Fucionamiento de la trituradora (Continuación)
NOTA: SI EL ESPACIO NO PERMITIESE EL USO DE
Many researchers have explored the relationship between organisational culture and leadership style and argue that there is a strong relationship between the two concepts. However, there is a considerable debate among scholars about where culture originates and whether leaders have any influence on organisational culture (Ogbonna and Harris, 2000; Avolio and Bass, 2004; Tojari et al, 2011; Acar, 2012). Many scholars such as Smircich (1983), who believe that culture is something that an organisation is rather than something that it has, argue that leadership has some limited influence on organisational culture. The origin of this reasoning can be traced back to an anthropological view of culture where it is viewed as something that an organisation is and as something that can be manipulated, therefore, leaders should be able to manipulate and manage culture to some degree (Smircich, 1983). In contrast, other scholars such as Denison (1990) and Schein (2010) argue that leaders and founders of organisations have great influence on the shaping of organisational culture since leaders are the main source of shaping and creating an organisation’s purpose, values, beliefs and vision.
On the other hand, other researchers such Avolio and Bass (2004) argue that although it is true that an organisation’s culture develops in large part from its leadership, it is also true that organisational culture would also affect the development of the organisation’s leadership. So, it could be argued that thinking, feeling and the responses of leaders could be determined by a vision which is formed by the culture of organisations (Bryman, 2012; Avolio and Bass, 2004). In other words, an effective leader is a leader who understands and is attentive to the beliefs, values and assumptions which is called “culture”. Schimmoeller (2010) argues that leaders who have a higher level of emotional intelligence are in a better position to understand the impact of followers’ emotions and organisational culture on the situation in hand (Barling et al., 2000), and an understating of culture and members’ emotions would help them to select an optimal leadership technique for the situation.
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Furthermore, organisational culture can be considered to be a means to organisational effectiveness (e.g., Schein, 2010), with empirical evidence supporting an association between the organisation’s culture, the organisation’s performance, and employees attitudes (e.g., Cameron and Freeman, 1991; Denison and Mishra, 1995; Denison et al., 2004). Cameron and Freeman (1991) find that clan culture is generally more effective than other cultures in terms of students, administrators, and faculty satisfaction. In another study in universities, Zammuto and Krakwoer (1987) found that there is a negative relationship between hierarchical and market culture with trust, morale, equity rewards, and leader capability and a positive relationship with conflict and resistance to change. Also, Quinn and Spreitzer (1991) argued that, in their study on public utility companies, companies with strong group and adhocracy cultures scored much higher on satisfaction with work and promotion compared with those companies having a strongly hierarchical culture. They further argued that generally, organisations with stronger hierarchical cultures are less pleasant and satisfying to work for. Goodman, et al. (2001) also used the CVF framework in their study to find the relationship between some job-related variables. They found that the group culture values (clan) are negatively related to intention to turnover, while being positively related to organisational commitment, job involvement, and job satisfaction. On the other hand, hierarchical cultural values are negatively related to organisational commitment, job involvement and job satisfaction, while being positively related to intention to turnover. Quinn and Kimberly (1984) argued that the CVF has been extended to explore the deep structure of organisational forms. Also, Dellana and Hauser (1999) argue that the CVF, as a model of organisational culture, can be regarded as a meta-theory which has been developed to explain differences in the values underlying various organisational effectiveness and leadership models. Paulin et al. (2000) argue that the CVF is a comprehensive and widely accepted framework ideal for analysing and understanding organisational culture, organisational effectiveness and, to some extent, level leadership. In another study by Dastmalchian et al. (2000), which used the competing values framework in order to compare national culture and organisational culture in South Korea and Canada, results indicated that there is a strong relationship between organisational culture and leadership regardless of the national culture and the country of operation. Moreover, other more recent studies (Tojari et al., 2011; Acar, 2012) show that transformational leadership style and, to a lesser extent, the transactional leadership style has a positive influence on organisational culture and
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organisational effectiveness while the passive/avoidant leadership style has a negative impact.
Lok and Crawford (2000, 2004) argue that leaders behave differently in the context of different cultural types and traits. Therefore, it is very important to understand which leadership style is suited to which organisational culture type. It could be argued that leadership style is the dependent variable and organisational culture is the independent variable and the purpose is to find which leadership style is found in each organisational culture type. Based on transformational and transactional theory the leaders who tend to be transactional normally operate within the confines and limits of existing culture or, in other words, they are ‘instrumental’ and frequently focus on an exchange relationship with their subordinates. On the other hand, leaders who tend to be transformational constantly work towards changing culture to be consistent with their vision or in other words, they tend to be visionary and enthusiastic, with an inherent ability to motivate subordinates (Bass, 1985; Ogbonna and Harris, 2000; Avolio and Bass, 2004; Tojari et al., 2011; Acar, 2012).
The relationship between the organisational culture and leadership style shows a constant interplay in which organisational culture impacts the selection of leadership style and also leaders have an impact on shaping organisational culture (Ogbonna and Harris, 2000; Xenikou and Simosi, 2006) The survival of an organisation depends on the responsiveness and adaptability of its leaders in selecting a leadership style by understanding the situation and members’ emotion which is influenced by organisational culture (Block, 2003; Avolio and Bass, 2004; Tojari et al, 2011; Schimmoeller, 2010; Acar, 2012). Figure 3.4 presents the general relationship between organisational culture and leadership style. Figure 3.5 is the expansion of figure 3.4 by showing the relationship between the different types of organisational culture and leadership style in this study.
Figure 3.4: The Relationship between Organisational Culture and Leadership Style
Organisational Culture
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Figure 3.5: The Relationship between Organisational Culture Type and Organisational Effectiveness
So based on the literature reviewed in chapter 2 and arguments provided in this section, this study would propose the following hypotheses in relation with organisational culture and leadership style
H1 There is a relationship between organisational culture and leadership style H1.1 There is a relationship between Clan Culture and Leadership Style H1.2. There is a relationship between Adhocracy Culture and Leadership Style H1.3. There is a relationship between Market Culture and Leadership Style H1.4. There is a relationship between Hierarchy Culture and Leadership Style