Short communication: 2021 Vol: 25 Issue: 5
Reeta R, Walden University
Strategy and culture are among the first knobs at high leaders’ disposal in their unending quest to take care of structure viability and effectiveness. Strategy offers a proper logic for the company’s goals and orients folks around them. Culture expresses goals through values and beliefs and guides activity through shared assumptions and cluster norms. Strategy provides clarity and focus for collective action and deciding. It depends on plans and sets of selections to mobilize folks and may usually be enforced by each concrete rewards for achieving goals and consequences for failing to try. Ideally, it conjointly incorporates adaptational parts that may scan and analyze the external atmosphere and sense once changes are needed to take care of continuity and growth. Leadership goes hand-in-hand with strategy formation, and most leaders perceive the basics Kim et al. (2014). Culture, however, may be an additional elusive lever, as a result of abundant of it's anchored in unspoken behaviors, mindsets, and social patterns. For higher and worse, culture and leadership are inextricably joined. Founders and potent leaders usually set new cultures in motion and imprint values and assumptions that persist for many years (Liu et al., 2015). Over time associate organization’s leaders may also form culture, through each aware and unconscious action (sometimes with unintended consequences).
The most effective leaders we've determined are absolutely attentive to the multiple cultures among that they're embedded, will sense once amendment is needed, and may dextrously influence the method. Unfortunately, in our expertise its way more common for leaders seeking to make high-performing organizations to be befuddled by culture. Indeed, several either let it go unmanaged or relegate it to the unit of time operate, wherever it becomes a secondary concern for the business. They will lay out careful, thoughtful plans for strategy and execution, however as a result of they don’t perceive culture’s power and dynamics, and their plans explode the rails. As somebody once aforementioned, culture chow strategy for breakfast. It ought not to be that approach. Our work suggests that culture will, in fact, be managed.
The primary and most vital step leaders will fancy maximize its worth and minimize its risks is to become absolutely attentive to however it works. By integration findings from quite a hundred of the foremost usually used social and behavioural models, we've known eight designs that distinguish a culture and may be measured Sharma (2016). (We appreciatively acknowledge the wealthy history of cultural studies going all the approach back to the earliest explorations of human nature on that our work builds.) Exploitation this framework, leaders will model the impact of culture on their business and assess its alignment with strategy. We have a tendency to conjointly counsel however culture will facilitate them succeed amendment and build organizations that thrive in even the foremost making an attempt times.
Kim, J., Heo, J., King, C., & Kim, S. (2014). Cultural understanding and personal growth through taekwondo as cross-cultural activity. Journal of Humanistic Psychology, 54(3), 356-376.
Liu, X., Keller, J., & Hong, Y. (2015). Hiring of personal ties: A cultural consensus analysis of China and the United States. Management and Organization Review, 11(1).
Sharma, P. (2016). Role of personal cultural orientations in intercultural service encounters. Journal of Services Marketing, 30(2), 223-237.