Leadership and Corporate Culture

1. Leadership and Corporate Culture

2. What is Leadership?

3. Why is the Leader Important to An Organization?

4. Levels of Leadership (Jim Collins, HBR, Jan. 2001) • Highly capable individual • Contributing team member • Competent manager • Effective leader – catalyzes commitment to and vigorous pursuit of a clear & compelling vision, stimulate high performance • Executive – builds enduring greatness through humility and professional wills

5. What are the Leadership Traits of Highly Productive Organizations?

6. Leadership Development • Leadership skills • Management skills • Communication skills • Problem identification and solving skills • Strategic development and execution skills

7. Leadership Strategies for Productivity Improvement?

8. Leadership Commitment(Donald N. Sull, HBR, June 2003) • Strategic frame • Resources • Processes • Relationships • Values

9. What Is Corporate Culture?

10. Definition of Culture • Observable • Artifacts and behaviors: symbols, awards, stories, heroes, slogans, ceremonies • Not Observable • Values and beliefs • Underlying assumptions

11. Purpose of Culture • Organizational socialization • Formal • Informal • Behavioral conformity • Values and beliefs • Behaviors

12. Dominant Orientation of Culture • Market and financial-oriented: defined in terms of customers needs and financial performance • Materials- or product-oriented: defined in terms of the material it works with or the product it makes • Technology-oriented: defined in terms of the technology that it uses • People-oriented: defined in terms of how employees are hired and treated

13. “Best” Values • They have a “grab-you-by-the heart” quality • They often precede and drive strategy • They are put into place by living them • They enable people at every level to become leaders • They are consistent with the everyday values to which most people aspire • They get managed as proactively as strategies, plans, and budgets. Robert Waterman, What America Does Right

14. What Are the Foundations of A Productivity-Focused Culture?

15. Strategies to Create A Culture for Productivity Improvement?

16. Managerial Culture Reinforcement Actions • The behaviors managers measure and control • Managers’ reactions to crises • Modeling and coaching of expected behaviors • Criteria for allocation of rewards • Criteria for selection, promotion, and termination of employees

17. Actions to Change Culture 1. Change people’s behaviors through reward, training, policies, etc. 2. Justify the new behaviors using new culture artifacts: stories, symbols, rituals, heroes. 3. Communicate the new artifacts widely and consistently 4. Hire new employees who match the new culture 5. Remove employees whose behaviors deviate from the new culture values

18. Making Radical Change • Anticipating, • exploiting, and • creating “breakpoints” Paul Strebel, Breakpoints

19. Organizational Transformation Process(John Kotter, Leading Change) 1. Establishing a sense of urgency 2. Creating the guiding coalition 3. Developing a vision and strategy 4. Communicating the change visions 5. Empowering employees for broad-based action 6. Generating short-term wins 7. Consolidating gains and producing more change 8. Anchoring new approaches in the culture

20. Strategies to Help Employees Embrace A Change Initiative? • Senior Managers • Middle Managers • Front-Line Staff

21. Organizational Design for Productivity Improvement • Simplify • Reduce the number of layers • Reduce and eliminate bureaucracy • Empower employees • Promote cooperation and information sharing • Teamwork • Cross-functional teams • Knowledge and information sharing systems