The skills and qualities of members at all levels influence the organization culture, especially those of leadership within organizations. Leaders and managers indirectly affect culture a.o. via their decisions regarding mission and philosophy, strategies and goals, structures, human resource management systems, and technology. Some of the most important ways in which leaders directly influence people and culture, including personal thinking and behavioral styles, leadership styles, bases or sources of power and influence, communication skills and qualities, and leadership strategies and management approaches.

 

Personal thinking refers to an idea or just the thing someone is thinking about. Thought can also refer to the organized beliefs of a period, individual, or group. This word can also be used to describe a personal belief or judgment someone can't prove or be entirely certain of. And behavioral styles refer simply to how someone acts at any time. Behavioral styles may be constructive, passive/ defensive, or aggressive/ defensive.

 

The connection between organizational culture and personal thinking and behavioral styles can be measured by the Life Styles Inventory (LSI). Studies have shown that managers who were evaluated as highly effective, had significantly stronger constructive personal styles than their fewer effective counterparts, especially in terms of humanistic-encouraging and affiliative styles. They tended to be good listeners, to keep people informed, to include others in planning and problem solving, and to give their employees leeway to try out better methods of doing things. They also maintained high standards for themselves, their staff, and their departments, and they treated failures and mistakes as opportunities for learning rather than excuses for punishment.

 

In turn, the cultures they created in their organizations were also constructive, as confirmed by the Organizational Culture Inventory (OCI). In this regard, employees indicated that they were expected to think for themselves, to research and experiment with new ideas, to be helpful and friendly with coworkers as well as customers, and to accomplish their goals. Equally important, they also reported a lack of tolerance for slacking off or shirking responsibilities.

 

In contrast, the least effective managers were more aggressive/defensive (particularly in terms of competitive, power, and oppositional personal styles) than their more counterparts and, on the passive/defensive side, they were also more avoidance oriented. They focused on trying to control people around them. They dominated conversations. They also excluded others when solving problems and making decisions. They opposed suggestions and new ideas. And they tended to avoid situations that involved any risk of failure. The cultures that they created in their organizations were particularly strong with respect to oppositional and avoidance norms.

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The causal relationship between the styles of leaders and the cultures of their organizations has been observed in many case studies an as well as through practical experience in working with clients in different sectors. Across organizations, the typical patterns observed are:

 

• Constructive leadership styles promote constructive cultural norms;

• Passive/defensive leadership styles promote passive/defensive cultural norms; and

• Aggressive/defensive leadership styles promote aggressive/defensive and passive/defensive cultural norms

 

Moreover, the results of both early research and ongoing observations of numerous researchers and consultants, as well practical experiences confirmed that the relationship is reciprocal. Thus, when the culture is defensive, it reinforces defensive thinking and behavioral styles on the part of leaders. Defensive norms and ingrained but untested beliefs can make it difficult to get leaders to buy into individual development initiatives.

 

Unfortunately, in many organizations people view the aggressive styles as “getting things done”, the passive styles as “procrastinating and delaying things”, and the constructive styles as “an uncertain combination of softness and being kind”. Without feedback and coaching, it can take a long time for leaders who work in organizations with defensive cultures “to understand that curiosity, openness, and learning - which are characteristic of the blue styles- are what really make things happen”.

 

However, this mindset of leaders can be changed and deconstructed. The ideal version of the organizational culture (desired culture) can be used along with role playing to legitimize and gain acceptance for the constructive styles. Life Styles Inventory profile can also provide hints as to leaders’ mindsets. In addition to connecting the styles to priorities, issues, and mindsets, suggestions are to accentuating the connections between the personal styles of leaders, the cultural norms of the immediate group, and the norms of across the entire organization. That’s the ideal situation to create engagement in this process. By doing this way, leaders can see the connection between the three layers - how they are influencing the group and how the group and they, one by one, are influencing the culture. This multilevel measurement approach reduces the likelihood that leaders will either acknowledge or claim that they don’t like the culture - and then attribute its negative characteristics to others.

 

Given the various ways in which leaders impact culture, it makes sense to start working on change with the leadership team before working with the rest of the organization. Having said that, change can also be initiated by starting with a specific functional area, intervening with a specific process, or beginning with a training program to introduce members to the (new) concept and create a common language.

 

Regardless of where change begins, the pace of implementation is quicker when leaders are committed to supporting it both indirectly through their decisions and directly through their thoughts, behaviors, and actions.

 

Source: ‘Creating Constructive Cultures; Leading People and Organizations to Effectively Solve Problems and achieve Goals, by J. L. Szumal and R.A. Cooke.