Research paper on organizational culture and leadership

The Effect of Toxic Leadership local copyby Aubrey, paper at Army War College, Mar When focusing on toxic leadership, many researchers emphasize the symptoms of toxicity individual characteristics, traits and not the disease culture, climate, outcomes.

Research paper on organizational culture and leadership

Coaching for Senior Management, Directors and Boards When an organisation needs to change, leadership and inspiration must come from the top. Using a combination of their own experience and proven coaching models, processes and tools they: Further develop communication methods and style -ensuring clear, effective and constant communication.

A leader's greatest tool in leading others is the combination of their personality and behavior. It is fact that, the further up the ladder a leader moves, the greater the risk of loss of constructive feedback. Giving constructive feedback to anyone is difficult at best for most people.

Coaching helps to fill this gap. When done well, coaching accelerates the development of managers and leaders.

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The attraction, retention and development of qualified staff are also key concerns as organisations adapt to an ever changing and challenging world around them. It is increasingly recognized that Individuals and groups perform better with coaching and this performance translates into business results.

Some of the specific ways in which coaching is beneficial include the following: Coaching for leadership impacts companies through increased productivity, improved communication, increased staff commitment and loyalty and decreased levels of stress and tension.

Coaching assists individuals to remain loyal and committed to the company in the face of demanding global business hours, language barriers, differing work ethics and economic fluctuations.

Becoming a Digitally Mature Enterprise

Coaching can help prevent executive derailment, which, as some studies suggest, can be as high as thirty-three per cent for senior executives. Coaching helps managers develop better interpersonal skills. Some common reasons for interpersonal conflict include executives being too abrasive, too controlling and too isolated.

Coaches work with executives to explore these behaviors, to recognize and regulate their self-defeating beliefs, assumptions and actions.

Coaching helps leaders to think and plan more strategically, to manage risk more effectively, to create and communicate vision and mission. Coaching aids in developing a culture of trust, commitment and personal responsibility both internally and with the external world of clients and customers.

Coaching enables the executive or manager to leverage his or her personal power more effectively. Coaching can develop those leadership qualities that have been empirically proven to be associated with success. The breadth of executive coaching makes it impossible to nominate all areas the coach and coachee can explore.

However, the following is a list of some of the major intervention areas of executive coaching: Coaching for skills helps the executive learn specific skills, abilities and perspectives over a period of several weeks or months. The skills to be learned are usually clear at the outset and are typically related to skills associated with an executive assuming new or different responsibilities.

Frequently it involves coaching for one or more management or leadership competencies, such as communicating vision, team building or delegation.

It can be associated with outplacements, restructuring and reengineering in the organization. It can focus on issues surrounding the executive, such as change and company downsizing. Personal issues are more likely to arise in this type of coaching.

Executive coaches can also work with training managers to formalize coaching in their leadership roles and become "manager as coach". Only behavioral change is real change. Improving business performance often focuses on clearly articulated strategies, definite goals and structural change.

However, even the best laid plans for change often fail to address that performance is inseparable from how an organization does what it does. For only if the people in a system behave as they should will the system work as it should.Journal of Management and Marketing Research The role of leadership, Page 3 2 Theories and Hypotheses LMX and organizational affective commitment.

Culture creates a sense of order, continuity, and commitment that permeates every aspect of the organization from how employees interact to customer perception.

Culture is the catalyst for engagement, collaboration, and innovation. Leadership related research at Air University - selected papers below Hispanics: an Untapped Leadership Resource, AWC research paper ; Centralized Command - Decentralized Execution: Implications of Operating in a Network Centric Warfare Environment, AWC research paper ; Degree Feedback: Key to Translating Air Force Core Values Into Behavioral Change, AWC research paper.

Contents Preface xi The Author xv Part One: Organizational Culture and Leadership Defined 1 1. The Concept of Organizational Culture: Why Bother? 3.

Research paper on organizational culture and leadership

The purpose of this research paper is to identify and evaluate GE's organizational cultureal appeal, shared values, customer base and customer service standards, characteristics of organizational culture, and to determine if GE's organizational culture is ethical, customer-responsive, or spiritual.

Senior leaders can say, "We have a just culture," but high ideals can be undermined by the actions of a "blame and shame" supervisor.

National Child Welfare Resource Center for Organizational Improvement