Leadership Theory, Application, Skill Development 1st Edition Robert N. Lussier and Christopher F. Achua. This presentation created by: MANAGEMENT TRAINING SPECIALISTS 5320-D Camp Bowie Blvd / Fort Worth, Texas / “Copyright © 2001 South-Western College Publishing

Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing Chapter 11 Leadership of Culture, Diversity and the Learning Organization 11-1

Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing Chapter 11 Learning Objectives The power of culture.The power of culture. Distinguish between a weak and strong culture.Distinguish between a weak and strong culture. Low and high performance cultures.Low and high performance cultures. Symbolic and substantive leadership actions.Symbolic and substantive leadership actions. The four cultural value types.The four cultural value types. Three levels of moral reasoning.Three levels of moral reasoning. Primary reasons for embracing diversity.Primary reasons for embracing diversity. Leader’s role in creating learning organization.Leader’s role in creating learning organization. 11-2

Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing Culture The set of key values, assumptions, understandings and ways of thinking that is shared by members of an organization and taught to new members.The set of key values, assumptions, understandings and ways of thinking that is shared by members of an organization and taught to new members. 11-3

Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing Characteristics of Low- Performance Cultures Insular thinkingInsular thinking Resistance to changeResistance to change Politicized internal environmentPoliticized internal environment Unhealthy promotion practicesUnhealthy promotion practices 11-4

Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing Characteristics of High- Performance Cultures Culture reinforcement toolsCulture reinforcement tools Intensely people orientedIntensely people oriented Results orientedResults oriented Emphasis on achievement and excellenceEmphasis on achievement and excellence 11-5

Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing Symbolic Leadership Actions for Shaping Culture Leaders serve as role modelsLeaders serve as role models Ceremonial events for high achieversCeremonial events for high achievers Special appearances by leadersSpecial appearances by leaders Organizational structureOrganizational structure 11-6

Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing Substantive Leadership Actions for Shaping Culture Replace old culture members with new membersReplace old culture members with new members Change dysfunctional policies and practicesChange dysfunctional policies and practices Reengineer strategy-culture fitReengineer strategy-culture fit Realign rewards/incentives, resourcesRealign rewards/incentives, resources Facilities designFacilities design Develop a written statementDevelop a written statement 11-7

Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing Types of Organizational Culture Degree of Environmental Turbulence Competitive Culture Adaptive Culture Bureaucratic Culture Cooperative Culture External Internal Stable Dynamic StrategicFocusStrategicFocus 11-8

Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing Framework of Value Dimensions for Understanding Cultural Differences Individualism Collectivism High Uncertainty Avoidance High Power Distance Long-term Orientation Short-term Orientation Low Power Distance Low Uncertainty Avoidance Masculinity Femininity Formality Informality Scarce Time Orientation Abundance Time Orientation 11-9

Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing Achieving Diversity ObstaclesObstacles Policies and Practices Policies and Practices Ethnocentrism Glass Ceiling Glass Ceiling Unfriendly Work Environment Unfriendly Work Environment Stereotypes and Prejudice Stereotypes and Prejudice 11-10

Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing Low Levels of Conflict Low Levels of Conflict Bias-Free Environment Bias-Free Environment Culture of Diversity Diverse Leadership Structure Diverse Leadership Structure Strong Identity with Organization Strong Identity with Organization 11-11

Leadership: Theory, Application, Skill Development, 1E, Lussier/Achua ©2001 South-Western College Publishing Enhancing Organizational Learning Guidelines Encourage systems thinking, creativity and experimentationEncourage systems thinking, creativity and experimentation Provide incentives for learning and innovationProvide incentives for learning and innovation Build confidence in followers’ capacity to learn and adaptBuild confidence in followers’ capacity to learn and adapt Create a shared vision for learningCreate a shared vision for learning Broaden employees’ frame of referenceBroaden employees’ frame of reference Create an environment where people can learn from mistakes.Create an environment where people can learn from mistakes