Study Material.

1. Leadership
Theory, Application, Skill Development
1st Edition
Robert N. Lussier and Christopher F. Achua
.
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“Copyright © 2001 South-Western College Publishing

2. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Chapter 11
Leadership of Culture,
Diversity and the
Learning Organization
11-1

3. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Chapter 11
Learning Objectives
• The power of culture.
• Distinguish between a weak and strong culture.
• Low and high performance cultures.
• Symbolic and substantive leadership actions.
• The four cultural value types.
• Three levels of moral reasoning.
• Primary reasons for embracing diversity.
• Leader’s role in creating learning organization.
11-2

4. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Culture
• The set of key values, assumptions,
understandings and ways of
thinking that is shared by members
of an organization and taught to
new members.
11-3

5. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Characteristics of Low-
Performance Cultures
• Insular thinking
• Resistance to
change
• Politicized internal
environment
• Unhealthy
promotion
practices
11-4

6. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Characteristics of High-
Performance Cultures
• Culture reinforcement
tools
• Intensely people
oriented
• Results oriented
• Emphasis on
achievement and
excellence
11-5

7. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Symbolic Leadership
Actions for Shaping Culture
• Leaders serve as
role models
• Ceremonial events
for high achievers
• Special appearances
by leaders
• Organizational
structure
11-6

8. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Substantive Leadership
Actions for Shaping Culture
• Replace old culture members with
new members
• Change dysfunctional policies and
practices
• Reengineer strategy-culture fit
• Realign rewards/incentives,
resources
• Facilities design
• Develop a written statement
11-7

9. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Types of Organizational
Culture
Degree of Environmental Turbulence
Competitive
Culture
Adaptive
Culture
Bureaucratic
Culture
Cooperative
Culture
External
Internal
Stable Dynamic
S
t
r
a
t
e
g
i
c
F
o
c
u
s
11-8

10. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Framework of Value
Dimensions for
Understanding Cultural
Differences
Individualism
Collectivism
High
Uncertainty
Avoidance
High
Power
Distance
Long-term
Orientation
Short-term
Orientation
Low
Power
Distance
Low
Uncertainty
Avoidance
Masculinity
Femininity Formality
Informality Scarce Time
Orientation
Abundance
Time
Orientation
11-9

11. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Achieving Diversity
Obstacles
Policies
and
Practices
Ethnocentrism
Glass
Ceiling
Unfriendly
Work
Environment
Stereotypes
and
Prejudice
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12. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Low Levels
of
Conflict
Bias-Free
Environment
Culture of Diversity
Diverse
Leadership
Structure
Strong
Identity with
Organization
11-11

13. Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing
Enhancing Organizational
Learning Guidelines
• Encourage systems thinking, creativity and
experimentation
• Provide incentives for learning and innovation
• Build confidence in followers’ capacity to learn
and adapt
• Create a shared vision for learning
• Broaden employees’ frame of reference
• Create an environment where people can learn
from mistakes.
11-12