LEADERSHIP AND CULTURE

Widodo J Pudjirahardjo, 2017

Why is the Leader Important to
An Organization?
• Establishes and Achieves Vision;
• Develops and Implements
Strategies;
• Shapes Culture and Rules;
• Affects Organizational
Performance;
• Projects Image to The Public.
 MANAGER BECOME LEADER
MANAJER LEADER
Appointed Recognized
Do Things Right Do The Right Things
Focus on Things & React Focus on People & Anticipate
Authority Power
Order – Instruction Influence – Role Model
Direct & Control Motivate & Participate
Follow the Rule Initiate Rule and Value
Solve Problems Proactive & Anticipate Problems
• Vision is the perception of marketplace needs and
the methods an organization can use to satisfy them.
– Must be focused yet adaptable to changes
in the business environment.
• Long-term success is also tied to the ethical
standards that top executives set.
– High ethical standard can also encourage, motivate,
and inspire employees to achieve goals.
• Leadership is the ability to direct or inspire
people to attain organizational goals.
• Involves the use of influence or power.
• Three traits are common among many
leaders:
– Empathy;
– Self-Awareness and Self-Management;
– Objectivity in dealing with others.
 Corporate Culture
Organizations System of
Principles, Beliefs, and Values.

Managerial philosophies,
communications networks, and
workplace environments and
practices all influence corporate
culture.
ORGANIZATIONAL CULTURE
“A pattern of basic assumptions that the group
learned as it solved its problems of external
adaptation and internal integration, that has
worked well enough to be considered valid and,
therefore, to be taught to new members as the
correct way to perceive, think and feel in relation
to those problems”
Edgar Schein, 1992
 Artifacts – symbols of
culture in the physical
and social work environment

Values
Espoused: what members of
Levels of
an organization say they value
Enacted: reflected in the way
Organizational
individuals actually behave Culture
Assumptions – deeply held
beliefs that guide behavior and tell
members of an organization how
to perceive and think about things
 Artifacts – symbols of Organizational Culture
culture in the physical Visible, often not
and social work environment decipherable
Values
Espoused: what members of
an organization say they value Greater level
Enacted: reflected in the way of awareness
individuals actually behave

Assumptions – deeply held

beliefs that guide behavior and tell Taken for granted,
members of an organization how Invisible, Preconscious
to perceive and think about things
 Functions of
Organizational Culture
• Culture provides a sense of identity to
members and increases their commitment to
the organization;
• Culture is a sense-making device for
organization members;
• Culture reinforces the values of the
organization;
• Culture serves as a control mechanism for
shaping behavior.
 Types of Cultures
• Constructive
– Valuing members, self-actualizing, affiliative, and
humanistic/encouraging normative beliefs (expected behavior
or conduct).
• Passive-Defensive
– Approval-oriented, traditional and bureaucratic, dependent
and no participative, punish mistakes but ignore success.
• Aggressive-Defensive
– Confrontation and negativism are rewarded, no participative,
positional power, winning valued, competitiveness rewarded,
perfectionistic.
 CONSTRUCTIVE CULTURE
Normative Beliefs Organizational Characteristics

Achievement Goal and Achievement oriented

Self-Actualizing Value Self-Development and Creativity

Humanistic- Participative, Employee Centered, and

Encouraging Supportive

High Priority on Constructive

Affiliative Interpersonal Relationships, and Focus
on Work Group Satisfaction
 Most Important Elements
in Managing Culture
• How Leaders Behave;
• What Leaders Pay Attention To;
• How Leaders React to Crises;
• How Leaders Allocate Rewards;
• How Leaders Hire and Fire Individuals.
 Anticipating & Creating Creating a Vision &
a Future Value/Culture
(Let’s Invent New World) (Come Share My Dream)

Revolutionary High Level Attitude &

Thinking STRATEGIC Cognitive Activity
(Nothing Like This Has LEADERSHIP (Leadership is Hard
Ever Been Done Before) Mental Work)

Gathering Multiple
Effort
(Strategy Implementation
is Democratic)
 Manager and Leader

Leadership
Management
(Execution) (Vision &
Value)

Strategy
(Roadmap)
Manager and Leader
THINK STRATEGICALLY
Clarity of Direction
Vision
1 Mission
Value/Culture

Clarity of Structure Clarity of 2

Status Business
Structure LEADER-
SHIP Customers
Policy FOCUSS Marketing
Competencies Operational
System Indicator
Roles Measurement

3
EXTERNAL Operation Revenue
Mana- Market- Customer
ACTIVITY & gement ing Focus & Cost
COST

R & D AND SYSTEM DEVELOPMENT

INTERNAL HUMAN RESOURCE MANAGEMENT
ACTIVITY &
COST ORGANIZATION INFRASTRUCTURE &
MANAGEMENT
STRATEGY FOR LEADERSHIP
 TEAM LEADER
TEAM MEMBER LEADERSHIP
GROWTH STRATEGY
STAGES GUIDING ENABLING

(TRUST)
1 NEWCOMER ADVISE PROVIDE

(HABITS) ENCOUR-
2 TRANSITION COACH
AGE

INDEPEN- (ROI)
3 DENT
FACILITATE PROMOTE

INTERDEP- (ASSET)
4 NAVIGATE ENDORSE
ENDENT
 Hersey and Blanchard’s
Situational Leadership Theory
High
Relationship Leader Behaviours
Behaviour

S3 S2

S4 S1

Task Behavior High

Follower Readiness
Low R4 R3 R2 R1
Unable and
Able and Willing
Unable and
Able and Willing/ Unable and Willing Unable
unwilling/ and
willing Unwilling /
insecure
Apprehensive Insecure
High Moderate Low
 Tuckman’s Team Development
Model
• Teams go through four stages; Performing
• Teams can regress when Leader delegates and
Effectiveness

oversees
membership changes;
• A mature team may need no
leadership. Norming
Leader facilitator

Storming
Leader mediates and
focuses
The leader’s goal is to
Forming make the team self-reliant
Team is dependent on
and then move on
the leader

Time