Organizational Culture And Leadership

Develop The Right Kind Of Organizational Leadership And Culture

Organizational culture and leadership can be difficult because terms like “culture” and “organization” can seem somewhat, if not heavily, nebulous. We all know what leadership is, but how would you describe it in concrete terms?

Ever try to explain to someone why you were willing to follow a certain person, but you couldn’t quite say why, only that they were a leader? Some of these terms are really intuitive, but that shouldn’t prevent you from taking on an organizational culture, especially if you believe there should be a shift, whether big or small.

There are several concrete steps you can use as a starting point to taking a leadership role within and organizational culture. While this is not a perfect outline, it will give someone who has a hard time dealing with culture a solid start to taking the early steps needed in order to begin any adjustment or change needed.

· Decide what culture you want.

There are several different ways to go. IBM takes pride in an ultra professional and efficient set up with a strict manager to manager hierarchy that is clearly defined. Microsoft, on the other hand, is known for having a very casual dress code and for giving their programmers a huge amount of lee way in how they spend their day. For the individual who needs structure, IBM is a better set up, for a non-conformist who works well in spurts, Microsoft’s organizational culture is the better fit. Many people fall somewhere in between.

· What organizational culture do you have, and what needs to be addressed and/or adjusted to make the change?

Natural leadership won’t do you any good if you don’t have a place to lead everyone to. Identifying where you are and where you’re going is critical. Not only does that allow you to make a more efficient, streamlined plan involving your company’s organizational culture, but it also will give you the ability to more confidently, and accurately, describe each step and each process of change any time someone has a question, or straight out challenges you.

· What specific things need to change? How can you do it?

Implementing change can be difficult, especially if you are replacing a system that has been in place a long time. Not only might you face resistance, or employees’ uncertainty at the new set up, but also you can count on all the little things going wrong. Don’t consider these obstacles, but learning experiences. Be fluid and adapt and you will be in great shape.

· Have a method in place to record/analyze change

Leadership is a difficult role, especially when you are in the middle of a change of base culture within the company. You will want to figure out an effective way of measuring change and of being able to see whether your program is working or not. This might be one of the most challenging aspects of the jobâ€"especially when things like increased productivity might not show up for weeks or even months. Employee surveys can be a good way to figure out if basic attitudes are changing, and also consider the long term measurements. Managers don’t get hired for one quarter, it’s long term. So is leadership.

Keep a steady course and keep to a well detailed plan and you will have no problem with either organizational culture or leadership.