Organizational Culture and Values-Based Leader Identities and Behaviors: One Company’s Experience
Open Access
- Author:
- MacTavish, Murray
- Graduate Program:
- Workforce Education and Development
- Degree:
- Doctor of Philosophy
- Document Type:
- Dissertation
- Date of Defense:
- February 26, 2011
- Committee Members:
- Judith Ann Kolb, Committee Chair/Co-Chair
Edgar Paul Yoder, Committee Member
William J Rothwell, Committee Member
Cynthia Pellock, Committee Member - Keywords:
- values-based leadership
leadership development
social cognitive theory - Abstract:
- ABSTRACT In recent years, corporate scandals have surfaced the issue of ethical leadership. For corporations who employ workers from across the globe, it is important to understand how company values can influence workers’ behaviors, and even values. The purpose of this study was to examine how first-time leaders, particularly from minority populations, develop into values-based leaders. Using Albert Bandura’s social cognitive theory as a conceptual framework, this study addressed leaders’ perceived influence of the environment (i.e., organizational culture and leadership) on new leaders’ behavior and identity as values-based leaders. The influence of this value identity on behaviors was also examined. Grounded theory methodology was utilized in this case-study of a large privately-owned manufacturing firm with deeply held and clearly articulated values. The company is very intentional about developing its people into more productive workers and effective leaders. Interviews were conducted with 35 leaders from across the entire organizational hierarchy. Twenty of the 27 lower-level leaders were from non-white backgrounds. The study found that the organization’s culture can influence new leaders’ behaviors. Its core values are embedded in every aspect of the employee’s experience, which serves to teach and draw attention to the company’s values. An extensive employee assistance program reinforces the company’s value for each employee, often creating a desire to work hard in return for the many benefits received. The study also found that organizational leaders can influence new leaders through intentionally building authentic relationships with them. They can directly influence new leaders’ behaviors through (1) consistent role-modeling of the desired attitudes and behaviors and (2) demonstrating through their actions and words that employees are valued. Organizational leaders can also prime the self-concept of new leaders—especially minority employees—so that they begin to see themselves in a new role identity. Their emerging values-based leader behaviors begin to reflect a new desire for the growth and development of their subordinates. Based on the findings, recommendations for both organizational leaders and aspiring leaders are offered. Lastly, suggestions for future research are presented, including further exploration of how culture and other demographic variables might mediate the environment’s influence on behavior and values.