Application of Leadership Practice Concepts
Application of Leadership Practice Concepts
Introduction
Today’s global business social scientists and business experts alike examine organizational culture influencing institutional, factional, and personal behavior aligned to leadership practices. The growing body of literature available on this timely subject shows one conclusion that Hartnell, Ou, Yi, and Kinicki (2011), and Schein (2004) describe a company culture as a shared set of implicitly accepted assumptions binding each member in thought, perception, and reaction to various work related environments and how this effects production, company goals and development.
The focus of this scholarly investigation as an application of leadership practice concepts through a course degree connected to the desired influence of company culture on management leadership practices intends offering discourse in several areas on how this concept exists in practice. The dynamics of the effective remains a key factor of understanding best ethical practices in business leadership as core to a company culture as an abstract but nonetheless remain according to Schein (2004) culture constitutes “the forces that are created in social and organisational situations deriving from culture are powerful.” Further, Schein explains, “If we don't understand the operation of these forces, we become victim to them (p. 7).”
The influence of the hierarchical management, diversity of employees, effective communication, and how best management practices influence their success as outlined by an ethical organizational culture provide the following discourse on the academic investigative outcomes. This scholastic centered exploration as described by Hartnell et al (2011) and Monahan (2013) of the influence of company culture on leadership, therefore, pragmatically begins with how organizational culture influences the hierarchal leadership behavior.
Hierarchical Influence of Management
Literature relays how the hierarchical influence of organizational management leadership remains a reflection of the underlying framework founded in the company culture prodding the lower, middle, and upper management leadership styles. This exists in business, government, educational institutions, and particularly in the armed forces. Bennett and Miles (2010) explain how their findings connect to how social science studies examine the dynamics behind leadership theoretical constructs link to the organizational culture’s effective leadership tool.
The findings of this academic research examining social science literature on leadership best practices therefore, clearly shows an attachment to the overall company performance, organizational growth, and the goals aligned to these efforts. Schein (2004) looks at business leadership connection to company cultural practices as powerful influences on the success of management “because they operate outside of our awareness (p. 7).”
Schein (2004) further explains how business management practices needs and understanding and proactive stance according to influence of company culture having this unseen power because “understanding cultural forces enables us to understand ourselves better (p. 7). The hierarchical influence of management therefore, must according to the literature, connect, to a clear understanding of the value and importance of the diversity of employees derived from company culture influencing ethical leadership practices.
Connecting with Diversity of Employees
No matter, a domestic or international setting, the empirical outcomes connected to the literature on company culture research acknowledges how this concept influences ethical leadership as well as engages best management practices connected to an organization’s demographically diverse employee population having the right to a voice about their standing in the workplace. This recognition as a fundamental tenant of the company culture establishes how management leadership maintaining such a position of this as a necessary characteristic of 21st century business success constitutes an effective direction of a collective work ethic value connected to an organization’s employee population as a valued human capital (Hartnell et al, 2011)
The ethical underpinnings of a company culture as explained by Hartnell et al (2011) intentionally engages the diversity of the employee population from a management leadership perspective as the direct effect of valuing collective work ethic that derives from shared beliefs in the proper behavior of all personnel in the work environment. This collective assumption about the correct attitude and behavior of all members of the organizations influences actual workplace environment assuring respect, understanding of everyone’s role, equitable treatment, recognition, and acknowledgment of every person in the organization as a valuable member.
Literature in this area of understanding the implicit value of an ethical company culture influencing management leadership from the point of view of a diverse workforce therefore draws on empirical studies of workplace environment and the behavior of the personnel from the top to the general population. As Ostroff, Kinicki, and Muhammad (2013) explain from their study findings, there exists how culture remains a collective property as a reflection of the deeper phenomena founded in both symbolic and shared meanings connected to beliefs, core values, as well as assumptions and ideologies. Unless handled correctly by management leadership, ethnocentrism in the workplace poses negative outcomes for business productivity.
Ethical company culture therefore, sets the protocol for concrete managerial leadership having the necessary direction provided through both guidelines and policies established as a reflection of the organization’s intentions of inclusion and acknowledging the diversity of the workforce as a valued part of the business successes. This process remains a shared commitment by all management leadership outside the same intentions of the HR department. Clearly, the 21st century business challenges accepts workplace diversity as a given and prods organizations differentiating its company culture addressing this as part of its ongoing management leadership direction in relation to the complexity and scope of the process (Marquis, Lim, Scott, Harrell, & Kavanagh, 2007).
Effective managerial leadership therefore continues its focus on developing an ongoing target skill effectively providing a clear understanding of workforce diversity. In doing so, this accordingly allows countering both isolated as well as overt negativity attached to the demographic differences of the employee population. By doing so this offers a valuable management leadership tools effectively countering any hindrance to productivity connected to issues arising from managing a diverse workforce according to race, gender, ethnicity, lifestyle, and culture. The effective company culture leadership maintains management training that assures its leaders have ethical sensitivity to any employee exhibiting attitudes revealing they feel misunderstood according to his/her cultural or ethnic differences (Certo & Certo, 2012; Cross, 2000).
Management leadership led by ethical company culture practices understands the dynamics of its workforce challenging either indirect or candid threats to his or her sense of equality in the work environment typically results in destroying work motivation undermining productivity goals. Immediately resolving such employee perceptions dissipates the issue and reinforces the ethical practices of the organization aligned to its culture (Certo & Certo, 2012; Cross, 2000).
Cross (2000) explains how typically, human learning incorporates analysis, rationality, and logical thinking. Using these cognitive abilities when confronted with workplace incidents or policies causing interruption in their normal emotional when sensing treatment less than other workers receive thus, results in depreciation of any desire or ability for engaging in the workplace interactions necessary for production activities. Again, aligned to ethical company culture leading management skills for the workforce demographics with varieties of multi-cultural, racial, gender, life-style, as well as generational diversity requires understanding and particular attention to immediate resolution when workplace issues emerge disrespecting any person’s identity causing his/her emotional upheaval. Connected to this best business leadership practices is the concept of the employee having a meaningful voice in the organization practices.
Rosenthal and Buchholz (2000) describe how effective and ethical management leadership emulating its company culture therefore, reveals itself in all stakeholders within the organization as particular to employees’ voice as part of the valued capital of the company. Those decisions exhibited by effective, ethical management leadership assure a reflection of the intentions of the organizational culture in its practices, policies, and actions. This includes setting company goals directed at company growth and development while maintaining best management leadership practices connected to both the interests and the concerns of all employees as part of the organizational stakeholders.
Papke (2014) takes this concept to a pragmatic level describing in his research literature the effective organizational culture consideration of the value of a diverse employee population across the board directly links to profitable productivity goal outcomes. Papke (2014) sums this as how, “Profits and value now depend on attracting and retaining the most talented (employees) (p. 242).” Management leadership ability to carry out the organizational culture intentions aligning this practice to its architectural structure as a successful system of operation then considers the importance of the communication factor.
Culture and Communication
The underpinnings of effective organizational culture as it pertains to ethical management leadership according to McIntyre-Birkner and Birkner (2001) examines the effectiveness between hierarchy management communication practices as outlined by theory and practice of the company culture in its interactive communication. In this aspect, it is the human resource management (HRM) factoring into the focus of leadership practices assuring all employees having a voice within the organization whether individually or as a special interest group relating to company growth and development goals.
The effective management leadership of an organization in practicing communication skills with employees includes assuring employees the opportunity having the same consideration when communicating with management. In the 21st century therefore, the increased practice of business organizational leadership management shows a calculated and educated understanding of applying appropriate methodologies involving exchange of information between employees and management. Further to this end, is the understanding displayed in the actions of effective management leadership in this process allowing communication interchanges across the board of all organization stakeholders through meaningful communication so the internal and external work environment makes sense (Darling & Beebe, 2007)
Further to the pragmatic approach for domestic and international business leadership practices reflecting an organizational culture, embracing these communication efforts frames the kind of ethics creating transparency norms in workplace communication engaging employees so their voice remains part of the underpinnings of leadership coordination activities. This coordination also sets in motion management effectively motivating the workforce. As explained by Gilley Maycrunich and Maycrunich (2000). Ideally, the organization’s cultural philosophy embraces having an effective company communication system encouraging as a matter of operational norms employees having a voice. Thus, this process remains developmental ensuring an ongoing tool for advancing both individual employee and group growth in connection to company growth as well according to views of Gilley Maycrunich and Maycrunich (2000).
In the sense of an effective company culture emulating an effective communication system not just for disseminating information but for engaging its employees in the necessary dialogue about their involvement in the process connected to effective motivation ensuring the most productive and safe work environments looks at such a condition ideally centered inclusion of its employees. Providing room for professional development requires recognizing, acknowledging, and engaging cultural values as designated by the diversity of demographics among the employee population as provided by the findings of Gilley Maycrunich and Maycrunich (2000).
Best management leadership practices aligned to an ethical company culture assure inclusion. According to literature provided by Gilley Maycrunich and Maycrunich (2000), inclusionary practice as part of the organizational working cultural values assure the ability for the company embracing the necessary change models connected to the resilience of employees accepting changes in better communication. This embodies leadership behavior exhibiting proactive measures of how communication belongs as part of a transparent philosophy of the organization in sharing information. The outcome encourages employee understanding they indeed have a meaningful voice in the organization as valued contributors to the goals and development of the company. Central to management leadership maintaining this inclusion directly relates to having a company culture architecturally constructed for flexibility in differentiating as needed stronger values supporting the communication process for employee inclusion both individually and collectively. This effort intentionally assures the employee sector of an organization maintaining an acknowledged and respected effective voice
Conclusion
Global business social scientists and business experts alike today examine organizational culture’s influence on institutional, factional, and personal behavior aligned to leadership management practices in the workplace. This scholastic investigation of the literature on this concept shows the imperatives of what constitutes ethical company culture as aligned to the hierarchal management leadership practices, the valuable tool understanding diversity of the workforce provides the management leadership in the organization, and the effective ethical force behind well-structured communication practices as a leadership management practice.
Management leadership in a business environment today poses new challenges. Meeting these challenges for productive and ideal outcomes according to the literature presented in this academic endeavor shows the value of an ethically reliable company culture as the foundation of creating, developing, and maintaining management leadership as a flexible, innovative, and all inclusionary process directed at the workforce it relies for business success. Clearly, the challenges of 21st century management leadership must have the specific direction of its organizational culture for implementing best management leadership practices in recognizing and valuing the workforce as human capital. The investment an organization has in the human factor of its company development and goals relies on sustaining its talented and well-trained workforce as a best practice directly connected to the protocols of the company culture leading its management in this endeavor. The literature reveals where companies maintain ethical culture practices that provide its employees an active voice in both internal and external characteristics of the process attached to goals and development the outcomes prove successful.
References
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