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Leadership Style and

Organisational Culture

MANAGING CHANGE FOR


EXCELLENCE

HOW WE CAN DELIVER THE “HOW”


AGENDA

Gattorna and Chorn Culture Map


Leadership Style and Organisational
Culture
We can be a more effective organisation if we understand the
HOW factors as well as WHAT we have to do. The GC Culture
map can be used to pin down the preferred ways of working
that we often call “culture” It can also be used to align our
Customer profiles / Strategy / Culture / Leadership style.
Customers /
Sources:
Markets Certain strategy types best
suit certain customer profiles
N. Chorn, Strategic and markets
Alignment, Strategy
Richmond (Aus.),
2004 Specific culture types
J.Gattorna, support specific strategies
Culture
Managing the
Supply Chain,
Macmillan, 1996 Certain leadership styles are
appropriate for certain
S.Speller, G.Johnson, Leadership Style
cultures
K. Scholes chapters
in: Exploring Public
Sector Strategy,
FT/Prentice Hall, 2001 Gattorna and Chorn Culture Map
Leadership style and organisational culture
Informal focus
I
D
Integration Development
Internal emphasis

GROUP ENTREPRENEURIAL

External emphasis
Administration Production
HIERARCHICAL RATIONAL

A
P
Formal focus
4 discrete types or “logics” describe patterns of behaviour –
characteristic
Gattorna forces
and Chorn Culture Map
Leadership style and organisational culture
Informal focus
I
D
Integration Development
Internal emphasis

GROUP ENTREPRENEURIAL

External emphasis
Administration Production
HIERARCHICAL RATIONAL

A
P
Formal focus
I “logics” are opposite to P “logics” – people first v results
first
Gattorna and Chorn Culture Map
Leadership style and organisational culture
Informal focus
I
D
Integration Development
Internal emphasis

GROUP ENTREPRENEURIAL

External emphasis
Administration Production
HIERARCHICAL RATIONAL

A
P
Formal focus
A “logics” are opposite to D “logics” – continuity v change
Gattorna and Chorn Culture Map
Leadership style and organisational culture
Informal focus
I
 Focus = WHO? D
 Values = Cohesion,
Internal emphasis

harmony

External emphasis
 Style = Consensus
 Support = Mutuality

A
P
Formal focus
The I (Integration) logic is people and process
centred.
Gattorna and Chorn Culture Map
Leadership style and organisational culture
Informal focus
I
 Focus = WHO? D Focus = WHY?
 Values = Cohesion,  Values = Innovation,
Internal emphasis

harmony creativity

External emphasis
 Style = Consensus  Style = Visionary,
 Support = Mutuality impulsive
 Support = Inspiration

A
P
Formal focus
The D (Development) logic is change and ideas
oriented
Gattorna and Chorn Culture Map
Leadership style and organisational culture
Informal focus
I
 Focus = WHO? D Focus = WHY?
 Values = Cohesion,  Values = Innovation,
Internal emphasis

harmony creativity

External emphasis
 Style = Consensus  Style = Visionary,
 Support = Mutuality impulsive
 Support = Inspiration
 Focus = HOW?
 Values = Control,
caution
 Style = Directive,
A deliberate
 Support = Structure
P
Formal focus
The A (Administrative) logic is systems and
compliance
Gattorna and Chorn oriented
Culture Map
Leadership style and organisational culture
Informal focus
I
 Focus = WHO? D Focus = WHY?
 Values = Cohesion,  Values = Innovation,
Internal emphasis

harmony creativity

External emphasis
 Style = Consensus  Style = Visionary,
 Support = Mutuality impulsive
 Support = Inspiration
 Focus = HOW?  Focus = WHAT?
 Values = Control,  Values =
caution Performance, logic
 Style = Directive,  Style = Energetic,
A deliberate dynamic
 Support = Structure
P Support = Objectives,
targets

Formal focus
The P (Production) logic is performance and
achievement
Gattorna oriented
and Chorn Culture Map
Leadership style and organisational culture
Informal focus
I
Where we D
were
Internal emphasis

External emphasis
Where we
are Where we want to
be?

A
P
Formal focus
HHS culture is currently either IA or Ai. The excellence position may be Pd
Gattorna and Chorn Culture Map
Leadership style and organisational culture
Informal focus
I
Where we D
were
Internal emphasis

External emphasis
CULTURE

Where we
are
LEADERSHI Where we want to
be?
P STRATEGY
A STAKEHOLDERS
/CUSTOMERS
P
Formal focus
Our stakeholders and customers want performance. Some work to do to align
the culture to this.
Gattorna and Chorn Culture Map
Leadership style and organisational culture

HOW do we deliver the HOW agenda?


• No instant quick fix – it takes time to change
• Attitude and “mindset” are crucial – one and all
• Reality check: where we are (on 6 stage scale)
• Consolidate and build on success and improvements. Be
positive and constructive.
• Need a “big picture” and a language we share
• Need the tools to do the job – process / control areas

Gattorna and Chorn Culture Map


Leadership and organisational Culture

Suggested Approaches
• Beyond the short term to medium term (3 years)
• HMT to set the tone
• Target middle managers to lead and support change
• Quick wins to get a buy-in to change. A bonfire?
• “Joining –up” initiatives, processes and services
• “ Big picture” = excellence
• Invest in people development: skills and behaviours
• Sustained momentum!

Gattorna and Chorn Culture Map


Leadership and organisational culture

“ Progress, far from consisting in


change, depends on
retentiveness….Those who cannot
remember the past are condemned
to repeat it”

George Santayana: Life of Reason (1905)


Gattorna and Chorn Culture Map