Effects on Organizational Culture

Management and leadership styles:

Organizational culture is effected by a lot of different management and leadership styles. These factors help a company to move towards a better side where the company tends to achieve their goals more effectively (Alvesson & Sveningsson, 2015). There are different management styles which are adopted by the managers in different scenarios. Successful managers and leaders have a lot of flexibility in adopting these styles. Different organizational situations, demands the manager to acquire that style. No matter what type of management/leadership style a manager adopts, creating integrity and prosperity in the company is the key purpose of success (Alvesson & Sveningsson, 2015). Here, a discussion is made about the effects of management and leadership style on the overall organizational culture.

Autocratic:

In autocratic management style, the manager gives command to employees about what should they do. It the employees are not working according to the commands, they face consequences from the activity (Alvesson & Sveningsson, 2015). In this style, employees are motivated from the fear of following the commands and disciplines. Companies gives clear policies for employees to follow. In this style, the management do not tend to hear any feedback from employees. In an organizational culture, this type of style has creates a situation where employee feel like he/she is not a part of the company and they depend on the management to take on the processes. It leads to a negative impact on the sustainability of the organization culture. It also affects the ability of employees to develop innovative ideas for the company, and the culture of the company is highly affected by this. It means that the culture will be an outcome of the management ideas only, which maybe good or bad.

However, this type of style also enhances the culture because management gives a clear instruction to the employees that what needs to be achieve. It also brings rapid response and outcome from the employees, by focusing on the task they are given.

Consultative:

Consultative style differs from the autocrative style. In this style, management gets feedback from the employees and involve them in their decision making. It helps to develop a relationship between employees and management, where both the entities share their thoughts and processes. However, the management only takes feedbacks from the employees and mostly take decisions on their own (Alvesson & Sveningsson, 2015). Organization’s culture has a huge impact with consultative style, where the employees feel more motivated to towards the job and bring productive outcomes. It also improves the culture by giving employees the ability of saying whatever they can. It ultimately effects the workflow of the company’s culture. Consultative style develops a positive culture where the employees can come directly to the managers any time to talk about the issues concerning them (Alvesson & Sveningsson, 2015).

Persuasive:

In this style, management is still taking decisions for the company, but let the employees know about the benefits for the decision. As the word says, management tries to tell employees know that what they are doing is right and why it is right (Saeed et al., 2014). Instead of asking from the employees, management tell them that we are right and you should think also like we are thinking. This type of management, effects the culture diversly where the employees will need to adopt the thing management has imposed on them. Every person has a different opinion, and practicing persuasive style make the employees feel that they have no right to say anything. It can lead to a negative side of the company’s culture because persuasive style creates a bad manager/employee relationship (Saeed et al., 2014).

Chaotic:

As the word tells, in this style the manager or a leader gives authority to the employees in the decision making. It depends on the long and short term decisions, that which employee needs to be given the authority. Chaotic style often leads to chaos in the culture of the organization, as the employees might not have the proper skills and experience to take decisions (Saeed et al., 2014). It has its positive aspects as well, depending on the situation where a group is working for any task. Culture of the company is effected positively in a short term perspective, but on a longer term, it can lead to role confusions and inappropriate skills for taking decisions (Saeed et al., 2014).

Laissez-faire:

This style of management tells that, a manager works more like a mentor than a leader or a manager. Manager engage equally in the tasks employees are working on, and employees also take guidance from their managers. In a cultural context, it creates a collaboration between the employees and managers (Chan, Sit & Lau, 2014). It is also able to result in creative results, where the profitability is also maximized. It creates a culture where employees think they are independent in certain situations and can move forward without any fear. This type of management style also makes an effect on, less monitoring done from the management towards their employees and improves the sustainabilitiy of the organization’s culture (Chan, Sit & Lau, 2014). Employees tend to be creative and productive, which improves their motivational and physical strength. This type of management style helps the culture of an organization to develop a friendly environment which improves the functioning of the company.

Transactional:

In this type of leadership style, manager/leader tend to give rewards or punishments on the certain tasks performed by the employees. It creates a good impression on the culture when rewards are given to employees, and can lead to negative aspect when leader punishes the employee (Sethuraman & Suresh, 2014). However, the business is taken forward by both the leader and the employees. They set goals where the employee agress to follow the leader’s criteria to achieve goals. In transactional leadership, training is also provided to the employees to if they do not meet the targets, and bonuses when target is achieved. It imposes a threat to the culture where the employees might seem stressed and effects are imposed on their workflow. But it can also improve the culture where the employees might talk good about the company, and seem to take interest in the tasks better (Sethuraman & Suresh, 2014).

Transformational:

This type of leadership includes a high level of communication between the leaders and employees of the company. Leaders create a high level of communication with their employees to meet the targets, and in result the tasks are also shared (Sethuraman & Suresh, 2014). It creates a positive impact on the culture of the firm, where employees perform better due to good communication between departments. Culture of the organization is also enhanced, as there is no blindspot left with the amount of communication being practiced. It creates a diverse culture where everything is communicated with rapid time, and the results are generated with great care (Sethuraman & Suresh, 2014).

Cross-cultural leadership:

This type of leader is adaptive to any culture, being observed within the organization. This type of leadership includes the organizations, which have different cultures within their firm. Being adaptive to different cultures, make the leader more productive and diverse in different situations. Cross-cultural leadership creates a highly positive culture, where the leader can deal in different situations quite efficiently and make a good reputation for the company (Northouse, 2018). Adjusting to different cultures, makes a culture of the company also to adapt to different cultures, if the company is a multinational.

Facilitative:

This type of leadership focuses on getting results and outcomes, without the involvement of skills from the employees. Facilitative leader tends to get results from the techniques and facilities needed for that, and skill is not a focus here. The effectiveness of a culture here is directed by the results produced to achieve goals. Management also creates a culture where they want to achieve results, without the focus on the skills needed to achieve results. The culture here is affected by getting information from the leader, and using it to run the process (Northouse, 2018). It creates a culture where the leader facilitates a group to run the task, which improves performance.

Visionary:

Visionary leaderships states that steps, methods, and activities of a leader are all derived by and from the employees of the company. Vision, as it says has a long term and broad perspective that creates a vision that everything can be achieved by the people of the company (Northouse, 2018). Highly visionary leaders transform their visions into subjected outcomes, which are achieved by the leader. Having a visionary leader in an organization, creates a culture where everyone works together with a clear concept of vision in mind. It directly effects the culture, which in return produces better environment and results for the company.

Conclusion

All these management and leadership traits discussed above, have a direct effect on the culture of an organization. Every organization should focus on what type of style suits their workplace and can be benefical for them. Having a variety of styles, gives an opportunitiy to the management to acquire the type of style which enhances their organizational culture and improves it. It is important for the company to have an effective culture, in order to achieve better results and create an environment where everyone tries to focus on their culture and vision. It should contribute to the psychological, and social environment of the company.

References

Alvesson, M., & Sveningsson, S. (2015). Changing organizational culture: Cultural change work in progress. Routledge.

Chan, J. C., Sit, E. N., & Lau, W. M. (2014). Conflict management styles, emotional intelligence and implicit theories of personality of nursing students: A cross-sectional study. Nurse education today, 34(6), 934-939.

Northouse, P. G. (2018). Leadership: Theory and practice. Sage publications.

Saeed, T., Almas, S., Anis-ul-Haq, M., & Niazi, G. S. K. (2014). Leadership styles: relationship with conflict management styles. International Journal of Conflict Management, 25(3), 214-225.

Sethuraman, K., & Suresh, J. (2014). Effective leadership styles. International Business Research, 7(9), 165.