Organizational Culture and Leadership¶
Schein, E. H. (1985). Organizational Culture and Leadership.
Cited by¶
3 citations across 3 artifacts.
Each citation links to the sentence it supports in the citing article.
Primes¶
- Attractor Selection and Basin Control
- Small changes (a new hiring manager, a shift in promotion criteria) may have no effect if the basin boundary is far; larger changes (leadership replacement, restructuring) can shift the basin boundary enough to move the system into a different cultural attractor, a dynamic Schein (1985) develops in his foundational treatment of organizational culture and leadership.
This sourceJossey-Bass. Foundational treatment of organizational culture as shared assumptions/values shaped by founding, leadership, and early hires — the framework for cultural attractors and how mergers/restructuring shift them. SUPPORTS marker 055.
- Small changes (a new hiring manager, a shift in promotion criteria) may have no effect if the basin boundary is far; larger changes (leadership replacement, restructuring) can shift the basin boundary enough to move the system into a different cultural attractor, a dynamic Schein (1985) develops in his foundational treatment of organizational culture and leadership.
- Compatibility
- Social systems: Interpersonal compatibility in teams and partnerships (personality, communication style, values), organizational culture compatibility (mission alignment, norm fit, treated as a foundational concept by Schein (1985)), cultural compatibility in multicultural settings, cross-organizational collaboration (process alignment, incentive structures).
This sourceJossey-Bass. Foundational text on organizational culture: develops culture as the shared assumptions, values, and norms that determine which members and practices are compatible with the organization, and provides the canonical framework for analyzing cultural compatibility in mergers, hires, and cross-organizational collaboration.
- Social systems: Interpersonal compatibility in teams and partnerships (personality, communication style, values), organizational culture compatibility (mission alignment, norm fit, treated as a foundational concept by Schein (1985)), cultural compatibility in multicultural settings, cross-organizational collaboration (process alignment, incentive structures).
- Three Horizons Analysis
- H1 organization includes the current structure, governance model, decision-making processes, cultural norms, and role definitions — the patterned assumptions and behaviors Schein (1985) identifies as organizational culture, simultaneously the source of operational coherence and the most resistant constraint on change.
This sourceJossey-Bass. Foundational text on organizational culture: develops culture as the shared assumptions, values, and norms that determine which members and practices are compatible with the organization, and provides the canonical framework for analyzing cultural compatibility in mergers, hires, and cross-organizational collaboration.
- H1 organization includes the current structure, governance model, decision-making processes, cultural norms, and role definitions — the patterned assumptions and behaviors Schein (1985) identifies as organizational culture, simultaneously the source of operational coherence and the most resistant constraint on change.
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