Schein, (2004) states that As organizations stabilizes because of success in accomplishing its

primary tasks, the leaders assumptions become shared and embedding those assumptions can
then be thought of more as a process of socializing new members. Organizational leaders
achieve success by being consistent, in sending clear signals about their priorities, values and
beliefs. Once culture is established and accepted, they become a strong leadership tool to
communicate the leaders beliefs and values to organizational members, and especially new
comers. When leaders promote ethical culture, they become successful in maintaining
organizational growth, the good services demanded by the society, the ability to address
problems before they become disasters and consequently are competitive against rivals
(Madu, 2011).

Beliefs, values and ideology are at the heart of organisations. Individuals hold certain ideas
and value-preferences which influence how they behave and how they view the behaviour of
other members. These norms become shared traditions which are communicated within the
group and are reinforced by symbols and ritual. (Bush 2003, p.156).

Organisational culture emphasises the development of shared norms and meanings. The
assumption is that interaction between members of the organisation, or its subgroups,
eventually leads to behavioural norms that gradually become cultural features of the school or
college. (Bush 2003)

The literature on collegiality (e.g. Bush 2003) shows that leaders are more likely to cede
power to others when they are confident that their own educational values will not be
compromised by doing so. (Bush 2003)

Leaders also have responsibility for sustaining culture, and cultural maintenance is often
regarded as a central feature of effective leadership. Sergiovanni (1984, p.9) claims that the
cultural aspect is the most important dimension of leadership. Within his leadership forces
hierarchy, the cultural element is more significant than the technical, human and educational
aspects of leadership:
The net effect of the cultural force of leadership is to bond together students, teachers,
and others as believers in the work of the school As persons become members of
this strong and binding culture, they are provided with opportunities for enjoying a
special sense of personal importance and significance.

Although that organizational values seem too many people somewhat of a soft concept
within the field of human resources management Lenik (dalam Gorenak, M., 2012) says that
it is much more tangible concept than it seems. Kenny (1994) proposed that just like every
human community has its own value system, every organization has its own value system. In
this context Mesner Andolek (dalam Gorenak, M., 2012) has established a relationship
between individuals values and organizational values, where she said that values of
organization have grown from values of individuals that have shaped the organizational
culture, and since organizational values are one of fundamentals of organizational culture this
makes organizational values grow from individual values.

Values will affect not only the perceptions of appropriate ends, but also the perceptions of the
appropriate means to those ends. From the concept and development of organization
strategies,
structures and processes, to the use of particular leadership styles and the evaluation of
subordinate performance, value systems will be persuasive.
Fiedler (1967) came up with a leadership theory based upon the argument that managers
cannot be expected to adopt a particular leadership style if it is contrary to their value
orientations.

Organizational culture is the set of shared beliefs, values, and norms that influence the way
members think, feel, and behave. Culture is created by means of terminal and instrumental
values, heroes, rites and rituals, and communication networks. (Lunenburg, F.C., 2011)

Schein, E. M. (2004). Organizational culture and leadership. (3rd. ed.). Jossy-Bass.

Lunenburg, F.C., (2011). Understanding Organizational Culture: A Key Leadership Aset.

National Forum Of Educational Administration And Supervision Journal Volume 29,
Number 4, 2011

Bruno, L. F. C. (2000). Personal Values: a Case Study. Internal publication of Federal

University of Amazon (UFAM), Manaus/Brazil.

Fiedler, F. E. (1967). A Theory of Leadership Effectiveness. New York: McGraw-Hill Book Co.

Gorenak, M. and Kosir, S. (2012). The importance of organizational values for Organization.
Management, Knowledge and Learning Internasional Conference. 20th to 22nd June
2012 Celje, Slovenia

Madu, Boniface C. (2011). Organization Culture as Driver Of Competitive Advantage,

Journal of Academic & Business Ethics; Oct2011, Vol. 5, p1

Bush, T. (2003), Theories of Educational Leadership and Management: Third Edition,

London, Sage.

Sergiovanni, T. (1984) Cultural and competing perspectives in administrative theory and

practice, in Sergiovanni, T. and Corbally, J. (eds), Leadership and Organizational
Culture, Chicago, IL, University of Illinois Press.

Kenny, T. (1994). From vision to reality through values. Management Development Review,
7(3), 1720.