Mod 4: The Role of Leadership in Shaping Organizational Culture (Essay Sample)

Prepare a 7-8 page double-spaced paper in APA format. The paper should have “1” margins all around, 12 point font, Times New Roman, pages numbered in upper right corner, running head and proper citations within the body of paper in APA format. The paper should include a cover page and reference page in APA format which is not include in the page count. This is a DBA course in Business Administration course. The title of the course is Organizational Leadership Doctoral Theory Practice. Please write this paper as if it is your own assignment. The paper has to be scholarly written. This assignment will be submitted to turnitin. Please do not use information from another paper. Please use peer-reviewed references (scholarly references) no older than 5 years old. Please us at least 6 of the references below. The assignment is due by Dec. 6, 2014 by 3PM EST. Please do not copy and paste from another paper. Please paraphrase more. The professor stated that books are not scholarly/peer-reviewed references.
I will upload the rubric for the assignment.
Course Description:
Successful business leaders create a positive organizational culture based on personal ethical behavior, ethical expectations, training, and transparency. Business leaders use a range of leadership styles, including transformational, transactional, and servant leadership, based on the organizational situation. Regardless of leadership style, one thing that business leaders have in common is the ability to identify and develop leadership strategies that lend to the success and sustainability of their business. In this four-module course, students cover a wide range of different topics on business leadership. Students focus on the practical application of APA writing, critical thinking, and the integration of professional leadership practice at the doctoral level as they develop sustainable solutions from the perspective of a business leader. Students examine the relationship between leadership and management, evaluate the impact and utility of leadership styles assessments, and analyze different leadership styles. Additionally, students evaluate and investigate various leadership theories, sources of power, and motivation theories to gain a better understanding of the nature and practice of leadership. Students evaluate organizational stress, analyze ethical dilemmas, and craft an organizational strategy to shape a successful business culture. They assess current articles, engage in online discussions, and complete application assignments based on organizational culture, ethics, strategy, stress, and leadership theories.
The Role of Leadership in Shaping Organizational Culture
Recent research stated that “[c]ompanies with an established organizational culture that includes strong capabilities for change, commitment to innovation and a high level of trust have a significant advantage” when attempting to adopt a strategy of broad-based corporate sustainability (Eccles, Perkins, & Serafeim, 2013). Yet an Ethics Resource Center (2012) survey found that 42% of respondents felt their organizations exhibited signs of a weak ethics culture with a low degree of trust and transparency. Organizational leaders should have a strong incentive to identify and address any disparities that exist between their organization’s current culture and a productive healthy one. They must understand the impact they can have as leaders in facilitating an organizational culture, determining the necessary steps to build that culture, and taking the necessary action to create a healthy organizational culture.
To prepare:
Reflect on all you have learned about leadership and leadership theory throughout this course. Begin searching for scholarly references about the relationship between leadership and organizational culture. Reflect on the leadership characteristics and skills that are useful in promoting a healthy organizational culture. Also, consider the leadership styles that promote a healthy organizational culture. Think about the impact on organizational culture of how a leader responds to specific situations, such as crises. Reflect on how a leader might use power to promote a healthy organizational culture and how a leader can promote ethics in a healthy organization.
The “To prepare” is intended to aid in your reflection upon how the various leadership theories and other topics throughout the course relate to organizational culture. However, you are free to analyze other facets of the relationship between leadership and organizational culture.
Submit an 6-8 page comprehensive scholarly analysis of the role leadership plays in shaping an organizational culture.
Your paper must contain ten scholarly resources. These can be a combination of the Learning Resources used throughout this course and new scholarly resources. Your paper should adhere to the APA Course Paper Template found in the Walden University Online Writing Center. The link is located in this Module’s Learning Resources.
Course Text (s)
•Northouse, P. G. (2013). Leadership: Theory and practice (6th ed.). Thousand Oaks, CA: Sage.
•American Psychological Association. (2010). Publication manual of the American Psychological Association (6th ed.).Washington, DC: Author.
Other readings (journal articles, websites, book excerpts, etc.) are assigned throughout the course and may be found within each week and within the Course Schedule.
Reading
•Northouse, P. G. (2013). Leadership: Theory and practice (6th ed.). Thousand Oaks, CA: Sage.
Chapter 12, “Team Leadership” (pp. 287–318)
The author provided a brief introduction of the history of team leadership research and identified critical areas for continued research. The chapter introduced Hill’s model for team leadership. Hill addressed each leadership decision and leadership action that comprises the majority of the model. She explained the last component of the model, team effectiveness, by detailing the criteria identified as contributing to team effectiveness. She outlined the practical applications of the Hill leadership model. She also addressed the criticisms and strengths of the model.
•Ayman, R., & Korabik, K. (2010). Leadership: Why gender and culture matter. American Psychologist, 65(3), 157–170.
Retrieved from the Walden Library Databases.
The authors conducted a leadership research study examining the impact of gender and culture on leaders in a business environment. They also explored dynamics of stereotypes, values in the organization, differences in access to and exercise of power, and role expectations. The authors defined some key terms, including culture, gender, and leadership. They analyzed and presented leadership theories. The authors’ findings provide a broad view of the impact culture and gender have on organizational leadership. The article may be helpful in completing the Assignment in this Module.
•Balthazard, P. A., Waldman, D. A., & Warren, J. E. (2009). Predictors of the emergence of transformational leadership in virtual decision teams. Leadership Quarterly, 20(5), 651–663.
Retrieved from the Walden Library Databases.
The authors outlined a correlational research study examining transformational leadership in virtual team environments. A comparison was conducted between 127 members of virtual teams and 135 members of traditional face-to-face teams. The authors examined the etiology of current transformational leadership and the implications for selecting and developing business leaders. Their findings provide additional information on the importance of written communications in leading virtual teams in organizations. The article should be helpful in completing Discussion 1 in this Module.
•Eagly, A. H., & Lau Chin, J. (2010). Diversity and leadership in a changing world. American Psychologist, 65(3), 216–224.
Retrieved from the Walden Library databases.
•The authors presented an argument joining leadership and diversity theory and research. It may provide practical insight for improving leadership in organizations. They mentioned the 2008 U.S. presidential campaign as the hook to the article. The authors stressed the lack of leadership research in the United States that addresses aspects of leader diversity in respect to culture, gender, race, and ethnicity. The authors noted that, although most business leaders are still white men, more women and minorities are earning leadership roles in organizations. They presented and analyzed their examination of discrimination in the workplace. Eagly et al.’s findings resonate with global transactions and provide a contrasting view to points raised in other leadership literature. The article may be helpful in completing the Assignment in this Module.
•Ilies, R., Judge, T., & Wagner, D. (2006). Making sense of motivational leadership: The trail from transformational leaders to motivated followers. Journal of Leadership & Organizational Studies, 13(1), 1–22. Retrieved from the Walden Library databases.
This article outlined a theoretical model integrating mechanisms influencing follower motivation. The authors proposed using an affective mechanism to induce positive emotional experiences in their followers, coupled with a cognitive mechanism to help improve employee motivation. The affective and cognitive mechanisms influence motivation in three ways: the direction of action, the intensity of effort, and effort persistence. The article should be helpful in completing Discussion 3 and the Application Assignment in this Module.
•Karaszewski, R. (2010). Leadership in global business environment through a vision creation process. TQM Journal, 22(4), 399–409. Retrieved from the Walden Library Databases.
The author outlined a research study that examined the personal comments and responses of over 2,000 surveys and interviews of personnel in the world’s largest companies. An analysis of the perception of the Japanese leadership style was conducted with the main objective of reviewing the nature of the vision creation process. The article should be helpful in completing Discussion 3 in this Module.
•Van Velsor, E., & Leslie, J. B. (1995). Why executives derail: Perspectives across time and cultures. Academy of Management Executive, 9(4), 62–72. Retrieved from the Walden Library databases.
Global business has increased and will continue to increase. This article examined the concept of organizational derailment (lack of future advancement in an organization) across cultures. The authors reviewed various derailment issues and factors. Some of these factors included interpersonal relationship problems, failure to build and lead teams, failure to meet the business goals and objectives, and the inability to change. The authors examined derailment in order to aid in understanding what can help future leaders thrive in organizations. The article may be helpful in completing Discussion 1 and the Application Assignment in this Module.