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ORDV 5000- Organisational Culture and its Interdependence on Leadership

Aug 3, 2023

Working in a team is part of the assignment and allows a safe place to explore the challenges of virtual communication and teamwork. By the end of the week no later than midnight, submit a short team presentation in PowerPoint (PPT) which includes the following: (Please note the difference between the two points below)
1. An example of how organizational culture impacts change leadership/OD efforts & interventions
2. An example of how change leadership efforts & interventions impact organizational culture
Review the assigned text chapters, additional readings, and the video found on the Week 4 activities page and incorporate them into this group assignment.

Organisational Culture and its Interdependence on Leadership


Leadership and Organisational culture are mutually dependent components. Their proper functioning is dependent on each other. Leadership takes these values and builds an atmosphere that would benefit the corporation. On the other hand, the establishment of Organisational culture is fully dependent on the focused leadership that provides it, an increased emphasis will bind the value in a corporation’s core belief, while ignoring it will slowly drive it out from the viewpoint of the company (Mannion & Davies, 2018, p.363).

Organisational Culture’s Impact on Leadership

Organisational Culture is a major component in deciding the tone practiced by leaders towards the employees. Even though the leader is responsible for bringing innovations to the table, and guiding his or her employees to apply these innovations properly. The method by which this application can be done is decided by the values of the company. If the value practiced by the company is competitiveness, then the leader needs to provide incentives so that the employees are motivated to perform their best and produce results faster than anyone else. This value was practiced by Microsoft under the cut-throat leadership of Steve Balmer. In this case, the company regularly introduced opportunities like promotions, special leaves, and added benefits to ‘motivate’ the employees to perform better than everyone else (Tran, 2020, p.20). Over the years this value of ‘competitiveness’ was reduced to develop a camaraderie. The addition of this value of ‘camaraderie’ was initially rejected by the leadership, as they thought it would hinder the company’s performance. As expected, it did decrease the revenue of the company, but the corporation continued on with aiding this value to garner the loyalty of the employees by developing a peaceful environment. Ultimately the effort did bore fruits as in the recent decade multiple employees from various companies like Google, Facebook, and Twitter came forward to give their negative testimonies about the work culture of the respective companies (Szydło & Grześ-Bukłaho, 2020, p.1522). Microsoft avoided such disrepute and no leader of the company was put under the scanner.
Encouraged by this the company under Satya Nadella nurtured this value. Nadella’s influence by this made the company function under the practice of ‘learn-it-all’, rather than ‘know-it-all’. The company doesn’t pay heed to meaningless traditions and incorporates events that are practical and give the employees a chance to have a personal life. The organizational tactic by Nadella aims to emphasize the quality of coordination amongst the various departments to increase a sense of belonging amongst the various employees. Various benefits are kept in place by the corporation to make employees think of the company as a family. One of such benefits includes a clear pathway to leadership (Mansouri, Singh & Khan, 2018, p.132). In the company, hard work can result in gaining leadership roles. Thus, the employees work with more passion for a chance to steer the company. The inculcation of this value slowly but steadily also gave financial returns when Microsoft returned to its highest share value of 60 dollars.

Leadership’s Impact on Organisational Culture

Though leaders are supposed to be bound by various organizational values, the handling of these values is totally dependent on them, and their decision-making ability. Salesforce began with the aim of service, Marc Benioff realized in his days working at various other technological corporations that the emotion lacking in various employees, that prevents them from working passionately in their job, is passion (Brouwers & Paltu, 2020, p.6). None of the employees felt passionate about the job in their hands. They essentially didn’t realize the importance of their actions. Ideologically they were creating codes that were making various tasks more efficient, but the work culture hindered them from realizing this objective. To make employees realize this objective Benioff introduced a reform in his company, Salesforce. Here, after entering the company an employee, is made to undertake to volunteer. Volunteering ranges from providing help to the elderly to cooking food for the homeless. Through volunteering, the aim is to make employees properly understand the value of giving and doing for others (Alblooshi, Shamsuzzaman & Haridy, 2020, p.22). So that when they join the workforce they do so with passion and a sense of service to others, attaching importance to their jobs.
The aim of service is regularly emphasized to the employees so that all their actions are built towards, this value. Another value that Benioff as a leader has incorporated is communication. The company deliberately makes efforts to build communication skills among the employees (Ogbeibu, Senadjki & Gaskin, 2018, p.340). For doing so the company creates a collaborative effort between the new and old salespeople. The old salespeople impart knowledge of better communication, to the latest hires. This function ultimately increases the appeal of the company.


Both Organisational Values and Leadership aim towards building the corporation positively. The organizational values that work for the company are kept and maintained diligently, while those that start to disintegrate the company are put away. Leaders essentially decide the manner in which these values that are inherited by the history of the company are to be treated. Apple’s value of secrecy requires the dual effort of fostering loyalty as well as a threat to the employees. The leader administers this dual effort (Akanji et al. 2019, p.48).

Reference List

Akanji, B., Mordi, C., Ituma, A., Adisa, T. A., & Ajonbadi, H. (2019). The influence of organizational culture on leadership style in higher education institutions. Personnel Review.

Alblooshi, M., Shamsuzzaman, M., & Haridy, S. (2020). The relationship between leadership styles and organizational innovation: A systematic literature review and narrative synthesis. European Journal of Innovation Management.

Brouwers, M., & Paltu, A. (2020). Toxic leadership: Effects on job satisfaction, commitment, turnover intention, and organizational culture within the South African manufacturing industry. SA Journal of Human Resource Management, 18(1), 1-11.

Mannion, R., & Davies, H. (2018). Understanding organizational culture for healthcare quality improvement. Bmj, 363.

Mansouri, A. A. A., Singh, S. K., & Khan, M. (2018). Role of organizational culture, leadership, and organizational citizenship behavior on knowledge management. International Journal of Knowledge Management Studies, 9(2), 129-143.

Ogbeibu, S., Senadjki, A., & Gaskin, J. (2018). The moderating effect of benevolence on the impact of organizational culture on employee creativity.Journal of Business Research, 90, 334-346.

Szydło, J., & Grześ-Bukłaho, J. (2020). Relations between national and organizational culture—Case study. Sustainability, 12(4), 1522.

Tran, Q. H. (2020). Organizational culture, leadership behavior and job satisfaction in the Vietnam context. International Journal of Organizational Analysis.

PPT Attached

Organisational Culture and its Interdependence on Leadership 1

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