Publication Type

Journal Article

Version

acceptedVersion

Publication Date

12-1999

Abstract

Organizational leaders provide the primary impetus in defining, forming and shaping corporate culture. Leadership literature emphasizes on the leader's role in "articulating a vision" and the leader's pivotal role in establishing culture by setting objectives and then removing hurdles by smoothing the path for attaining those objectives. The model of corporate culture transmission focuses on behaviors that corporate leaders employ to create, communicate and manage corporate culture. However, the model does not emphasize interpretation and identification with leader behaviors in ways that would cause members to embrace the leader's values and beliefs. Improved focus over two decades does not yet include understanding of employee interpretation, identification, and internalization of the leader's vision in ways that cause cultural change in the organization. Culture affects members of an organization by influencing behavior and performance outcomes, including economic efficiency. Culture can also affect an organization's environment.

Keywords

corporate culture, corporate leadership

Discipline

Leadership Studies | Organizational Behavior and Theory | Strategic Management Policy

Research Areas

Strategy and Organisation

Publication

Journal of Business and Psychology

Volume

13

Issue

4

First Page

545

Last Page

560

ISSN

0889-3268

Identifier

10.1023/A:1022923005165

Publisher

Springer Verlag (Germany)

Additional URL

https://doi.org/10.1023/A:1022923005165

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