Leadership is defined as the ability to bring people to new situations that they have not been able to reach. When a thorough planning procedure has determined where that area is, a leader’s essential responsibility is to ensure that cultural behavior is in tandem with stated vision. He or she should ensure that organizational resources are brought into use to achieve that goal.
A leader should communicate the organizational goals frequently and more efficiently. Leaders should possess the ability to articulate their goals in different ways to diversified people. Efficient communication involves the capability to turning around a complex item into a rather simple thing.
For the case of culture, a company's culture has a predominantly serious role in defining whether a planned vision will be pursued. Culture can be defined as a combination design of humanity's behavior which includes thoughts, action, artifacts and speech. It is contingent on a man's ability to education and conveying knowledge to following peers. It is can also relate to the way things are done in an organization. Culture is molded by the company's organizational context, its stories, standards and informal structural networks.
A leader must be definitively astute in developing and enhancing the business's criteria since these are the foundation of organization culture. Changes in the enterprise's planned direction will often necessitate cultural shift. The factors that initiate variations in an organization includes:
Extended stages of time of poor performance
The company being on the verge of becoming "fat."
Very quick growth
There are many barriers when trying to change a built culture. Leaders should put more time and effort to impact the change. Many leaders mostly overlook these obstacles to cultural change. New approaches may damage critical values embedded in the firm. A leader's relentless repetition and reliability are what eventually creates an entirely united culture.
Leaders should not be shaken in their belief if what they are doing is right. A convinced level of hardiness is required for this case. Being tough, one needs to believe in his beliefs regardless of the adverse effects or the success if doubted by others.
Leaders must be committed and be tough when it comes to decision making. Commitment is all about maintaining the development through hardship. Whatever decision one makes there will always be people to inform one that they are incorrect. Continuous problems will always be existent that will make an individual uncertain of his self in the belief that the opponents may be right. It requires audacity for the identification of a course and direction and ensuring that it is seen.
When words are used as commitment, it is not enough. Individuals working in companies are watchers of all the happenings. They imitate their leader's behaviors in their business since they are aware of what their leaders say in formal and informal meetings, leaders interests, their leaders whereabout and who their leaders consult before making a decision.
Think about some of our “bad habits”:
Excessive short-term focuses: That’s a habit. Many people in the organization habitually ignore the consequences of what they do if those consequences are more than six months in the future. That has a lot to do with our reporting system, which only looks at current results and short-term forecasts. This can be changed.
Risk aversion and inability to innovate: That’s a belief, that doing something new that doesn’t work is career limiting. Not doing anything is safer. This needs to change to something like it’s important to take sensible risks, accepting that they don’t always work out. You get rewarded for trying sensible things, and punished for inaction. We can change this as well. Part of the solution is in the process we use to evaluate new ventures, and part is in the message you send personally.
Lack of customer focus: customer focus should remain an area of interest by ensuring that customers are satisfied with what they receive.
Talking Notes.
The discussion herein is prepared in relation to my article that is based on Leadership and Culture.
What do you understand by the term cultural change? Does your thought on leadership culture result in the ambiguity of reason and thought on the topic?
Leadership culture should be viewed from the onset as an entirely different aspect, and any vague combination of the two into similar perceived items should be kept aside.
Simply put culture shall encompass the habits and beliefs that guide leadership management. From this standpoint, it is much easier to understand the concept of culture in leadership.
Norms and beliefs present in cultural leadership should be dealt with in the right way based on the relevance to each on leadership.
Organizational culture requires a leader to be staunch and astute in the undertaking of his/her mandates. Maintaining of a leadership culture requires one to undertake a balancing class act.
Queries constantly raised include the question of management and the leadership culture. Emphasis should be placed on the cultural aspects of leadership and the impacts it possesses on efficient management.
Leadership is simply having the ability to ensure that tasks are carried out to completion and in compliance with the set goals.
Cultural beliefs behind this leadership strategy will aid in ensuring that the stated vision and goals are achieved in the confines of the beliefs and values in cultural policy.
Thus, it is definitive in ensuring that fundamental objectives are pursued through the provision of a framework that provides a set of guidelines through which such goals can be attained.
Cultural defines how an organisation will continue its aims. Consequentially culture can be used in relation to the execution of tasks in ensuring effective leadership. The culture is as a cause of the history of the company.
Ethos is known to be affected by several parameters that are inclusive of rapid growth, a constant changing environment, poor performance over an extended period.
Culture defines a company’s growth through the leadership structure that governs an organisation. The decision-making process is affected by leadership strategy and culture.
A culture of resilience and tenacity should be developed at the workplace to ensure that duties are executed promptly, efficiently and in the constraints that govern the organizational leadership structure of the company.
Belief in the execution of tasks should be kept at a constant as commitment is a fundamental area in ensuring that there is competent leadership.
Cultural behavior is a guide and constraint to the individuals in an organisation. Culture is not limited but also incorporates conditions of structural stability.
This is essential in leadership in ensuring that structural stability is maintained through the creation of organizational stability.
This affects leadership in that it is innate and once it is imprinted in a leadership culture it maintains its credibility in an organisation while influencing how an organisation leadership manages its internal and external operations.
Gradual cultural growth is enhanced through leadership that has repetitive actions.
Partnering and integration are fundamental in the bringing together of various leadership and cultural aspects. Leadership crucial competencies include taking of initiatives, perfect judgement, awareness, teamwork, communication abilities and always being ready to contribute.
