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Culture Eats Strategy (and Leadership) for Breakfast
Dr. Sebastian Kunert
13.06.2019 artop - Institut an der Humboldt-Universität zu Berlin 2
Culture eats strategy for
breakfast
Peter Drucker1909-2005
Talcott Parsons1902-1979
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Parsons(1951, 1961)
externalstability
flexibilityinternal
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Parsons (1951, 1961)
modul_or
Modular Inventory for Organisational Research
cf. Kunert (2016)
externalstability
flexibilityinternal
13.06.2019 artop - Institut an der Humboldt-Universität zu Berlin 6
cf. Kunert (2016)
externalstability
flexibilityinternal
13.06.2019 artop - Institut an der Humboldt-Universität zu Berlin 7
cf. Kunert (2016)
externalstability
flexibilityinternal
13.06.2019 artop - Institut an der Humboldt-Universität zu Berlin 8
cf. Kunert (2016)
externalstability
flexibilityinternal
13.06.2019 artop - Institut an der Humboldt-Universität zu Berlin 9
cf. Kunert (2016)
externalstability
flexibilityinternal
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N =1438
k = 79
N = 755 k = 41
N = 523 k = 34
N = 467 k = 31
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Kunert & Buber (2017)
externalstability
flexibilityinternal
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Does organisational culture
affect organisational
performance?
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URL: https://pingo.coactum.de
CODE: 520134
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1.1 1.2 1.3 1.4
1.1 Course 1
1.2 Adaptation .49 1
1.3 Participation .6 .47 1
1.4 Trust .62 .48 .61 1
5 Organizational Performance .45 .36 .44 .45
Table 1: Correlation matrix of variables for organizational culture
Brown, Schmied & Tarondeau (2002):Meta-Analysis: General and strong effect, regardless of definitions.
Damanpour (1991):
Meta-Analyses : No differences between organisations fromdifferent domains.
Wang & Rafiq (2014):
No differences between organisations from different
countries.
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Does leadership affect
organisational
performance?
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2.1 2.2 2.3 2.4
2.1 Task orientation 1
2.2 Adaptation orientation .68 1
2.3 People orientation .76 .66 1
2.4 Stability Orientation .81 .63 .75 1
5 Organizational Performance .4 .4 .4 .42
Table 2: Correlation matrix of variables for leadership styles
DeRue, Nahrgang, Wellmann, & Humphrey (2011):Meta-Analysis: effect is strong regardless of definitions and
outcome variables.
Rosing, Frese & Bausch (2011), Blake & Mouton (1964), Tushman & O’Reilly (1996), Wang & Rafiq (2014), Yukl (2008):
Repertoire approach is the currently best predicting way.
Quinn (1988), Hooijberg (1996):
The Parsons-Modell shows high potential to illustrateleadership repertoires.
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What affects organisational
performance more:
Organisational culture or
leadership?
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Outcome Variable
organisational performance
Predictor
leadership repertoire
Moderator
organisational culture
β = .07 (p = .5)
β = .5 (p < .01)
(R2 = .3)Multiple regression
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Outcome Variable
organisational performance
Predictor
leadership repertoire
Moderator
organisational culture
Predictorx
Moderator
β = -.02 (p = .8)
β = .9 (p < .01)
(R2 = .37)
β = .-03 (p = .61)
Moderator analysis
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(R2 = .56)Mediator analysis
Lok & Crawford (2004); Nystrom, Ramamurthy & Wilson (2002):
Intercultural Study: Organisational culture & leadership
contribute to satisfaction & commitment, but no connectionbetween corporate values and leadership styles.
Lau & Ngo (2004):
No relation between manager’s personality and organisationalculture.
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Ogbonna & Harris (2000); Parry & Proctor-Thomson (2003):
Mediation effect of leadership on performance via organisational culture.
O’Reilly et al. (2014):
Relation between manager’s personality and organisationalculture.
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How important is a fit / misfit
between organisational culture
and leadership?
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0,0
0,5
1,0
1,5
2,0
2,5
3,0
3,5
4,0
StabilitätExtern
FlexibilitätExtern
FlexibilitätIntern
StabilitätIntern
Organisationskultur
Führungsstil
r = -.11 (p = .01)
r = -.07 (p = .09)
r = -.15 (p < .01)
r = -.1
(p = .01)
Organisational culture
Leadership
Stabilityexternal
Flexibility
externalStability
internal
Flexibilityinternal
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Giessner, van Knippenberg, & Sleebos, (2009); Kristof-Brown, Zimmerman, & Johnson (2005); Jun and Shin (1995):
Fit hypothesis: Leadership must mirror organisational culture, otherwise psychological safety is reduced. Especially on team level.
Hartnell, Kinicki, Lambert, Fugate, & Corner (2016):
Complementarity hypothesis: Leaders act as substitute for
maladaptive characteristics of organisational culture. Resulting tensions are seen as productive. Especially on organisational level.
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cf. Kunert (2016)
externalstability
flexibilityinternal
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• Organisational culture: β = .31 (p < .01)
• Leadership β = -.09 (p = .21)
• Team climate β = .1 (p = .19)
• Motivation β = .32 (p < .01)
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(R2 = .3)Multiple regression
Parsons (1951, 1961):
“There are only two levels of relevance:
• the psychological system (humans)
and
• the social system (organisation).
Other levels are only variations of little relevance.”
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The End!
Scholl, W., Schmelzer, F., Kunert, S., Bedenk, S., Hüttner, J., Pullen, J. C. & Tirre. S. (2014). Mut zu Innovationen – Impulse aus Forschung, Beratung und Ausbildung. Berlin: Springer.
Kunert, S. (2016). Kultur fördert Innovationen - Organisationsdiagnostik im Zeiten des New Work. Wirtschaftspsychologie aktuell (2), S. 55 - 57.
Literature
Kunert, S. & Buber, E. (2017). Culture beats leadership – first insights of the modul_or. In: I. Bitran, S. Conn, K.R.E. Huizingh, O. Kokshagina, M. Torkkeli & M. Tynnhammar. Proceedings of XXVIII ISPIM Innovation Conference in Vienna on 18-21 June.
Kunert, S. (2018). Mastering uncertainty with the Competing Values Framework - insights from multilevel research on employee motivation, team climate, leadership style, and organizational culture. Vortrag auf der International conference on Creating uncertainty: Benefits for individuals, teams, and organizations. Ascona, Switzerland, July 1-5.
Kunert, S. (Ed.) (2018). Strategies in Failure Management - scientific insights, case studies and tools. Heidelberg: Springer.
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