the amount of time spent traveling, and the atmosphere at
the office (temperature, cleanliness, basic hygiene).
Job policies
This govern how an employee's day-to-day activities are managed.
Supervisory procedures
How effectively staff are managed
Policies and administration at the company
The manner in which policies are implemented inside the company
Reputation of the company
An organization's reputation outside of its own walls, such as with suppliers and
business partners.
Motivational factors
The primary aspects of a job that inspire people to remain in a position and advance
are the motivating factors. If these requirements are not met, the project crew may feel
unsatisfied with their positions. They may seek more difficult tasks that will allow them to
advance professionally, gain new skills, and manage bigger responsibilities. Here are some
examples of motivational factors,
Achievement
A sensation of success upon the completion of a job or endeavor.
Recognition for accomplishments
Being recognized for their work or contributions to the organization that go above
and beyond their job requirements, whether through a raise, promotion, or key assignment.
Advancement

The opportunity to advance within the company.
Independence
The ability to make their own decisions.
Responsibility
Responsibility entails the ability to take on larger project roles, more responsibilities,
and higher degrees of secrecy.
Personal development
The ability to upskill through learning new skills, refining existing ones, and obtaining
certifications.
Here is an example how this two-factor theory can be used, consider the scenario
where one of your team members approaches you with a complaint that another team
member is not contributing their fair share to a project. They disregard work deadlines and
proper procedures, and when asked why they're losing interest, they adopt a dismissive
attitude. So, in this case, you must find a way to how to help this team member get back
into the right frame of mind for the project. This can be solved, with the Herzberg's two-
factor approach, by evaluating what motivates the team members. Simply put, when
someone feels something is missing like unhappiness or when they feel confident in
themselves, they will act out in other words, recognition. Looking at how well the company
is meeting this hypothetical team member's requirements could be necessary if we want
them to stop misbehaving.
Douglas McGregor’s theory of management
Douglas McGregor, a social psychologist, created two opposing ideas in the 1960s to
explain how managers' perceptions of what drives their employees might influence their
management style. He called them Theories X and Y. Even now, these theories are relevant.
Theory X
Theory X is an authoritarian management philosophy that emphasizes the external
motivational elements that influence employees. This method of management is sometimes
referred to as micromanaging. According to this approach, management supervises all work
activities and offers ongoing guidance. This idea holds that rewards for hard effort, such as
money, serve as motivation. The theory makes the assumptions that managers must
provide extra incentive for employees to complete tasks and that workers prefer to be
micromanaged rather than take ownership of their actions.
Theory Y
Theory Y is at the other extreme of the management spectrum. A participatory
management approach, or Theory Y, involves giving workers more autonomy and
participation in decision-making. This form of management fosters an organizational culture
of trust. Employee creativity and the generation of original ideas are encouraged by Theory
Y. Employees would like their work, according to this view, hence motivation is assumed to
be intrinsic.

Now I’m going to be moving on to explain about the two organizations that I choose
and about the leadership and management theories that they use.
Google Company
Backrub was the original name. Google is a search engine that began development in
1996 as a research project at Stanford University by Sergey Brin and Larry Page to find files
on the Internet. Later, Larry and Sergey thought that the name of their search engine
should be changed and chose Google, which is derived from the term googol. Mountain
View, California is the company's headquarters. In other words, google LLC is a global
technology firm that focuses on internet-related services and products. The Company's main
areas of interest are search engines, cloud computing, software, and hardware, as well as
web-based search and display advertising solutions. Google has a global customer base.
Google became the Internet's go-to search engine in a matter of years because it started
strong and just kept getting better and better. Google controlled 87.4% of the global search
engine market in January 2020.
The leader of Google
Sundar Pichai Sundararajan, also known as Pichai Sundararajan, is an Indian-
American business executive which is the chairman CEO (leader) of Alphabet Inc. and its
subsidiary Google. Pichai was born in Madurai, India, and graduated from IIT Kharagpur
with a degree in metallurgical engineering. He is self-deprecating, compassionate,
supportive, and graceful in handling political minefields, according to reports. He avoids
conflict by promoting cooperation. Rather than confronting opponents, he prefers to wait
out conflicts. He is self-deprecating, compassionate, supportive, and graceful in handling
political minefields, according to some researches. He avoids conflict by promoting
cooperation. Rather than confronting opponents, he prefers to wait out conflicts. He is a
collaborative leader who values people's ability to make decisions for themselves. He is a
great leader because of his resiliency in the face of any challenge. His persistence is
demonstrated by the success of "Google Chrome." Cooperation and collaboration are two of
Pichai's most crucial skills.
Google Company leadership style
Google employs a democratic leadership approach. Through brainstorming and
discussion, Google encourages staff members to take an active leadership position in
making crucial choices. As a result, Google employees are more satisfied with their jobs.
That's why there is no doubt that google company is being one of the top companies of the
world. The adoption of democratic leadership by Google in its daily operations has shown to
be quite successful in raising the company's productivity and competitiveness in the
technology sector. Employees are encouraged to be more creative and feel more invested in
the organization's processes thanks to this leadership technique.
Because Google always seeks for fresh approaches and concepts, it requires
democratic leadership that encourages innovation and the development of new abilities.
Through communication, the organization also allows its employees to contribute to the
decision-making process. Additionally, employees must decide on the appropriate course of

action for pursuing goals and develop preparations for putting decisions into action.
Employees are inspired and dedicated to attaining goals when they are involved in
discourse. By engaging and motivating staff to take part in setting objectives and targets as
well as problem-solving, democratic leadership improves productivity in a business.
Furthermore, democratic leadership helps employees feel highly appreciated, causing them
to be committed to the project's short- and long-term outcomes. A great deal of study has
been done on democratic leadership, with the results demonstrating its usefulness in
enhancing team or employee productivity.
Google company management style
Google has used the two-factor theory of management and the management theory
X-Y by Douglas McGregor for its company to success. In order to ensure that employees
appreciate their working environment while they are there, Google Inc. uses the two-factor
theory approach in their organization. The advantages offered by Google Inc. to its
employees are some of the greatest in the world, and they include an excellent workplace.
The pleasure and laughter have been implemented by Google Inc. Through the use of the
two-factor theory, Google Inc. could benefit. Because Google Inc. creates a great working
environment for its workers, one of the main benefits is that people become more
productive and creative. At this point, we are aware that Google Inc. is a high-tech
corporation and that its employees always require a peaceful setting in which to develop
innovative ideas. Additionally, it is advantageous to avoid staff resignations because it takes
a long time to hire and educate new employees.
Theory Y by Douglas McGregor is the next management theory used by Google Inc.
According to the Theory Y, employees may be ambitious, self-motivated, and able to
exercise self-control. This theory has a positive outlook on workers and makes this
assumption. It also suggests the optimistic management idea, according to which people
are typically creative and find their jobs meaningful. In fact, Google Inc. provides a
collaborative and creative environment that encourages employees to be effective in
attaining the organization's goals. The staff's capacity for sound decision-making is the
second benefit. This is because the manager has less to oversee them and is not under
pressure or micromanaging them, allowing the employee to do their best and address the
problems they confront on their own.
McDonald’s
Over 32,000 McDonald's locations can be found in more than 100 different countries.
Many people prefer it because it is one of the most well-known fast-food establishments on
the planet. There is plenty of room for kids to play in the restaurants, which are very
contemporary and welcoming. Additionally, it is well known for its Happy Meals, which come
with a cheeseburger, French fries, and the popular toy. The biggest food service company in
the world is McDonald's. Sales on a Systemwide basis exceed $40 billion. They have over
30,000 restaurants in over 100 countries across six continents. One of the most renowned
and reputable brands in the world is McDonald’s. They have a global infrastructure and
expertise in restaurant operations, real estate, retailing, marketing, and franchising that is
unrivaled. They are committed to protecting the environment for future generations and
actively share the knowledge and expertise in food safety.
With a presence in over 119 countries, it is now considered one of the world's most
successful and recognizable franchises. That is how successful the business is now that it

sells an average of 75 burgers every second. The franchising model, consistency, and
innovation of McDonald's are largely responsible for its success today. They experienced
rapid growth as a result of their franchising strategy. Since the customer experience is
largely the same at all of their outlets worldwide, familiarity served as their unique selling
proposition and maintained this. They were able to consistently reach new target
demographics thanks to innovation, which also encouraged repeat business.
The leader of McDonald’s
Chris Kempczinski, an American business executive and the president and chief
executive officer of McDonald's, was born in Cincinnati, Ohio, on September 26, 1968. Since
November 2019, he has served as the CEO of McDonald's. McDonald's is one of the world's
largest fast-food corporations. Chris has a coaching leadership style in which he actively
engages with customers and employees. He took customer feedback into consideration as
his first step toward improving his leadership. He had faith in the capability of his workers.
He enquired about the difficulties and specifics of the work and paid close attention to their
problems and made an effort to address each one. This was get to know by making a
survey within the company, which revealed that his 90% of employees were satisfied, and
that they were respected and listened to at work. He focused on straightforward
communication and n ever once did he consider being negative or being disrupted by
phrases like overcommunication. In order to get results, he even created a communication
plan and followed it. Active listening was his main goal in order to hear what was happening
in the market and he was skilled and master at gathering information from reliable sources.
From various angles, he considers McDonald's safety and trust. By carefully considering
customer feedback, this was accomplished and he made good use of customer feedback. As
a result of listening to customer feedback, many issues were automatically resolved, saving
McDonald's from a serious crisis.
McDonald’s Leadership theory
Staff workers are not participated in decision-making because of the autocratic
leadership style used in McDonald's restaurants. Furthermore, because most crew members
are new, ideas from them are generally not welcomed. Due to their youth and summer
employment at these eateries, the crew members are unable to provide the leader with any
advice. If crew members receive prompt pay and other incentives like lunch and
transportation, they will be motivated because they are young. Despite the dictatorial
leadership, this inspires the crew to work. The self-esteem requirements stated in Maslow's
hierarchy are not met by autocratic leadership. Nevertheless, employees at McDonald's
learn to appreciate themselves as well as one another. Team members who are frequently
under a great deal of stress are subjected to a lot of strain under this leadership style. In
spite of this drawback, the employees of McDonald's enjoy their jobs. When team leaders
gave instructions or orders the crew members did not deny. They really appeared to favor
an autocratic approach. When crew members are under stress, an autocratic leadership
style can be quite successful. They don't need to be creative; they just need to follow
directions. The drawback of having a leader-directed team is that members may not enjoy
being a part of it, which could lead to significant staff turnover. Autocratic rule is incapable
of inspiring; it can only impose. Knowing that McDonald's could change its management
approach, but it is concerned that the teams, who might demand greater autonomy, will
react negatively. “You don’t motivate individuals. You provide them with an environment to
be self-motivated. It is a personal decision, but it’s the management’s job to provide the
right environment” (Schofield, K.)

McDonald’s Management theory
Planning, organizing, controlling, and leading which is the Henry Fayol’s principles of
management are management roles of McDonald's, a franchise business that operates
separately owned restaurants. Over the last 10 years, the company's success has been
helped by this effective management procedure. Strong client interactions and innovation
are strongly correlated with the company's reputation, both of which are maintained by
management functions. While the controlling function measures and keeps an eye on the
company's resources, the planning function is used to create the company's objectives. In
order to obtain efficient and effective results, all activities are organized by the leadership
function, which also contributes to the development of a strong, harmonious human
resource. As a result, these managerial tasks have a significant impact on McDonald's
competitiveness and performance.
The planning approach preserved the essential values at all franchisees, but local
requests were taken into account to fully immerse in their culture. When entering a new
territory, strategies were adjusted to meet the local requirements. This was seen in both
operations and resource use. The company's operational organization encourages
empowerment and delegation inside the franchise, improving its competitive advantage. All
of the franchise's retail locations, which are spread out across several countries, are
guaranteed to run smoothly and cooperatively because to McDonald's collaborative
management strategy. McDonald's maintains control through a variety of initiatives meant
to guarantee that employees are motivated and that policies are understood. Each
franchisee's line manager is in charge of making sure workers follow the established
standards. By ensuring that the franchisees follow the advice of the specified suppliers, the
franchisees are also kept under control. For leading, to properly fulfill this function,
McDonald's employs power, influence, persuasion, and communication tactics. At
McDonald's, the major operations under this function include the coordination of staff
behavior to ensure that all activities are in sync, as well as the preservation of employee
enthusiasm and commitment.
Comparison of the different theories used in the two different organizations
Based on the chosen organization, Google Inc used democratic leadership while
McDonald’s firm used autocratic leadership. According to the democratic theory used in
google, the suggestions, opinions and decisions given can be participated by all the
employees working at the Google Inc but for the McDonald’s, since it uses the autocracy
leadership, the decisions and suggestions given by the employees and followers are not
allowed or sent to the leaders. In the case of autocratic leadership, power is centralized, but
in democratic leadership, authority is delegated to group members. The emphasis on work
completion is greater at McDonald’s because it is under autocratic leadership and since it is
task-oriented. On the other hand, Democratic leadership is relational and strives to
strengthen the relationship between the group's leaders and members of Google Inc by
delegating authority to them. Since it is autocratic leadership at McDonald’s, it involves a
high level of control, whereas Google Inc involves a low level of control. In Google Inc, there
is freedom of expression and independence in thought, which is not present in McDonald’s.
Due to the democratic leadership, in the process of hiring the employees, the Google Inc
has to hire those who are well educated, experience, quail and professional while at the
McDonald’s, they can hire whoever it is and there is no limitation and the employees don’t
need to be well educated or skilled since they only have to follow the instructions of what
the leaders think but not for Google Inc since the employees of the company have to give

new ideas, suggestions and have to brainstorm. Since McDonald’s employee have to listen
to their leader, all the work can be in harmony but on the other hand, at the Google Inc,
there can be the cause of disharmony. But, both of the leadership can help make the
organization successful in different ways.
Culture
People's behavior in organizations is greatly influenced by organizational culture,
which is a system of shared traditions, values, and beliefs. Values are long-term beliefs that
have a significant impact on the individuals in an organization. It determines how the
organization appears to the public.
Edgar Schein’s culture
The Organizational Culture Triangle by Edgar Schein describes three layers of
organizational cultures: artifacts, espoused values, and underlying assumptions. Different
factors are more or less crucial in determining an organization's genuine culture In any
organization, culture is streamlined by the leaders of the organization and the purpose of
the company. The organizational culture is established in a setting that has high leadership
values and high-performance expectations (Schein, 2001).
Artifacts
An organizational culture can be seen through its artifacts. They are the most
superficial measure of an organization's culture. Posters, dress standards, job names, and
the style and appearance of workspaces are examples of artifacts. Insight into an
organization's culture can be gained through the analysis of artifacts, although not much.
Similarly, while modifying an organization's artifacts may result in some cultural change, it
will not result in considerable change.
Espoused Values
Espoused values are statements made by an organization concerning its culture and
methods of operation. These are shallower than artifacts, but deeper than underlying
beliefs, signs and levers of culture. Organizational values and behaviors, corporate or
employee charters, team contracts, possibly vision and mission statements, and the types
of things pushed through newsletters, among other things, are examples of espoused
values. The culture of an organization can be understood in part by analyzing its stated
values, and it can be modified to some extent. However, the impacts will be minor.
Underlying Beliefs
Rather than its artifacts or professed principles, an organization's members'
underlying beliefs serve as much deeper markers of its culture. They serve as an internal
reflection of how the organization actually operates. Assumptions about how coworkers
should interact with one another are among the underlying beliefs that employees of an
organization hold. Beliefs regarding which behaviors will lead to workplace success or failure
are also included. For instance, despite the fact that many businesses promote the benefits
of remote work, some employees may have the misconception that they must be there in
person at the place of employment in order to be taken seriously by their employer.
Charles Handy culture

Charles Handy developed his Four Cultures Theory, along with a number of other
theoretical frameworks, in which he described each distinct culture and connected it to a
Greek god. Various assumptions about human motivation, reasoning, and learning, as well
as various presumptions about the sources of power and influence, underlie each of Handy's
cultures.
Power
Some organizations have a small number of people who have all the power and have
the authority to make all the decisions. They are the ones who get exclusive benefits at
work. Since they make the majority of the decisions, they are the most significant
individuals at work. To the other workers, these people assign additional tasks.
Subordinates have little choice but to strictly follow their superior's directions in such a
culture. The employees are required to perform as their superior directs and are not free to
voice their opinions or beliefs in public. In a society like this, supervisors occasionally show
partiality toward one person over another, which causes serious discomfort among others.
Personal Culture:
This type of overall culture is advantageous to professional service companies in
predictable and stable industries like accounting or insurance. In contrast, it may be very
challenging to organize people in such a culture because they are used to being self-
directed and can respond poorly to even slight changes in rules and procedures. Its pros are
that workers operate on a self-motivated basis so need little official instruction or structure.
Task Culture
The task culture is followed by organizations where teams are formed to achieve
goals or solve significant challenges. Individuals with similar interests and specializations
establish teams in such organizations. Each squad typically has four to five members. Every
team member must participate equally in this type of environment and find the most
creative way to complete duties.
Role culture
To get the most out of each person, a culture known as "role culture" assigns duties and
responsibilities based on their areas of expertise, educational backgrounds, and areas of
interest. Employees choose to take on challenges in such a culture by doing their best.
Every person has some sort of responsibility, and he or she must take responsibility for the
work that has been delegated to them. In such a work atmosphere, power comes with
responsibility.
The impact of organizational culture on performance
A productive workplace encourages engagement, increased employee satisfaction,
and enhanced staff performance. A hostile office environment, on the other hand, can lower
productivity, increase turnover, and make workers feel alienated from their jobs and the
company. Employees may easily understand what is expected of them when a firm supports
a culture of transparency, has clear expectations, provides ongoing feedback, and delivers
appropriate recognition. Efficiency and teamwork are fostered inside organizations when
employees are free to be open, truthful, and independent. Employee engagement activities
and a well-defined organizational culture can work together to make employees feel
appreciated and cherished within the firm, which improves their performance. Strong

evidence from studies suggests that corporate culture is a competitive advantage that most
businesses overlook or are unaware of. However, properly done, this can help you keep
your best employees, increase performance and productivity, and develop workers who are
accountable, independent, and self-reliant. It contributes to the achievement of corporate
goals because organizational culture fosters shared values and coordinated efforts among
personnel
Employees are regarded as being a part of the organizations too. They are an
important part of the business and they take part in daily operations of the organization.
Since they oversee all the components that keep the organization going, they serve as its
major focus. Employees must understand the organization's goals and how to achieve them,
as well as their duties and obligations and how to carry them out. Only then should they act
in a way that is consistent with these expectations. Employee performance is higher as a
result, and performance goals are met. How workers should act inside the organization is
determined by its culture. The management must construct a set of universally held ideas
and values that are then conveyed and reinforced via a variety of channels, eventually
influencing how the employees perceive their surroundings and act and think. The
framework for whatever the organization does is established by its culture.
Google company culture
Google has a culture that encourages creativity, particularly technical innovation. In
order to foster an inventive mentality appropriate for the technology nature of the business,
the organization also promotes the value of openness among employees. Google's efforts to
compete in various industries are influenced by the business culture. For instance, in the
field of internet advertising, the company's culture aids in the innovation of its technological
resources and the services it offers to clients.
Edgar Schein's Culture is also relevant to Google Inc's business aim of organizing the
world's knowledge and making it widely accessible and valuable. The surface of the
organization is marked by artifacts and symbols that indicate the artefacts. They include
things like logos, designs, structures, methods, and business dress codes that are clearly
evident throughout the firm. Google Inc. offers excellent workplace; an associate's degree
could notice that it's a very welcoming place to work where many types of amenities are
supplied to its personnel, including free shuttle buses, endless meals, free cooking lessons,
gyms, and massages for stress relief. There aren't easily visible to personnel, but they are
obvious and recognized to outsiders. Then, values were professed, which refers to
principles, standards, and guidelines for behavior. The CEO of Google believes that an
organization's culture is unrelated to its mission statement or recent financial success.
Where it is about the traits that the organization and its representatives value. Finally,
fundamental underlying assumptions that are firmly established in company culture and are
experienced through self-evident and unconscious behavior. Assumptions are difficult to
discern from within. The founders of Google purposefully kept the organization's culture
similar to academic culture in order to attract more long-term going creative talents from
universities to Google Inc as smoothly as possible.
McDonald’s company culture
The collective accepted beliefs and practices that shape an organization's culture also
serve as a set of rules for how its personnel should act and behave. The organizational

culture of McDonald's values variety, learning, and people with the goal of promoting
productivity, operational effectiveness, and the development of human resources.
People-Centricity
The needs and development of workers come first in the organizational culture of
McDonald's. The necessity of helping individuals is emphasized in the company's Core
Values and Standards of Business Conduct. Given that McDonald's is a service-based
company, this is understandable. The organizational culture of the business promotes
employee engagement with management to assist in process and procedure improvement,
ensuring support for people.
Learning
Both individualized and collective learning are supported by the organizational
culture of McDonald's. The corporation provides a variety of training and development
opportunities because it thinks that learning improves productivity, quality, and financial
success. It also applies the information to the organization through meetings and activities
that allow staff members to share their expertise and provide and receive feedback.
Diversity
This is also important to McDonald's company culture are diversity and inclusivity. By
maximizing the human resources department's capacity to handle the market's diversity,
the firm emphasizes the significance of these factors. To support these ideals, it also
encourages feedback and interactions among workers, suppliers, franchisees, and
consumers.
Finally, to summarize, it should be noted that organizational structure and culture
both have a significant influence on how McDonald's operates and accomplishes its
objective. The basic beliefs of the organization, as well as its decentralized, tall, and
product-based structure, determine the company's overall operations.
How does leadership and organizational culture link?
Since leaders influence culture with every encounter they have inside an
organization, culture and leadership are inextricably linked. Culture is influenced by leaders
by their behavior, self-presentation, and even interior feelings. Each person has a sensor in
their body that allows them to sense how those around them are feeling. People
surrounding a leader who is unhurried, receptive, and inquisitive might feel the
psychological safety they require to perform at a higher level. Regardless of position,
everyone with power or influence qualifies as a leader, and leaders shape the culture of
their organizations. In addition to keeping individuals accountable, leaders may reinforce
principles. Depending on the leadership style and strategy implementation, this influence
over others may be beneficial or harmful, but both good and bad leadership will have an
impact on and shape the corporate culture at work.
How can leadership shape organizational culture?
The foundation of any company is its culture but also it can be made or broken by
the leadership. 88% of working professionals believe that the top leadership's activities
have an impact on the entire corporate culture at their firm, according to the 2019 Hiring
Outlook. Therefore, a leader's decisions, communication style, and approach to success and

failure can have a favorable or negative impact on staff engagement and performance. If
there isn't a strong connection between employees and the workplace culture, they will look
for another firm where they will fit in better. Here are some ways of how can leadership
shape the culture,
Get to know about coworkers
A strong personal connection is an effective team-building strategy. Know your
audience. However, you should also learn about their families, hobbies, and interests.
They'll not only feel heard, but also be able to uplift them, identify with them from a place
of empathy, and establish a connection.
Take Participation
Leaders must also participate if they want their teams to embrace the culture.
Attending events, showing enthusiasm for the introduction of new products or services, and
interacting with personnel are all examples of doing this. Nevertheless, consistency is
required for these efforts to be effective.
Then walk the walk.
Leaders must exhibit the traits and behaviors they wish to see in their team
members in order to continually reinforce the corporate culture and values. When leadership
is involved with the company's goals and values, there will be more team buy-in, which will
help bring workers together and work for a single purpose.
Recognize and reward hard effort
It's all too simple to undervalue the significance of a thank you. But it's crucial to
acknowledge your team's successes to demonstrate that you are paying attention. Creating
a feedback-rich atmosphere is a terrific approach to make your staff enthused about their
influence and willing to do more, whether it comes in the form of a promotion or a
company-wide shout out.
Be open and honest.
Every employee should have the chance to participate in decision-making, regardless of title
or length of service. Leadership can try to be more open with new ideas, pay attention to
employee feedback, and promote departmental collaboration rather than treating staff like
cogs in a machine.
Examples of failed organizational culture in terms of performance
The traits, attitudes, and values of a corporation are known as its company culture.
High employee turnover rates and employees who don't have a good work-life balance are
just two examples of how toxic corporate cultures may seriously harm a firm. Businesses
may learn from the numerous, glaring examples of poor corporate cultures that exist. A
toxic organizational culture may be avoided by being aware of its warning signals, and it can
even be addressed when it already exists to improve the working environment. Below are
the examples which lead to the failed organizational culture,

1. In a culture that places blame, employees who come up with a bad concept are
frequently ridiculed, and perhaps demoted or dismissed. Simply said, this just serves
to propagate the notion that failure should never be an option and discourages staff
members from acknowledging when something has failed. This raises the possibility
that modest failures might develop uncontrolled to the point where they tip the
scales in the direction of disaster.
2. A lack of communication also leads to the failed organizational culture. An
organization's culture will swiftly suffer if it does not value collaboration and
teamwork. In the long run, team members may decide to leave the organization,
even though employee engagement may suffer in the near run.
3. A company's essential beliefs should be reflected in its culture. However, business
values are frequently merely assertions that do not correspond to company work
rules. A company could claim to be fairness-oriented while refusing to pay its own
employees decent wage, for instance. Another possibility is that despite the
company's values' claims that it rewards top-performing team members, no
promotions or increases are given.
4. A poor balance between work and life can also cause the failure. Team members
working uncompensated overtime on a regular basis or being set progressively
unreasonable deadlines are examples of an unhealthy work-life balance. Despite the
fact that bosses might believe that pushing workers to the limit is the greatest way
to get a return on their investment, the effects on employee engagement and
productivity actually qualify this conduct as self-defeating.
5. The workplace setting has a significant impact on the corporate culture as a whole.
Employees might rapidly get turned off by an office environment that is crowded,
filthy, or unwelcoming.
6. Both the workplace atmosphere and corporate culture may suffer under an
ineffective boss. Employee turnover and dissatisfied team members are both
indicators of poor management techniques. It is an issue if team members in a
corporation operate best apart from their management personnel. As an alternative,
staff members ought to feel free to discuss any topic with bosses, including creative
ideas and career guidance.
Examples of successful organizational culture in terms of performance
With the help of these successful organizational culture, businesses can see how
powerfully successful it is to both retain and recruit bright personnel. Any business, no
matter how big or small, may make improvements to the culture of the workplace by
valuing openness, fostering a sense of community, and demonstrating their appreciation for
their staff members. Here are some examples below,
1. Honesty and openness come first. People are driven to be more involved and
produce their best work when they feel like they are a part of major choices and
news. According to a recent workplace well-being survey from Harvard Business
Review Analytic Services, openness and transparency from top executives helps
foster trust among employees. Being transparent and vulnerable also contributes to
a trusting society. And one of the most essential factors to a healthy workplace
culture that people want to stay in is trust.
2. Giving individuals a sense of belonging is also included in one of the successful
cultures. Employees' feelings of safety and belonging may promote communication,
cooperation, and alignment, eventually increasing company income. Creating a sense

of belonging is not always simple. Employee engagement surveys are a good way to
track and evaluate the efforts in addition to always urging the staff to be authentic,
trust their gut, and interact with the rest of their tribe. A common area where
workers may congregate is one way to ensure that the office is designed with a
greater sense of belonging in mind. A culture of belonging will also be fostered by
providing regular chances for workers to interact with one another.
3. Another one is making it clear that company cherish their staff. Last but not least,
expressing the concern for company staff will increase their likelihood of sticking
around at the business. Paying people fairly, demonstrating your interest in their
careers, and promoting good work habits, such as avoiding overworking, are a few
methods to do this.
Conclusion
To sum up, managers and leaders are the ones who take charge of or lead the
companies, and they have the most significant role. A strong leader and a manager with
great management skills are required to make a company successful. Not only that, but
organizational strategies and culture may determine whether an organization succeeds or
fails. It is also critical for organizations to select the correct tactics and culture, as they may
have a significant influence on their personnel. Organizations with strong leadership,
effective and helpful concepts, and a positive culture are more likely to succeed and last in
the commercial world.
References
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