THE ROLE OF ORGANIZATIONAL CULTURE ON LEADERSHIP STYLES

Abstract

Objectives: One of the most influential concepts in organizational behavior literature is also organizational culture. The concept of organizational culture has gained wide importance from past to today for business. Organizational culture helps business to understand human at organizational level. Divided into four dimensions, which are clan, adhocracy, market, hierarchy, organizational culture have shown to be associated with several organizational outcomes, including leadership style. Leadership can be defined as the ability of an individual or organization to "lead" or guide other individuals, teams, or entire organizations. There are several leadership styles in present literature. Paternalistic, transformational, transactional, ethical, servant and laissez-faire leadership styles are some of the leadership styles in the relevant literature and they have been used for this study. Within this framework, this study aims to specify the interrelationship between dimensions of organizational culture and different leadership styles

Keywords

• Organizational culture, leaderships styles, construction sector

References

1. Acar, A.Zafer. (2012). “Organizational Culture, Leadership Styles and Organizational Commitment in Turkish Logistics Industry”, Procedia - Social and Behavioral Sciences vol:58 pp.217 – 226 .
2. Alas, R., Übius, Ü. and Vanhala, S. (2011).“Connections between Organizational Culture, Leadership and The Innovation Climate in Estonian Enterprises”, E-Leader Vietnam.
3. Arditi, D., Nayak, S. and Damci, A. (2016). “Effect of Organizational Culture on Delay in Construction”, International Journal of Project Management, vol:35, pp.136–147.
4. Cameron, Kim S. and Quinn, Robert E. (1999), Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework, Prentice Hall, ISBN 978-0-201-33871-3, reprinted John Wiley & Sons, 2011.
5. Chaudhry, A. O. and Husnain J. (2012). “Impact of Transactional and Laissez Faire Leadership Style on Motivation”, International Journal of Business and Social Science, vol:3, no:7.
6. Chemers M. (1997). An integrative theory of leadership. Lawrence Erlbaum Associates, Publishers. ISBN 978- 0-8058-2679-1.
7. Chin, R. (2015). "Examining Teamwork and Leadership in the Fields of Public Administration, Leadership, and Management". Team Performance Management.
8. Cliff M. (2015). “Culture Change”, Management Services, vol:59, no:1, pp28-30.

9. Deal T. E. and Kennedy, A. A. (1982, 2000) Corporate Cultures: The Rites and Rituals of Corporate Life, Harmondsworth, Penguin Books, 1982; reissue Perseus Books, 2000.
10. Freeman, R. Edward and Stewart, L. (2006). “Business Roundtable Institute for Corporate Ethics”. http://www.corporate-ethics.org/pdf/ethical_leadership.pdf.
11. Hofstede, G. (2011). “Dimensionalizing Cultures: The Hofstede Model in Context”, Online Readings in Psychology and Culture, vol:2, no:8.
12. Keith, K.M., and Dinner, C.F. (2009). “Servant Leadership in Business”.
13. Kotter, J. P.; Heskett, James L. (1992). Corporate Culture and Performance. New York: The Free Press. ISBN 0- 02-918467-3.
14. Kwasi D. Baah (2015). “Resilient Leadership: A Transformational-Transactional Leadership Mix”, Journal of Global Responsibility, vol:6, no:1, pp. 99-112.
15. Linley, P.Alex, Harrington, S. and Garcea, N. (2010). Oxford Handbook of Positive Psychology and Work, Oxford University Press: New York.
16. Lowe, Kevin B., K. G. Kroeck, and Negaraj Sivasubramaniam. (1996) "Effectiveness Correlates of Transformational and Transactional Leadership: A Meta-analytic Review of the MLQ Literature." The Leadership Quarterly, vol:7, no:3, pp.385-425.
17. McSweeney, B. (2002). “Hofstede’s Model of National Cultural Differences and Their Consequences: A Triumph of Faith- A Failure of analysis”. Human Relations, vol:55, no:1, pp.89-118.
18. Rehman, M. and Afsar, B. (2012). “The Impact of Paternalistic Leadership on Organization Commitment and Organization Citizenship Behaviour”, Journal of Business Management and Applied Economics, vol.5.
19. Russell P. Guay, (2013). “The Relationship between Leader Fit and Transformational Leadership”, Journal of Managerial Psychology, vol:28, no:1, pp. 55-73.
20. Russell, E. (2011), “Leadership theories and style: a traditional approach”, Unpublished paper submitted for the General Douglas MacArthur Military Leadership Writing Competition.
21. Schein, Edgar (1992). Organizational Culture and Leadership: A Dynamic View. San Francisco, CA: Jossey- Bass. p. 9.
22. Spears, Larry C. (2010). “Character and Servant Leadership: Ten Characteristics of Effective, Caring Leaders”, The Journal of Virtues & Leadership, vol:1, no:1, pp.25-30.
23. Stansbury, J.(2009). “Reasoned Moral Agreement: Applying Discourse Ethics within Organizations”, Business Ethics Quarterly, vol:19, no:1, pp.33-56.
24. Trevisani, D. (2016). Communication for Leadership: Coaching Leadership Skills (2 ed.). Ferrara: Medialab Research. p. 21. ISBN 978-1-329-59007-6.
25. Yu, T., and Wu, N. (2009). “A Review of Study on the Competing Values Framework”, International Journal of Business and Management, vol: 4, no:7.