1952 Leading Projects in Organizations - University of Toronto PDF

~ U NIV E RSITY OF TORONTO g SCH OOL o, CONT I NU I NG STUDI E! 1952 Leading Projects in Organizations Module 5: Organization Culture ~ U NIV E RSITY OF TORONTO g SCH OOL o, CONT I NU I NG STUDI E!...

~ U NIV E RSITY OF TORONTO g SCH OOL o, CONT I NU I NG STUDI E! 1952 Leading Projects in Organizations Module 5: Organization Culture ~ U NIV E RSITY OF TORONTO g SCH OOL o, CONT I NU I NG STUDI E! Module 5 - Section 1 Culture Introduction  What is Culture? "We could get by without the system... But we could not get Values Beliefs by or get anything done without the 'culture' - the Food discipline to follow up and Attitude attitude required to effectively work with others." Fai th1 Culture Religion Language - Tom Peters Behaviour Customs Rituals ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ how ppl experience an org  Levels of Culture Culture starts with the individual identity (family, group), continues with national identity (country, continent), and ends with professional identity (workplace, organi ation) National - norms, beliefs, customs , language, religion , history, trad1t1ons and values shared by a population of a sovereign nation ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~  The Culture Inside the Organization In summary, culture could be described as "the way we get stuff done around here." Culture has some ingredients that make it meaningful: - The culture of any social unit includes group norms , shared perceptions, espoused values, and consensus around goals and objectives - Culture includes the way people interact with each other, how they solve problems, and how they justify themselves - Culture includes artifacts like furniture (e.g. metal desks versus mahogany) and physical layout (e.g. bullpen versus corner office with a view) "Culture eats strategy for breakfast" - Peter Drucker ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~  Creating an Organization Culture Organization ~ Culture has multiple levels, Amplified by the behaviours of others ranging from Embedded in a network of organizational visible to tacit or ractices invisible Visible in the 'way that work gets done' on a da -to-da basis Shared beliefs, values , and assumptions held b members of an or anization Evident in the behaviours of individuals and Rooted in the artifacts and symbols of culture ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ How work gets done on a day-to-day behaviours amongst teams amenities, extras, or lack there of  Organization Culture Starts with Leadership Leadership sets the vision of the organization Leadership creates policies and procedures (e.g. work from home, community supporter) Leadership shapes and guides behaviours by being role models themselves Leadership means following values and respecting them Leadership can make decisions that influence the behaviour of others Video Turn the Ship Around , David Marquet "If you want to change the culture of an organization, change the way it develops its leaders" - Jack Welch ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ Leadership sets the tone It may not trickle down and therefore not be felt lower down  T)l~es of Organization Culture Flexibility Commitment, Innovation, Communication, Creativity. Development Developm C: C: ent 0 0.::.:: 111... 111.:: C: -a, -= 'C C: Clan/ Tribe Adhocracy c a, cii :i:: 111 'C C: Ill 111 ::I u Ill ::I 0 u LL 0 iii Hierarchy Market LL C: --= iii cii...a, C: Efficiency, Market Share, )( UJ Timeliness , Goal Achievement, Consistency Competitive Profitability ~ uN,vsRsm OF TORONTO Stability and Control ~ SCIIOOL oo CONTI NU ING STUDIL~ Source. htlffl!w.yw rpsearc;hga)I! c;gm 13 Notes on next slides  Organization Culture Type - Clan or Tribe Collaborative and sense of family culture Clan/ Tribe Leader is a facilitator, mentor or team builder: - Often called Chief or Tribe Lead High morale, cohesion, commitment, communication, cultivation of people, development of products Human development and participation produce effectiveness May not have an organizational structure which may or may not work Example - ING Direct Bank (Europe) ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~  Organization Culture Type - Adhocracy Creative and entrepreneurial culture type Leader is an innovator, entrepreneur, and visionary: - Very accessible, 'no boundary', non-conservative type Flexibility, readiness, innovative outputs, agility, growth, people acquisition based on cultural fit Vision and change are the core of this culture Sometimes seen as a chaotic type of culture as people are expected to self-organize Example - Zappos, Apple ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 10 Moving fast ‘create culture’  Organization Culture Type - Hierarchy Controlling, based on rules and regulations culture Leader is a coordinator, director, monitor, and organizer Information management, communication, efficiency by plan, timeliness, predictability, stability, and control Control and efficiency make a capable process that can be predictable at all times Example - IBM, CIBC ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 11  Organization Culture Type - Market Competitive and achievement oriented culture Leader is a hard driver, competitor, and producer Planning, goal setting, market share, goal achievement, transformation, profitability, performance, and efficiency Competing aggressively in the market, with high customer focus Rivalry promotes productivity and improvement Example - Uber, real estate agents ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 12  Other Organization Culture - 'Open' Following the Clan or Tribe type of culture, it is meant to open the organization space for transparency and collaboration: - Support and sustain each other - Create connections between the team members, through trust and reliability - Encourage open, unrestricted , and frequent communication - Foster continuous team building Allow people to set their own space and organize freely Break barriers between levels, 'let the people in' - Fishbowl Effect (Daniel Mezick) Example - Wells Fargo (U.S.) ~UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 13 more openness for communication Agile environment Empowered  The "Fishbowl" Concept Called the Authority Circle Setup , this Fishbowl concept is a meeting format that encourages transfer of decision-making authority to other people outside the leadership team The executive team is in the center of the fishbowl The blue dots represent members of leadership team The green dots represent team members in organizations The red dot is the open space/ chair that the executive team allows for any team member to occupy, therefore anyone can attend at any ~ time ~ ftih6~~5~6JT~t ~~!~toT~ Source: fnwhng leadership, Daniel Mezick, Mark Sheffield: Appendix 8 pages 279 285 1 14 asking ppl from a lower level to observe upper management discussions and asked if they have any opinions or things to add Open Space Culture The Open Space meeting is a special type of facilitated meeting that encourages Tribal Learning The Tribal Learning culture has the main purpose to build teams that want to learn from each other, in an open environment The Open Space meeting begins with a large circle of chairs arranged for opening the meeting and ends when the facilitator closes the meeting The Open Space meeting format is 'tribal' and engaging ; it is designed to create safety A Learning Tribe can easily respond to change and adapt ~ ~ fti~6~!5~6JT~t1~~!~to"f~ Source: The Culture Game, Daniel Mezick; The Business Agility Series; pages 75-80 15  Schneider's Culture Model Reality Oriented "We succeed by "We succeed by working together" getting and keeping control" Collaboration Control People Company Oriented Oriented Cultivation Competence "We succeed by "We succeed by growing people being the best" and fulfilling our vision" ~ UN I VE RSITY OF TORONTO Possibility Oriented ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 21 The Hierarchy of Organization Culture This model, developed by Jerome Want, identifies types of organizational environments that range from a lack of cultural integrity to highly successful cultures Success & I --------+ Service New Age Predatory ·_ Frozen - - - - - - Chaotic Political Bureaucratic 17 @} Cultures of Change 12t-J.2 Service Cultures: - Recognize their business or product is a service - The employee is considered the link between the organization and its customers - Employees can make decisions and are empowered to solve problems - Their motto: "If you are not serving the customer, you better be serving someone who is. " - Example - VMWare Tanzu Labs , TribalScale, Ritz-Carleton Hotels New Age Cultures: - Top performing culture that combines innovation and strong commitment to employees and customers - Encourage bottom up feedback with employees having full share in generated wealth - Have more informal structures that promote sharing new ideas - Example - Amazon , Spotify ~ UN I VE RSITY OF TORONTO ~ SCIIOOL oo CONTINUI NG ST UD I L~ 18 1~ Cultures of Shame Predatory Cultures: - Internal conflicts , low employee morale, alienating, and exploitive Frozen Cultures: - Paralyzed by denial that change is happening - Example - Hudson 's Bay Chaotic Cultures: - Unclear vision and mission , with incongruent policies and practices - Example - Software and Internet Companies Political Cultures: - Internal jockeying for influence, people, positions , with clear rules on how politics are played - Example - Motorola Bureaucratic Cultures: - Highly routine tasks achieved through specialization and formalized rules ~ uN,vs s,\;~\;lmI?!f?0- Banks , Government ~ SCIIOO L oo CONTI NU ING ST UDIL~ 19  Culture - Exercise Identify the culture of each project team based on the description Project Description Culture 1 Office: New office selection and Very structured team with clear roles Bureaucratic leasehold improvement of the new and responsibilities space 2 Downtown: Downtown office Not clear of what has to be done on the Chaotic selection and leasehold improvement project 3 Move: Relocate staff to the new Many conflicts within the team and with Predatory office JKLM staff 4 IT: Laptop provision and Very informal structure and the team New age software installation has a strong commitment to project objectives 5 Training: Staff training and support The training staff is always trying to get the Political best assignments 6 Communication: Stakeholder The team is focused on meeting the Service communication and change needs of the JKLM staff for management communications ~ SCIIOOL oo CONTINUI NG ST UD I C! 20 Q Culture - Questions IC-3.1 IC-3.2 1. What are the characteristics for Adhocracy-type culture? a. Control oriented b. Innovator c. Passive d. Facilitator 2. The Open-type culture encourages what type of learning? a. Constructive b. Formal c. Tribal d. Democratic ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 21 ~ U NIV E RSITY OF TORONTO g SCH OOL o, CONT I NU I NG STUDI E! Module 5 - Section 2 Impact of Culture on Projects  Why Organization Culture Impacts Proiects? The culture, just like the structure of an organization, can influence the way projects are managed and executed Cultural influences in an organization can make or break projects, that is why the project manager and the project team need to: - Understand the cultural frameworks , personalities , and organizational motivations within the team - Align project management practices with the overall organization strategy - Keep open communication with team and stakeholders - Align project objectives with the organization's strategy - Speak and listen in a way that takes differences into account ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 23  Cultural Impacts from External Sources External stakeholders also have a cultural impact on projects Vendors, governmental agencies, and customers can change the way a project is managed and executed: - Vendors have their own organization culture and involuntarily they bring it into your project and organization - Governmental agencies can set unattractive boundaries for your project plans and therefore influence the way you deliver project outcomes - Customers come with their individual set of beliefs and behaviours and through feedback they influence the way project delivery is constructed around value ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 24  Culture's Impact on Proiect Delivery Framework Project activities that are influenced by Organization Culture lrnt1at1on Planning Execution Tearn formation Planning Change Support and and assignment sessions - open management maintenance Project approval/ vs closed door Value delivery Lessons learned selection Methodology Focus and Continuous vs Communication used target audience temporary of business Team Benefit approach objectives and participation and realization Team decision making benefits empowerment Team disbandment Hiring process Power of Project performance Manager ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 25  Cultural Differences When building teams with diverse backgrounds and perspectives we increase the likelihood of creating resilient and adaptive teams to solve complex problems However we need to be aware of cultural differences that can become cultural friction in diverse teams Avoid Cultural Bias - tendency to ignore cultural differences and interpret all phenomena through the lens of one's own culture Avoid Ethnocentricity - one's own national/ ethnic culture is superior ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 26  Cross-Cultural Implications Globalization has introduced a new challenge in the working environment Teams coming from different cultures, countries, and backgrounds are working together to deliver organizational value The process of building culturally different teams is more complex and should take into consideration additional factors , on top of organizational context: - Physical Distance - Language - Work Styles and Practices - Time ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 27 discuss this as a team  Positive Implications of Cross-Cultural Teams Cross-cultural teams are known to create positive benefits to the organization: - Innovative ideas - Diverse information - Minimization of group thinking - Wide spread commitments In order to achieve positive results, cross-cultural teams require: - Support from the leadership team - Tools for collaboration and communication - Cross-cultural training ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 28  Negative Implications of Cross-Cultural "J' ~im~ding to statistics diverse teams need more time to form, storm, and norm Some potential elevated effects of cross-cultural team building may include: - Conflicts - Mistrust - Misunderstandings - Waste - Misalignment Leadership support is fundamental in surpassing these challenges and understanding their causes ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 29 how do you build safeguards into your project management work? Cross-Cultural Differences That Cannot Be Ignored These are some examples of how cultural ignorance can and does lead to negative (and much of the time humorous) consequences: - In 2013 , Nike released a set of women's sports gear inspired by traditional tatau- tattoos from the southwest Pacific. Nike ended up pulling the product: the women's leggings created the appearance that the wearer had a traditional Samoan tattoo, the pe'a, which is reserved only for men. - McDonald's spent thousands on a new TV ad to target the Chinese consumer. The ad showed a Chinese man kneeling before a McDonald's vendor and begging him to accept his expired discount coupon. The ad caused uproar over the fact that begging is considered a shameful act in Chinese culture. - Microsoft colored parts of India's map a different shade of green to represent the disputed Kashmiri territory. The difference in greens meant Kashmir was shown as non-Indian, and the Windows 95 OS was promptly banned in India. Microsoft was left to recall its offending operating system software. It cost them millions. ~ UN I VERSITY OF TORONTO ~ SCIIOOL oo CONTINUI NG ST UDIL~ 30  Impact of Culture on Proiects - Exercise The project teams of the @Work program are working on the following project deliverables that are influenced by the project culture. Which phase is each project in? Project Phase Organization Culture Activities Value delivery - the project team is completing deliverables as defined in Executing the WBS Lessons Learned - you have just completed a lesson learned Closing with the JKLM staff who have moved to the new office Change Management - you have reviewed a change request as a result of Executing the road closures in downtown Toronto Open door sessions - you are holding sessions for the staff to comment Planning on the proposed laptops before you issue the RFP Methodology used - you have a meeting with the team to determine Planning the approach to develop the training content Project approval for website for JKLM staff-the Project sponsor has just Initiating signed the project charter ~ UN I VE RSITY OF TORONTO ~ SCI IOOL oo CONTINUI NG ST UD I L~ 31 Q Impact of Culture on Projects - Questions ~ IC-3.3 IC-3.4 1. What external cultural source can impact projects? a. Project Team b. Project Sponsor c. Steering Committee d. Custome 2. What is a positive benefit of cross-cultural teams? a. Communication b. Collaboration C. Innovation d. Trust ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 32 ~ U NIV E RSITY OF TORONTO g SCH OOL o, CONT I NU I NG STUDI E! Module 5 - Section 3 Creating Project Team Culture  Proiect Culture is Formed at Proiect Start The organization culture flows into the project culture through the behaviour of the teams Project culture is temporary and lasts for the duration of the project Every team will develop its own culture based on: - Behaviours and beliefs of the team - Type of interactions between the teams : collaborative, distant, performant, disbursed - Rituals and ceremonies defined by the team : retrospectives , open feedback, celebrations of successes , birthday lunches - Space they operate in: safe, transparent Project culture is enforced by both the project team and the project manager, who acts as a role model ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 34 Do assume you know what safe is for each person  Product Culture Product culture complements the project culture in the sense it that contributes to the delivery of a successful outcome Product culture is not temporary and extends beyond project culture There are five principles of product culture: - Customer driven mission - Outcome over output or processes - Leadership over management - T earn over function or task - Technology is a core asset ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 35 Project team until the product launches, and then the product team maintain the culture as the product exists in the world E.g, designing a new car, and then the car company vibe trying to sell cars  The Culture of Delivering Value Projects teams are built to deliver outcomes and value to customers Project teams become: - Results oriented - they are measured against OKRs (Objectives and Key Results) - Highly performant - measurable objectives with continuous feedback - Value drivers - understand the value they deliver to customers - Transparent - anyone can see their work and understand the approach ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 36 How do you measure value? Changing the Proiect Culture With the change in customer needs, we need to adapt the project culture to assume a product oriented mindset: - Output Objectives From... Value people and work that successfully produce 'some benefit'. Value people who can meet the target scope, lime, and cost. Scope change is To... Value people that produce measurable benefits and trust them to decide how to best deliver. Value people who own thei r work for the long term. Scope change is positive , as an to be avoided. Project is not responsible opportunity to create more value to the for how technology performs once product/ project. project is over. Funding Value people who 'get projects Value teams who can demonstrate delivery of approved". Success is measured by how business value. Teams are successful when strong a business case is on paper. they demonstrate the true value of their work. Positioning Value the ability to ensure each stand Value the ability to manage, balance, and alone project delivers to its targets, continuously reprioritise a group of projects/ which then rolls up to a successful programs to ensure they successfully deliver program or portfolio. portfolio outcomes through value streams. ~ UN IVE RSITY OF TORONTO ~ SCIIOOL oo CONTINUI NG ST UD I L~ 37  The Culture of High Performing Teams Patrick Lencioni in his book Five Dysfunctions of a Team, describes the five positive domains of a high performing team (see Module 2) Leadership Role Hindrance Inattention Focus on collective outcome Status and ego to Results Avoidance of Confront difficult issues Low standards Accountability Force clarity and closure Lack of Commitment Ambiguity Mine for conflict Artificial harmony Fear of Conflict Go first Absence of Trust Invulnerability ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 38  Signs of Dysfunctional Team Culture Absence of trust Fear of conflict Lack of commitment Avoidance of accountability No attention to results Silence and non-participation Gossip and critical comments Low standards and results Conceal weaknesses and gaps As leaders, always look for these and other signs of a dysfunctional team! ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 39 Q Creating Proiect Team Culture - Discussion Group check point - Where is your team on the team development journey? - What type of culture do you encounter in your project team? ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 40  Creating Proiect Team Culture - Questions IC-3.5 IC-3.6 1. The project team culture and the product team culture: a. Are complementary to each other b. Are in conflict with each other c. Replace one another d. Are not cultures 2. One characteristic of high performing teams is: a. Ambiguity b. Trust one another c. Low standards d. Fear of conflicts ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 41 ~ U NIV E RSITY OF TORONTO g SCH OOL o, CONT I NU I NG STUDI E! Module 5 - Section 4 Leadership Styles and Culture  Culture and Leadership While HR teams are most cited in driving cultural changes in organizations, leadership teams also scored high on involvement and impact Senior leadership must be highly engaged in building the culture and act as role models - of the culture they want to build ~UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 43 senior leadership make the culture - and need to make this visible to everyone lead by example, emulate the culture  Leadership Culture (1) In the pursuit of executing business strategy, culture trumps strategy every time Leaders must understand the culture and recognize their responsibility in creating - or changing - it Leadership culture is the self-reinforcing web of beliefs, practices, patterns, and behaviors: - It's the way things are done - the way people interact, make decisions , and influence others - Leaders' own conscious and unconscious beliefs drive decisions and behaviors , and repeated behaviors become leadership practices - Eventually these practices become the patterns of leadership culture ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 44 culture eats strategy for breakfast Think GS  Leadership Culture (2) Leadership cultures can be defined in three basic ways: - Dependent leadership cultures operate with the belief that people in authority are responsible for leadership - Independent leadership cultures operate with the belief that leadership emerges out of individual expertise and heroic action - Interdependent leadership cultures operate with the belief that leadership is a collective activity to the benefit of the organization as a whole ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 45 Leadership Styles and Culture (1) Flexibility Charismatic Laissez-Faire Servant Leader C: 0 ~ C: ; 0 C: ~... Clan/Tribe Adhocracy CII $ ~ c -g1----------------·-------------· C: 'C.. en ::, C: ns Ill j "0 u. u 0 iii Hierarchy Market LL.,E iii ]... C: Transactional Transformational CII xw Stability and Control Source · http·Jiwww rnearchoate com 51  Leadership Styles and Culture (2) Clan oriented cultures are family-like, with a focus on mentoring, nurturing, and "doing things together. " Adhocracy oriented cultures are dynamic and entrepreneurial, with a focus on risk-taking, innovation, and "doing things first." Market oriented cultures are results oriented, with a focus on competition, achievement, and "getting the job done." Hierarchy oriented cultures are structured and controlled, with a focus on efficiency, stability and "doing things right." ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 47  Leadership Style and Organization Culture Leadership Style External Stakeholders C Organization Culture Environ mental Pressures C Organization Performance Leadership style will influence the organization culture , which in return will influence the organization performance ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 48  Impact of Leadership Style on Organization Culture Five types of leadership styles that can define organization's culture: - Charismatic Leadership: Culture of Inspiration (Clan/ Tribe) - Servant Leadership: Culture of Inclusion (Clan/ Tribe) - Transformational Leadership: Culture of Performance (Market) - Transactional Leadership: Culture of Compliance (Hierarchy) - Laissez-faire: Culture of Chaos (Adhocracy) Leaders can direct culture by using 'traditional' command and control tactics like top down management Or, they can choose the new leadership paradigm , based on transparency and purpose-driven values ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 49  Charismatic Leadership - A Culture of Inspiration Explores redefining the purpose of work and making changes to improve it Leaders seek employee feedback and align the organization's goals with those of its team members Overall goal is to inspire transformational tendencies in employees and make them comfortable with change Employees are inspired by a common goal and purpose Inspiration leads to higher motivation in employees and higher productivity overall ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 50 Clan/Tribe  Servant Leadership - A Culture of Inclusion Pyramid flip where everyone serves as a leader Leaders focus on serving organizational stakeholders and the larger community Empowers employees by assuming a support role that helps employees accomplish organizational roles Culture will form on common pillars: trust, pride, and enjoyment People feel trusted, empowered, valued, supported, and treated fairly ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 51 Clan/tribe  Transformational Leadership - A Culture of Performance Relies on democratic approach that builds consensus amongst team members, having common vision Leaders make the final decision, but through a process of compromise, collaboration, and consensus Culture of information sharing and egalitarian structures that give a voice to all team members 'Innovative organizational culture requires shared values, engagement and enthusiasm' -Yale Insights , Yale School of Management ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 52 Market (competitive)  Transactional Leadership - A Culture of Compliance Pyramid structure, with power flowing top down Creates class distinctions based on each person's position in the organization hierarchy Rewards and punishments are used to control team members Leaders establish specific values and behavioral patterns others are expected to follow The results is predictable, consistent employee performance at the expense of innovation and creativity ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 53 Hierarchy  Laissez-Faire Leadership - A Culture of Chaos Flat structure where everyone has an equal voice Leaders let everyone feel they are empowered , with less focus on serving a particular purpose Employees feel they have more freedom in decision making, but no guidance on applying those decisions Culture will be formed on lack of order, with less confidence and more ad hoc reactions; good for incubators or innovation lab environments People feel trusted and empowered, but confused and disengaged It is the least productive type of leadership ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 54 Adhocracy (creativity) LF means you trust your team to know what they are doing  Other - Coaching Leader Builds Learning Culture Coaching helps organizations by providing external perspective A coach is part mentor, part conflict-navigator, part facilitator, part teacher, part problem-solver, and part collaboration conductor Coaching brings the learning culture into the organization through exposing areas for improvement and development Coaching of executives will help with the following tasks: - Awareness of signaling - Shaping culture via story dynamics and story generation - Shaping culture via the use of highly interactive meeting formats ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 55  Cross Cultural Leadership Steps 1. Identify two cultures that need to collaborate 2. Identify leaders and leadership talent from each culture 3. Identify appropriate pairs of co-leaders 4. Identify real projects 5. Identify a realistic time frame 6. Share practices 7. Adapt for the next cross-cultural challenge ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 56  What leadership style is the best for each culture? Cu lture of Performance - Market Transformational Cu lture of Chaos - Adhocracy La issez-faire Cu lture of Compliance - Hierarchy Transactiona I Cu lture of Inclusion - Clan/ Tribe Servant Cu ltu re of Inspiration - Clan/ Tribe Charismatic ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ Q Leadership and Culture - Questions IC-3.7 IC-3.8 1. What is Transformational Leadership characterized by? a. Leaders urge employees to follow direction b. Leaders make final decision , but together with the team c. EmRloyees are inspired b common goal and urRose d. Leaders focus on serving the organization 2. What kind of Leadership Style does the Clan/ Tribe organization have? a. Servant b. Transactional c. Laissez-faire d. Transformational ~ UN I VE RSITY OF TORONTO ~ SCIIOO L oo CONTI NU I NG ST UDIL~ 58