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Leadership and culture  the culture of an organization or any gro up of individuals that share a common identity is a reflection of the values and beliefs of the leaders. 

LEADERSHIP leadership verifikasi Leadership & Culture

The culture of an organisation, or any group of individuals that share a common identity, is a reflection of the values and beliefs of the leaders.

Who you are as a leader—the values you embrace, and the beliefs you hold— is automatically transmitted to the group through your words, behaviours and actions. This is why organisational transformation begins with the personal transformation of the leaders. If the leaders don’t change, the culture won’t change.

The link between the culture of an organisation and the personality of the leader is most visible when organisations bring in a new CEO. The new leader automatically brings a new way of being that creates a new culture. This is why organisations with strong high-performing cultures promote from within. They want to minimise any disruption to the winning culture. Such organisations also make it a priority to embed their values, behaviours, vision and mission in every policy, system and process that guides the functioning of the organisation.

The same phenomenon also occurs in democratic nations. When governments change, it is because the electorate is no longer aligned with the values and beliefs of the old government. The values and beliefs of the new Prime Minister or President become influential in the running of the nation. 

For more information, see:

Richard Barrett, Building a Values-Driven Organisation: A Whole System Approach to Cultural Transformation, Butterworth-Heinemann, Boston, 2006, p. 87-103.

Leadership & Performance

The values and beliefs of a leader are instrumental in determining the culture of an organisation, and the culture of an organisation is instrumental in driving its performance. Thus, the leader’s personality (values and beliefs) has a significant influence on the performance of an organisation, or any group of individuals that share a common identity.

The most successful cultures are values-driven, vision-guided and embrace the values of “adaptability” and “continuous renewal”. They care about, and embrace, all stakeholders equally. Leaders of such organisations recognise that:

• The culture of the organisation is a reflection of their personal consciousness.
• Organisational transformation begins with their personal transformation.
• Culture is a lead indicator of performance, and that it is important to measure the culture at least once every year.
• Cultural evolution is a personal journey.
• The importance of leadership development.

In a for profit organisation, the leaders’ values drive the culture; the culture drives employee fulfilment; employee fulfilment drives customer satisfaction; and customer satisfaction drives financial success.

In a government agency, the leaders’ values drive the culture; the culture drives employee fulfilment; employee fulfilment drives mission assurance; and mission assurance drives operational success.

For more information, see:

Richard Barrett, Building a Values-Driven Organisation: A Whole System Approach to Cultural Transformation, Butterworth-Heinemann, Boston, 2006

Rajendra S. Sisodia, David B. Wolfe, Jagdish N. Seth, Firms of Endearment: The Pursuit of Purpose and Profit, Wharton School of Publishing, Upper Saddle River, New Jersey, 2007

James C. Collins and Jerry I. Porras, Built to Last: Successful Habit of Visionary Companies, HarperCollins, New York, 1994

John P. Kotter and James L. Heskett, Corporate Culture and Performance, The Free Press, New York, 1992

Jim Collins, Good to Great: Why Some Companies Make the Leap and Others Don’t, HarperCollins, New York, 2001

Leadership Development

The culture of an organisation is a reflection of the consciousness of the leaders: therefore, to grow and develop your culture, you need to grow and develop your leaders. 

Unfortunately, many leaders have the hubris to think that once they become a senior executive, they have no more need to focus on their own leadership development skills and capabilities. Nothing could be further from the truth: simply, measure the culture of your organisation using a Cultural Values Assessment (CVA) or have the leader carry out a Leadership Values Assessment (LVA), or a Leadership Development Report. It will become immediately clear what aspects of their own leadership styles the senior executives need to focus on.

The level of cultural entropy that you find in your organisation is a direct reflection of the personal entropy of the leaders. Reducing the personal entropy of the leaders will reduce the cultural entropy of the organisation and immediately improve its performance.

There should be three stages to every leadership development programme: Leading Self, Leading a Team, and Leading an Organisation (or alternatively Leading in Society). 

Stage 1: Learning to lead yourself

Learning to lead your self is a lifetime journey. It is not an event. It is a process that requires your continuing commitment. There are always layers and layers of subconscious fears that have to be managed, mastered or released if you are to become an authentic individual; there are always new depths of understanding to be discovered around your purpose in life; and there is much learning to be done about how to bring that purpose to fruition to achieve the personal fulfilment you are looking for.

Stage 2: Learning to lead others (team)

The principle difference between leading others and leading self is the focus and attention given to building and motivating your team: selecting team members, setting expectations, and building a climate of trust. Ultimately, the role of manager or supervisor is to make sure the work of the organisation gets done; ensure high standards of quality and excellence, and continuously improve the products, and services, and the systems and processes involved in production and delivery. 

Stage 3: Learning to lead an organisation

The principle difference between the leading an organisation and the leading others is the focus and attention given to managing the values and culture of the organisation (focus on the employee experience of the organisation), building an inspiring vision (setting the direction for the organisation), developing a winning strategy, selecting and managing the brand, initiating and managing change, coaching and mentoring direct reports, and managing relationships with external stakeholders—customers, investors, partners, and society. Ultimately, the role of the leader is to be an inspirational role model and inspire and motivate all stakeholders.

Stage 3 Alternative: Learning to lead in society

There are many ways that you can become a leader in a societal context. You can be a local or national politician; you can be advocate or activist for social change or you can set up or run a charity, an association, a sports team, a study group or support a cause that  improves the human condition. The possibilities are endless.  Whatever you do in a societal context that involves other people will inevitably involve setting up a group or an organisation that will need to be led and managed. If you are involved in leading one of these types of groups, you will not only need to be able to lead yourself, you will also need to know how to lead a team and/or an organisation.

This approach to leadership develop is explained in detail in the New Leadership Paradigm learning system. Click here to go to the New Leadership Paradigm Web site.

Leadership Coaching

Leaders who operate without some level of personal entropy are few and far between.

We all have subconscious fears that are triggered from time to time which impact our relationships, both at home and work. Learning how to identify, manage and then release these fears can be a life-long process. The best way to improve your personal mastery skills is to receive regular feedback from your boss, your peers and your subordinates.

With this in mind, we created the Leadership Values Assessment (LVA), a 360^o feedback instrument designed to uncover your blind spots and provide feedback on what you need to do to improve. This instrument is favoured by many coaches not only because it provides a quantifiable measure of personal entropy, but also because it provides a comprehensive framework for personal evolution—the Seven Levels of Leadership Consciousness.

Hiring a good coach is vitally important to improving your performance and thereby the performance of your organisation. The cost of such services is minimal compared to the financial benefits that accrue from the effect of improving the performance of your organisation. It is important to remember that organisational transformation always begins with the personal transformation of the leaders.

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