Many organizations unknowingly struggle with performance because of the incongruence between espoused and actual corporate values. When this occurs, the culture is underdeveloped and perpetuates misaligned actions. This is often a root cause of performance issues. Therefore, investments in culture analysis and development can reap profound rewards in achieving systemic change that leads to organizational success. Backed by leadership and organizational theory, the article outlines how executives and key partners can embark on an intentional process of defining and fostering the right culture. Culture should be embedded into any corporate strategic planning endeavor as it requires ongoing intentionality. It is recommended that external partners be engaged to provide guidance in this process because the needed structure and objectivity is less likely to occur when executed by internal stakeholders who are influenced by organizational power dynamics and politics. Executives however, are the key stakeholders of any culture-forming process as they are responsible for defining, role-modeling, and rewarding key behaviors. The process also includes Corporate Soul Searching (CSS) whereby values and actions are defined, followed by reinforcing structures, accountability systems, and ongoing cultural assessment. All of these elements must be aligned to yield a leader-like culture. Outcomes of this process include strong employee engagement and a clear values system synchronized with mission and strategy.
| Published in | International Journal of Economic Behavior and Organization (Volume 9, Issue 3) |
| DOI | 10.11648/j.ijebo.20210903.18 |
| Page(s) | 103-108 |
| Creative Commons |
This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited. |
| Copyright |
Copyright © The Author(s), 2021. Published by Science Publishing Group |
Corporate Culture, Leadership, Corporate Soul Searching (CSS), Values, Performance Management, Executives, Strategic Planning
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APA Style
Matthew James Painter. (2021). Designing a Leader-like Culture: The Role of Corporate Soul Searching. International Journal of Economic Behavior and Organization, 9(3), 103-108. https://doi.org/10.11648/j.ijebo.20210903.18
ACS Style
Matthew James Painter. Designing a Leader-like Culture: The Role of Corporate Soul Searching. Int. J. Econ. Behav. Organ. 2021, 9(3), 103-108. doi: 10.11648/j.ijebo.20210903.18
AMA Style
Matthew James Painter. Designing a Leader-like Culture: The Role of Corporate Soul Searching. Int J Econ Behav Organ. 2021;9(3):103-108. doi: 10.11648/j.ijebo.20210903.18
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Download@article{10.11648/j.ijebo.20210903.18,
author = {Matthew James Painter},
title = {Designing a Leader-like Culture: The Role of Corporate Soul Searching},
journal = {International Journal of Economic Behavior and Organization},
volume = {9},
number = {3},
pages = {103-108},
doi = {10.11648/j.ijebo.20210903.18},
url = {https://doi.org/10.11648/j.ijebo.20210903.18},
eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ijebo.20210903.18},
abstract = {Many organizations unknowingly struggle with performance because of the incongruence between espoused and actual corporate values. When this occurs, the culture is underdeveloped and perpetuates misaligned actions. This is often a root cause of performance issues. Therefore, investments in culture analysis and development can reap profound rewards in achieving systemic change that leads to organizational success. Backed by leadership and organizational theory, the article outlines how executives and key partners can embark on an intentional process of defining and fostering the right culture. Culture should be embedded into any corporate strategic planning endeavor as it requires ongoing intentionality. It is recommended that external partners be engaged to provide guidance in this process because the needed structure and objectivity is less likely to occur when executed by internal stakeholders who are influenced by organizational power dynamics and politics. Executives however, are the key stakeholders of any culture-forming process as they are responsible for defining, role-modeling, and rewarding key behaviors. The process also includes Corporate Soul Searching (CSS) whereby values and actions are defined, followed by reinforcing structures, accountability systems, and ongoing cultural assessment. All of these elements must be aligned to yield a leader-like culture. Outcomes of this process include strong employee engagement and a clear values system synchronized with mission and strategy.},
year = {2021}
}
TY - JOUR T1 - Designing a Leader-like Culture: The Role of Corporate Soul Searching AU - Matthew James Painter Y1 - 2021/08/31 PY - 2021 N1 - https://doi.org/10.11648/j.ijebo.20210903.18 DO - 10.11648/j.ijebo.20210903.18 T2 - International Journal of Economic Behavior and Organization JF - International Journal of Economic Behavior and Organization JO - International Journal of Economic Behavior and Organization SP - 103 EP - 108 PB - Science Publishing Group SN - 2328-7616 UR - https://doi.org/10.11648/j.ijebo.20210903.18 AB - Many organizations unknowingly struggle with performance because of the incongruence between espoused and actual corporate values. When this occurs, the culture is underdeveloped and perpetuates misaligned actions. This is often a root cause of performance issues. Therefore, investments in culture analysis and development can reap profound rewards in achieving systemic change that leads to organizational success. Backed by leadership and organizational theory, the article outlines how executives and key partners can embark on an intentional process of defining and fostering the right culture. Culture should be embedded into any corporate strategic planning endeavor as it requires ongoing intentionality. It is recommended that external partners be engaged to provide guidance in this process because the needed structure and objectivity is less likely to occur when executed by internal stakeholders who are influenced by organizational power dynamics and politics. Executives however, are the key stakeholders of any culture-forming process as they are responsible for defining, role-modeling, and rewarding key behaviors. The process also includes Corporate Soul Searching (CSS) whereby values and actions are defined, followed by reinforcing structures, accountability systems, and ongoing cultural assessment. All of these elements must be aligned to yield a leader-like culture. Outcomes of this process include strong employee engagement and a clear values system synchronized with mission and strategy. VL - 9 IS - 3 ER -
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