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Three Steps for a Leader to Promote a Healthy Organizational Culture
Leadership plays an essential role in promoting a healthy environment in the workplace. Executives perform a number of important functions, duties, and responsibilities aimed at improving the welfare of their employees. In this respect, they should undertake three major steps in enhancing organizational culture. First of all, leaders should shape an organizational environment with regard to a vision and mission which should also be shared among the employees. It means that leaders should provide an organization with a specific vision that enhances the identity and meaning of organizational objectives (Popa, 2012).
It is extremely important for a leader to articulate the company’s mission in an efficient way so that people feel strongly committed to these goals and strive to align their personal goals with those introduced by a leader. In addition, a leader should effectively articulate and promote his/her company’s vision externally, as well as establish fruitful relationships with the external stakeholders. Second, executives should organize an effective distribution of resources and be able to estimate feedback received from the external environment. External stakeholders have a potent impact on the development and performance of an organization (Popa, 2012). In this respect, leaders should ensure that the established vision of the organization meets the goals of the external environment and is relevant to the circumstances. Finally, an organization’s managers should work on creating value to the mobilized resources for developing vision and creating demand for the product or service. A leader, therefore, is an individual who influences and creates a specific environment in the workplace and beyond. In case this person is not able to influence the organizational processes and enhance values, his/her leadership skills are under the question.
Three Interpersonal Behaviors that Leaders Should Take to Promote a Healthy Organizational Culture
Each leader should be able to build a trustful partnership with front-line managers and their subordinates to gain confidence and authority. However, they should realize that gaining respect does not mean receiving total control and dominance over employees. In this respect, there are three main interpersonal behaviors that each manager should possess – being honest and straightforward, highly responsible, and committed to goals and vision. All these types of behavior introduce a favorable environment and trust among the employees. To begin with, being honest and straightforward means being transparent and open. Executives, therefore, should be more concerned with the way they deliver and exchange information, as well as take control of information flow between different departments (Johnson et al., 2012). Further, leaders should not only be able to distribute responsibilities among their subordinates, but also be aware of the duties and responsibilities that they should take. Extreme responsibility for employees’ welfare and the overall organizational performance should be a priority for all supervisors. In addition, a responsible leader should be able to prepare their employees for difficulties and changes that a company might face. Finally, each manager should adhere to the goals and objectives of an organization. In such a manner, his behavior should be directed at communicating the vision, values, and mission of a company (Johnson et al., 2012). In such a manner, all employees working for the organization will be able to adjust their purposes to the organizational culture and contribute to the overall welfare of the production process. In addition, a leader should exercise commitment for employees to understand the nature of managerial relations and shape their attitude to the organizational culture.
Other Stakeholders Contributing to Organizational Culture
Leaders play the primary role in shaping organizational culture, which response to the changes in the internal and external environment. In contrast, the environmental construct has a potent impact on the organizational culture as well. Thus, the environment involves such important stakeholders as employees, owners, local organizations, government, customers, and the overall social and political situations. All these factors and entities contribute to organizational culture, but to a different extent. Thus, employees have various cultural, political, and social backgrounds that influence greatly the organizational policy and introduce new non-discrimination policies. The leaders, therefore, pay particular attention to employees’ expectations, concerns, and needs to be able to include organizational goals. Owners and investors are important figures contributing to organizational culture because of their concerns and outlooks on the managerial process. Their vision of a company’s development affects leadership decisions and behavioral patterns to be implemented in an organization (Popa, 2012).
Local organizations, particularly trade unions protecting the rights of employees, also influence the character of missions and policies of an organization. Therefore, leaders should pay closer attention to these communities. Customers are important stakeholders of the values and concerns of which are highly appraised by an organization. In this respect, their demands should be taken into consideration to contribute to the overall organizational performance. Finally, an organization should also consider other organizations, such as potential competitors while building an organizational culture. Managers must strive to shape a unique ‘face’ of an organization that would distinguish it from its potential rivals. In general, organizational culture is a complex unity of beliefs, values, and behaviors that should be adjusted to a single organizational objective. All stakeholders have to be considered before a specific value is created.
References
Johnson, R. E., Venus, M., Lanaj, K., Mao, C., & Chang, C. (2012). Leader Identity as an Antecedent of the Frequency and Consistency of Transformational, Consideration, and Abusive Leadership Behaviors. Journal Of Applied Psychology. 1-12.
Popa, B. (2012). The Relationship between Leadership Effectiveness and Organizational Performance. Journal of Defense Resources Management, 3(1), 123-126.
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