![]() ![]() Research showsthat team members need flexibility and dynamism to meet changing market forces or circumstances with innovation and creativity. However, that organizational consistency comes at the expense of organizational agility. The result is predictable, consistent employee performance and overall organizational culture. Leaders establish specific values and behavioral patterns, and others are expected to follow. ![]() Directive leadership is known for consistency. That’s why this leadership style is sometimes called “coercive management.”Ĭulture of consistency. Rewards and punishments are used to control workers-and the overall organizational culture. Instead, directive leadership creates class distinctions based on each person’s position in the organizational hierarchy. This style doesn’t encourage an organizational culture of collaborationin which leadership is characterized by dialogue, openness, or collaboration. Those at the top give those at the bottom specific instructions and tasks. Directive Leadership: A Culture of Consistencyĭirective leadership utilizes a pyramid structure, with power flowing from the top down. Here are five different leadership styles that can define your organizational culture. Or, they can choose to lead using components of the New Leadership Paradigm, including egalitarian structures, transparency, and purpose-driven values. Leaders can direct culture using traditional “command-and-control” traits like top-down leadership, class systems, and profit-driven values. But it’s how they do this-their leadership style-that ultimately shapes the culture of an organization. The best leaders strive to influence culture through their leadership. And what is one of the biggest influencers of organizational culture? Leadership. It also sets the tone for relationships between people in an organization. Culture is now an employee recruitment and retention tool because HR directors know the right culture fosters productivity, engagement, and innovation.Ĭulture refers to the working environment created by an organization’s values, strategic vision, and mission. ![]() For years, “organizational culture” was considered a trendy, transient buzzword in the corporate world, but it has become much more than a passing phase. ![]()
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