Organizational culture refers to a system of shared meaning held by members that distinguishes the organization from other organizations. The culture of an organization implies the behaviors and rules that manifest an organization’s psychological environment (Bass & Avolio, 1993). Organizational culture is closely influenced by its leadership which involves controlling, building ands enhancing organizational performance. An organization in which these characteristics of leadership are perfectly performed in considered a leader’s organization. For instance, an organization that is able to effectively achieve all its stipulated objectives within the required time as a result of good leadership is considered a leader’s organization. When leadership and organization’s culture work together, leadership plays a major role and becomes the key factor influencing organizational culture.
Organizational culture inventory (OCI) is used to determine the competence of an organization. Organizational culture inventory is a quantitative instrument used for measuring 12 sets of organizational norms closely associated with three major general types of organizational cultures which include constructive cultures, passive/defensive cultures, and aggressive/defensive cultures (Cooke & Szumal, 2000). If this inventory is used to measure the culture of leader’s organization, it would result in consistent results as described below:
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Organizational Culture Inventory (OCI) Results Leader’s Organizations would see
Constructive cultures
Under constructive cultures, OCI measures achievement norms, self-actualizing norms, humanistic-encouraging norms, and affiliative norm. In a leader’s organizational culture, the results would be as follows:
Achievement Norms- Members of the leader’s organization sets challenging but realistic goals, establishes clear plans for the achievement of those goals, and are enthusiastic about those goals.
Self-actualizing norms- Members enjoys working and develops them as they enjoy engaging in the tasks that interest them.
Humanistic-encouraging norms -members are usually supportive, constructive and mutually influence each other.
Affiliative norms- members are friendly, corporative and always seek to satisfy their work group.
Passive Defensive Cultures
Approval norms- members are usually agreeable and easily comply with the established organizational standards. They easily embrace ideas of others and also gain approval of others in matters of decision making and innovation.
Conventional norms- members usually comply with all the standards that guide organizational functioning, and conform to the rules that guide day to day activities of the organization. They make a good impression of the company and this is manifested in such behaviors as time consciousness, high levels of discipline and strict adherence to the code of ethics.
Dependent norms- members of leader’s organizations follow all the guidelines they are given and perform in accordance with the expectations of the management and the mission of the organization.
Avoidance norms- members of leadership organizations shift responsibilities to others to avoid bearing the blame of failure or incompetence. If every member in the organization does this, possibilities of organizational failure becomes minimal across all the departments
Aggressive/Defensive Cultures
Oppositional norms- members are usually critical and oppose the ideas of other, especially those which they deem ineffective or inapplicable to the organization. However, their criticisms are constructive in nature and attacks ideas rather than the people.
Power norms- Members exercise power in their various positions by taking charge of those below them. At the same time, they strictly adhere to the guidelines and directives from their superiors.
Competitive norms- Members operate in win-lose environment where they strive to outperform others and aim towards victory for the benefit of the organization.
Perfectionist norms- members work competently aiming at achieving the best they can and doing their best to reduce mistakes and errors to the barest minimum.
Conclusion
In general, leader’s organization has members who aim at ensuring organizational success and their own wellbeing. The above OCI results should be consistent for an organization to be considered a leader’s organization.
References
Bass, B. M., & Avolio, B. J. (1993). Transformational leadership and organizational culture. Public administration quarterly , 112-121.
Cooke, R. A., & Szumal, J. L. (2000). Using the Organizational Culture Inventory to understand the operating cultures of organizations. Handbook of organizational culture and climate , 4 , 1032-1045.
