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Understanding Organizational Culture
An excellent approach to understanding the “real” organizational culture is to see it as the language of day-to-day feelings expressed through the individual and collective beliefs, gestures, words and actions of its members. This real organizational culture does not occur or evolve simply as the result of prominently displayed words. Culture evolves because of the actual behaviors and actions of all members of the organization – particularly those in leadership positions.

Other leadership and culture Related Articles

Culture and Institutional Reform
Culture is often described as "the way we do things around here." In fact it is more complex. It is also feelings, underlying beliefs, values, history, and assumptions about an organization. Those are rooted in experiences, stories, and behaviour patterns sometimes decades or centuries old. The culture tells people what is and is not okay. Culture is enduring, difficult to develop or reshape.Despite that, fundamental culture change is necessary for the reforms envisaged in Results for Canadians.
Creating a Culture
Every company no matter what size develops some type of culture. The culture can be a productive one or, the culture can be a negative one. Whether you set out to create one or not your company develops a culture. That culture is the perception of employees who see and hear how things are done. Your culture is the summary of your environment, morale and management style. This article discusses what you can do to create the kind of culture which will move your company forward.
Creating a Culture of High Performance
Heroes in sport may be compared to leaders in organizations. How the members behave and perform is often a result of the example set by leadership. For instance, if a company’s set of published standards are that it values responsibility and accountability, but management often does not abide by these stated principles, employees will, as a consequence, feel it is alright to do the same, thus fostering a culture of deception contrary to the stated value. What kind of culture exists in your organization? Does it contribute to the personal goals that you, as a leader, have or envision for yourself and your company? Do changes need to happen in your culture, values, beliefs and norms in order to stay competitive and achieve high performance in today’s radically changing business environment?
Effective Personal Leadership
When we combine personal competency in all areas of leadership skills with an organizational culture which supports people, their development, and their success, we end up with exceptional leadership which, in turn, inspires the best effort in others.
Building your Leadership Culture for Today’s Business Climate
What is your Organizational Culture? What does "Organizational Culture" have to do with leadership culture?” Do your top executives set the tempo and culture of your organization?

A Culture of Leadership
One thing is certain though, for any organization to be successful in the current business culture of "get more done quicker, better and with less", everyone has to be thinking leadership. Leadership isn't an "It's all about me" game, it's a "how can I grow the people to higher levels of competence" game.

Leadership and Service
Customer or client service directly reflects the culture that exists in an organisation. This culture is largely determined and maintained by the leadership the organisation provides. Over some 7 years Douglas Long has proved that the right sort of customer satisfaction assessment - that driven by the customer not the supplier - can be used to improve profitability. In this article Doug Long uses an actual experience with a major computer supplier in order to illustrate the need for good customer service and good leadership. He provides some pointers on how this is done.
Understanding Organizational Culture
An excellent approach to understanding the “real” organizational culture is to see it as the language of day-to-day feelings expressed through the individual and collective beliefs, gestures, words and actions of its members. This real organizational culture does not occur or evolve simply as the result of prominently displayed words. Culture evolves because of the actual behaviors and actions of all members of the organization – particularly those in leadership positions.

Third Generation Leadership: the role of the CEO
As we move more and more into a knowledge economy the greatest point of leverage in organisational success is to increase the capability of each employee. And that requires a new culture – a Third Generation Leadership culture. And facilitating that should be the central role of a CEO.

Corporate Culture: Pressing The Reset Button
It is well accepted among organizational theorists that companies with strong cultures outperform those without such ingredients. Organizational culture usually starts with the style of leadership adopted from founders or senior executives of the organization. Clearly, culture is a critical component to the organization that, if not properly understood, can dramatically impact the success of the business.

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