Annotated Bibliography: Organizational Culture and Leadership

This annotated bibliography presents a critical analysis of two research papers focused on organizational behavior and leadership. The first paper, by Warrick (2017), explores the crucial role of organizational culture in achieving success, emphasizing the impact of culture on performance, employee morale, and talent retention. The paper provides insights for leaders on how to build and sustain strong organizational cultures. The second paper, by Paillé & Meija-Morelos (2019), examines the relationship between organizational support and employee environmental performance, incorporating the moderating role of exchange ideology. It suggests that employee eco-friendly behavior is influenced by organizational support and social exchange dynamics. The bibliography highlights the importance of understanding cultural contexts, leadership responsibilities, and the implementation of sustainable practices within organizations. The studies provide valuable insights for leaders and managers seeking to improve their workplace environments and achieve organizational goals.

Running head: ORGANIZATIONAL BEHAVIOUR AND MANAGEMENT
Organizational Behaviour and Management
Name of the Student
Name of the University
Authors note

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Warrick, D.D., 2017. What leaders need to know about organisational culture. Business
Horizons, Vol. 60, no. 3, pp.395-404.
One of the most crucial aspects behind the success of any organisation is how it
manages its work culture. There are many theories and ideas related to the work culture and
its functions in the organisational setup. These theories and their difference in presentation
create confusion in the mind of the leader regarding how to deal with the issues of cultural
diversity in the company. This paper talks about different approaches to workplace culture
and gives a clear idea to the leaders regarding their roles and responsibilities in managing
workplace cultures.
The paper starts with an introduction part that relates the culture and the performances
of an organisations. Several examples form the recent works of the experts clears the idea of
cultural implications. This research has been done in the second method. The next part is an
elaborate discussion of cultural understanding within the organisational setup. The social
units of all size are described as groups in cultural studies of organisations. The culture of an
organisation is basically the environment in which people of the organisation works. The best
outcome of the people could be channelised in an effective way if the leaders are able to
understand the cultural contexts and work accordingly (Warrick 2017). Next, the author
describes the influence of culture on the several factors within an organisation, including the
individual performances (Warrick 2017). A positive work place culture could boost the
morale, performance, job satisfaction and loyalty of the employees. Healthy work culture and
good leadership are related to each other. A healthy culture could only be built in the
organisation if the leadership is effective. Unhealthy work cultures are simply the result of
ineffective management quality of a leader. The subunits of the study include culture's impact
on results and performance, the important insights of the cultures that need to consider and

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guidelines for building a sustainable work culture. The paper is intended for the
organisational leaders who might get help from the outcomes of this research work.
There are some very useful insights into the leadership and cultural aspects of an
organisation. This paper has some detailed explanations of how the cultures matter in the
work environment and what contexts the leaders need to take care of while dealing with the
team members. The paper would be more reliable and useful if the primary resources would
be used for the data collection.
The importance of building a sustainable and effective work culture is immensely
important for the leader. It is the part of their responsibilities that they understand how a
strong culture in build and maintained. As it is not an easy task, the leaders face many
confusions and queries during the cultural alignments. This paper is effective and a reliable
source for answering some of the important confusions. The priorities of the leaders in
managing cultural diversities and providing cultural training could be done more efficiently
by understanding the concepts discussed in this study. The study would definitely be
significant for the competitive advantage and success of an organisation.

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Paillé, P. & Meija-Morelos, J.H., 2019. Organisational support is not always enough to
encourage employee environmental performance. The moderating role of exchange
ideology. Journal of Cleaner Production, vol. 220, pp.1061-1070.
This paper is about the employee environmental-friendly performance in respect of
the exchange theory. The study states that employees get more motivated to behave in an
environmentally friendly manner if they get support from the organisation. The exchange
theory, on the other hand, states that the motivational factors are depended on the mutual
exchange of benefits. The paper aims to shed light on the environmental context of the
employees through social exchange theory.
The organisations could practice eco-friendly measures at different levels. The study
is useful for both the employees and the mangers of the organisations. As opined by Paillé &
Meija-Morelos (2019), environmental aspects are playing an important role in organisational
development. Therefore, this study is quite effective for providing positive encouragement to
the employees. The research has been done in the primary research method. The total sample
for this study was the alumni of a Mexican University, and the number was 500. The paper
has three hypothesis- the first one is about the positive relationship of organisational support
and organisational behaviour towards sustainability. The second hypothesis is based on the
relationship of citizenship behaviour and environmental performance of the employees (Paillé
& Meija-Morelos 2019). The last hypothesis is that the support of the organisation in the
environment is related to employee behaviour towards the environment. The study reveals
that the environmental behaviour of the employees increases with the enhanced exchange
ideology condition. The organisation support would play an important role in green
initiatives. The employers or managers need to ask the employees about their past experience

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of environ metal commitment. The study finds that the environmental behaviour of the
employees does not only depend on the organisational support but also on the contexts that
have a social exchange.
This study reveals the different aspect of green behaviour of the employees,
organisational support and exchange theories. The usefulness of this study lies in its practical
implementation context. There are some limitations of this study which need to be addressed
in further research. The study is limited among the alumni of a selected university. This could
be more diverse in the approach. The limitations of this study are related to the methodology
selections.
The idea of using exchange principles in organisational set up is unique. This explains
how the employees within an organisation are engaged in environmental behaviour
depending on the exchange theories. The organisational support for green behaviour is not
enough for the employees for getting motivated most of the time. It is an interesting study
that extends the context of eco-friendly behaviour with the social exchange. This study would
be effective for the organisations to implement various measures in their sustainability
programs. They could start to implement it from the recruitment process to the ultimate level
of performance by the employees.

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References
Paillé, P. & Meija-Morelos, J.H., 2019. Organisational support is not always enough to
encourage employee environmental performance. The moderating role of exchange ideology.
Journal of Cleaner Production, vol. 220, pp.1061-1070.
Warrick, D.D., 2017. What leaders need to know about organisational culture. Business
Horizons, Vol. 60, no. 3, pp.395-404.