transformational culture leadership
DESCRIPTION
Presentation for the Midwest Academy of Management. The intersection of transformational leadership, organizational citizenship behavior and organizational learning culture creates an organizational culture environment of increasing adaptability, productivity and sustainability.TRANSCRIPT
Transformational Culture
Leadership
Jon R. Wallace, MASiena Heights University/Lake Michigan College
Leadership never occurs in a vacuum. Organizational culture change improving results and profitability require engaged followers whose hearts have been moved by a vision communicated and demonstrated by those in power.
(Deal, 1982; Avolio 1999; Senge, Kleiner, Roberts, Ross, & Smith, 1994; Kouzes & Posner, 2007).
Organizational Learning
(Senge, et al., 1994).
Experience Knowledge Purpose
Organizational Citizenship Behavior• Rules• Collaboration• Governance• Good Sports• Altruistic• Group and the
Organization over self-interests
(VanYperen, Vandenberg, & Willering, 1999; Krishnan & Arora, 2008).
The Full Range of Leadership
Laissez Faire
MBE(Passive/Aggressive)
Transactional (ContingentReward)
Transformational/Servant
(Avolio 1999; Bass & Riggio, 2006)
Leader’s Self Knowledge
Directly impacts followers:• Job satisfaction• Engagement• Autonomy• Adaptability• Cohesiveness• Collaboration
(Goleman 1995, 2002; Tekleab, et al., 2008; Feinberg, et al., 2005; Wang and Huang, 2009)
Idealized Influence
• Admiration, trust & respect• “Modeling the way”• Joint risk & empowerment• Vision, passion & integrity• Moral standards
(Bass & Riggio, 2006; Kouzes & Posner, 2007; Avolio, 1999; Bennis, 2009; Northouse, 2007; Senge, et al., 1994).
Inspirational Motivation
• Emotional Symbolism
• Sharing Vision• Engagement• Charismatic• Followers feel
valued
(Bass & Riggio, 2006; Kouzes & Posner, 2007; Avolio, 1999; Barbuto, 2005; Goleman, 1995, 2002; Northouse, 2007; Senge, et al., 1994).
Individualized Consideration
Transformational leadership practices build psychological capital with followers which
enhances their internal motivation and organizational
learning culture.
(Gooty, Gavin, Johnson, Frazier and Snow, 2009)
Intellectual Stimulation• Organizational
learning culture• Commitment to
increased complexity
• Increased individual skill mastery
• Increased OCB
(Joo & Lim, 2009; Gerhardt & Lulzadis, 2009; Gerhardt, Ashenbaum & Newman, 2009).
Organization Citizenship Behavior
• TL + OCB = higher follower performance• Healthy debate (adaptive
conflict) is required• Leaders behavior is key• Leaders’ OCB and
followers’ OCB are not always equal or directly related.
(Boerner, Eisenbeiss & Gresser, 2007; Heifitz, 1994; Krishnan & Arora, 2008)
Org Culture & Change• Beyond historical• Processes, structure,
strategy, mission, vision & values
• Time factor• Communication• Shared vision
(Avolio, 1999; Schein 1999, 2004; Mallinger, Goodwin & O’Hara 2009; Pepper, 1999; Kotter & Cohen, 2002,
Theoretical
(Bass et al., 2003; Biswas, 2009; Barbuto, 2005; Boerner & Griesser, 2007; Rowold & Roman, 2009; Sarros, Cooper, & Santora, 2008; Wang & Huang, 2009; Wolfram & Mohr, 2009; Kotter & Cohen, 2002).
Gallop – The 12 Key Elements1. I know what is expected of me at
work.2. I have the materials and equipment
I need to do my work right.3. At work, I have the opportunity to
do what I do best every day.4. In the last seven days, I have
received recognition or praise for doing good work.
5. My supervisor, or someone at work, seems to care about me as a person.
6. There is someone at work who encourages me development.
7. At work, my opinions seem to count.
8. The mission or purpose of my company makes me feel my job is important.
9. My associates or fellow employees are committed to doing quality work.
10.I have a best friend at work.
11. In the last six months, someone at work has talked to me about my progress.
12.This last year, I have had opportunities at work to learn and grow.
Wagner, R & Harter, J.K. (2006). 12: the elements of great managing. New York, NY. Gallup Press
Gardner – The 7 R’s
Reason
Research
Resonance
Redescriptions
Resources and Rewards
Real World Events
Resistances
Gardner, Howard (2006). Changing Minds: The Art and Science of Changing Our Own and Other People’s Minds. Boston, MA. Harvard Business
Publishing
Theoretical
(Bass & Riggio, 2006; Kouzes & Posner, 2007; Avolio, 1999; Martin, R. 2009)
The Research
For profit Hotel Non profit youthorganization
The Research• Conducted May 2010 –
September 2010– On site with hotel daily– Survey collection only with
non profit
• MLQ (5x)• Mallinger integrated cultural
framework• Final surveys January &
February 2011
Initial MLQ
The Hotel
The Hotel18 months of customer surveys revealed:
• A 2.76 out of 4.00 rating for the entire organization by guests.
• A 2.61 out of 4.00 for housekeeping department.
• A 2.00 out of 4.00 for the facility’s physical condition.
The Hotel – Mission, Vision & Values
The Hotel
Employee Manuals
Employee Promise
1. I will greet every guest & co-worker with smiling warmth & sincerity.
2. I will be proactive in providing the highest levels of service & quality immediately to guests & co-workers.
3. I will maintain the highest levels of integrity & respect for others.
The Hotel
HCL – Employees FirstCustomer
Employee
Enabling Function
Management
The Value ZoneMaximizing the WOW in the value zone
In a knowledge intensive and service intensive industries, value gets created in the interface
between the customer and the employee
Pillai, A. (2011). HCL
Results
1. The hotel experienced their most profitable summer in five years.
2. The hotel experienced their most profitable fourth quarter in over five years.
3. Leadership got the results they wanted but didn’t care what got them there enough to enable permanent change.
Results
Results
Results
Conclusion
Conclusion
Conclusion
Conclusion
Conclusion• The specific tools leaders use within their organization
are relative to the leader and their followers.• Organizational culture change can be positively
effected at least at the department level within a shorter period of time.
• Rewards don’t necessarily mean money but “You get to keep your job” is not a reward.
• If upper leadership isn’t willing to “model the way” or isn’t trustworthy, results will be mixed and may not be sustainable
(Bass et al., 2003; Biswas, 2009; Barbuto, 2005; Boerner & Griesser, 2007; Rowold & Roman, 2009; Sarros, Cooper, & Santora, 2008; Wang & Huang, 2009; Wolfram & Mohr, 2009; Kotter & Cohen, 2002).