The LEADER's ROLE in Culture Change

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The LEADER's ROLE in Culture Change
SAMUEL LUZOBE, Manager, Uganda

The leadership in most cases craft and engineer the culture change. They need to demonstrate the aspects of the new culture. They begin to own and dispense the new ways. A new culture must be learnt and learning is a process. The leadership enacts the appropriate learning environment through questioning, developing a shared vision and removing barriers to learning.
The leadership style will determine the quality of information and feedback that the leadership receives. If the leadership is proud and hides errors, the staff of an organization will learn to play the camouflage game. In the end they will appear to have changed the culture, but deep inside there will be no change.

Re. the Roles of Leadership .....
Anthony Belon, Entrepreneur, Malaysia
Leaders are the ones who provide inspiring visions and make strategic directions that are well understood by all participants through "living" and inculcating good values to guide their organisations through cultural transformation.

The Leadership Role in Cultural Change
ernest agbenohevi, Consultant, Ghana
Any organization is confronted with challenges. The opportunity to deliver successfully has a lot to do with the leadership drive of the organization and that has to do with the policies, beliefs and values of the organization. Thus, the ability of an organization to deliver has to do with its leadership drive.
On the other level, the ability of an organization to deliver, with regard to internal factors is how management is able to manage internal issues - the right attitudes and behaviours - to ensure delivery on the organization's policies at an optimum cost to ensure sustainability of the organization.

Blockers and Leadership
Convincing internal blockers of the benefits of change is the most challenging part. Turning them into change agents that are motivated to support the innovation is not impossible. Strong leadership is a key element to figure out a strategy to overcome the blockers and turning them to support the cultural change.

Changing Forces in Organizational Cultures
Ben Schlussel, Career Consultant, United States
I would submit that a key parameter in defining an organization's culture is "what is/are the driving / controlling forces in that organization that has built that culture. Many organizations are said to be "sales driven". Other organizations are "engineering driven" and yet others are "financially driven". Each of these cause a culture to grow within the organization and often causes adversarial relationships between the drivers and the driven. Changing the existing culture has happened either when existing management has a "revelation" or a new CEO / COO takes the helm and can, in a relatively short period of time "re-orient" the organization.

5 Requirements of Changing Organizational Culture
Leodegardo M. Pruna, Professor, Philippines
Changing organizational culture requires 5 things:
- A strong leadership
- A problem which can only be solved by culture reorientation/change
- A strategic plan that is
- Understood by the majority in the organization, and
- A rational and systematic implementation of the plan.


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