The Influence of Leadership on Organizational Culture
THE INFLUENCE OF LEADERSHIP ON ORGANIZATIONAL CULTURE
Leadership is a matter of intelligence, trustworthiness, humaneness, courage, and discipline . . . Reliance on intelligence alone results in rebelliousness. Exercise of humaneness alone results in weakness. Fixation on trust results in folly. Dependence on the strength of courage results in violence. Excessive discipline and sternness in command result in cruelty. When one has all five virtues together, each appropriate to its function, and then one can be a leader. — Sun Tzu
1 Leadership is and has been described as the “process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task”[1]. A definition more inclusive of followers comes from Alan Keith of Genentech who said "Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen[2]. Leadership is one of the most relevant aspects of the organizational context. However, defining leadership has been challenging. The following sections discuss several important aspects of the influence of leadership on organizational culture.
2. The importance of knowledge in organization has been highlighted as early as in 1890 by Alfred Marshall. However, its popularity has been accentuated only in the nineties[3]. The intensification of interest in knowledge management is driven by a host of factors which collectively reflect the urgent need for organization to manage knowledge. These factors include: (1) the increasing realization that wealth is generated from knowledge and intangible assets: (2) the rediscovery that human resource is the reservoir of organizational knowledge; (3) the rapid change in markets, competition and technology which demand continuous learning to remain competitive; (4) the recognition that innovation stems from knowledge creation and application; (5) the growing importance of cross-boundary knowledge transaction
Leadership is a matter of intelligence, trustworthiness, humaneness, courage, and discipline . . . Reliance on intelligence alone results in rebelliousness. Exercise of humaneness alone results in weakness. Fixation on trust results in folly. Dependence on the strength of courage results in violence. Excessive discipline and sternness in command result in cruelty. When one has all five virtues together, each appropriate to its function, and then one can be a leader. — Sun Tzu
1 Leadership is and has been described as the “process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task”[1]. A definition more inclusive of followers comes from Alan Keith of Genentech who said "Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen[2]. Leadership is one of the most relevant aspects of the organizational context. However, defining leadership has been challenging. The following sections discuss several important aspects of the influence of leadership on organizational culture.
2. The importance of knowledge in organization has been highlighted as early as in 1890 by Alfred Marshall. However, its popularity has been accentuated only in the nineties[3]. The intensification of interest in knowledge management is driven by a host of factors which collectively reflect the urgent need for organization to manage knowledge. These factors include: (1) the increasing realization that wealth is generated from knowledge and intangible assets: (2) the rediscovery that human resource is the reservoir of organizational knowledge; (3) the rapid change in markets, competition and technology which demand continuous learning to remain competitive; (4) the recognition that innovation stems from knowledge creation and application; (5) the growing importance of cross-boundary knowledge transaction
Bibliography: 2. Kouzes, J., and Posner, B. (2007). The Leadership Challenge. CA: Jossey Bass. 3. Quintas, P. (2002) “Managing Knowledge in a New Century”. In Little, S., Quitas, P and Ray, T. (2002) Eds. Managing Knowledge: An Essential Reader. Sage Publication. London. 4. Baker, J.H and Baker, G.A (2001). “Leadership, Culture and Knowledge Management”, weLEAD Online Magazine. Leadendtoday.org. 5. Schein, E. H. (1992). Organizational Culture and Leadership. Second Ed. Jossey-Bass, San Francisco. 6. Politis, J. D. (2001). “The Relationships of Various Leadership Styles to Knowledge Management”. Leadership and Organization Development Journal. 7. Viitala, R. (2004). “Towards Knowledge Leadership”. Leadership and Organization Development Journal. 8. Nonaka, I, Toyama, R and Konno, N. (2002) “SECI, Ba and Leadership: a Unified Model of Dynami Knowledge Creation” in Little, S., Quitas, P and Ray, T. (2002) Eds. Managing Knowledge: An Essential Reader. Sage Publication. London. [2]. Kouzes, J., and Posner, B. (2007). The Leadership Challenge. CA: Jossey Bass. [3]. Quintas, P. (2002) “Managing Knowledge in a New Century”. In Little, S., Quitas, P and Ray, T. (2002) Eds. Managing Knowledge: An Essential Reader. Sage Publication. London. [4]. Baker, J.H and Baker, G.A (2001). “ Leadership, Culture and Knowledge Management”, weLEAD Online Magazine. Leadendtoday.org. [5]. Schein, E. H. (1992). Organizational Culture and Leadership. Second Ed. Jossey-Bass, San Francisco. [6]. Politis, J. D. (2001). “The Relationships of Various Leadership Styles to Knowledge Management”. Leadership and Organization Development Journal. Vol. 22. No.8, pp. 354-364 [7] [8]. Nonaka, I, Toyama, R and Konno, N. (2002) “SECI, Ba and Leadership: a Unified Model of Dynami Knowledge Creation” in Little, S., Quitas, P and Ray, T. (2002) Eds. Managing Knowledge: An Essential Reader. Sage Publication. London.