Jim Collins identifies the culture of discipline as one element that makes companies great in the book "Good to Great." The ideologies that Collins presents in the books are helpful tools in organizational management and practice. The construct of discipline in leadership processes is fundamental in Collins provisions for attaining a sustainable business. Using chapter 6, A Culture of Discipline, this discussion intends to analyze the construct of discipline in leadership processes according to Jim Collins. With the support of other works, this article will be able to develop an understanding of the construct and its implementation.
The success of any institution lies on the developing a tendency of discipline. According to Gleeson, successful athletes and navy seal achieve their high-end success through discipline. The athletes and navy seals get rid of all aspects of their lives that do not increase their value. Discipline is necessary for growth and advancement of an organization towards accomplishing the set goals. The secret to discipline is developing consistent behaviors until they become natural habits such that they cannot end. Building an organization by trust and accountability enables the achievement of discipline and focus in the organization (Gleeson, 2017). Therefore, the construct of discipline defines developing a focus for the things that add value and develop an organization towards its primary goals.
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According to Jim Collins in the book "Good to great," a culture of discipline is a key feature of great companies. Collins defines discipline to refer to the persistent inner conviction and determination towards a goal. Collins then provides that when the managers and the employees are disciplined, everyone works as a business person with a profound investment in their role and the company as a whole. The discipline is then reflected in the standard of work produced by the processes of the managers and the workers. The results of a disciplined process are aligned with the underlying objectives. The single-mindedness that a disciplined process equips employees with transforms the organization or business from ‘good to great”.
In the outlay of culture of discipline in chapter 6, Collins also describes disciplined people, disciplined thought and disciplined actions as elements of the construct of discipline. Disciplined people exemplify level 5 leadership and are the right people who are willing to formulate and implement the strategies towards greatness. After that, Collins provides that for organizations to achieve disciplined people it needs to get the right people in the right place and act when there is a need to make a change. On disciplined thought, Collins advocates for confronting the brutal facts, creating an environment of truth, holding on to the faith of attaining greatness and adopting the hedgehog concept. Lastly, on disciplined actions, Collins emphasizes the need to develop a culture of freedom and accountability that manages the system and not the people (Collins, 2001). Also on the disciplined action, Collins provides for the need to comprehend the strategic focus.
Organizational culture is significantly linked to leadership and employee satisfaction. Leadership styles are modified or changed to facilitate the accomplishment of the organizational goals. The adjustment influence employee satisfaction and productivity. Therefore communicating the adjustments and employee acknowledgment and receipt of the changes determines their work and attitudes (Tsai, 2011). Looking at Collins provision of the culture of discipline, it involves the managers and employees at all levels to ensure great performance. The individual discipline developed by employees creates a need for satisfaction from the work they do hence develop positive attitudes.
In conclusion, chapter 6 of "Good to Great" defines the construct of the discipline of leadership and the characteristics of its process. Discipline in the quest from good to great is a culture as opposed to a singular element. Discipline has to amplify every step in the process for it to produce quality outcomes. Also, the components of trust and accountability are central to achieving the culture of discipline in the work processes.
References
Coolins, J. C. (2001). Good to great: Why some companies make the leap and others don't . William Collins publishers.
Gleeson, B (2017). Why creating a culture of discipline is the path to greatness. Forbes. Retrieved on 22 October 2018 from https://www.forbes.com/sites/brentgleeson/2017/07/31/why-creating-a-culture-of-discipline-is-the-path-to-greatness/#2f8b3d7f46a9
Tsai, Y. (2011). Relationship between organizational culture, leadership behavior, and job satisfaction. BMC health services research , 11 (1), 98. doi: https://doi.org/10.1186/1472-6963-11-98.
