Organizational Culture, Leadership Behavior, and Management Innovation
Discuss about the Organizational Behaviour for Business and Management Review.
The purpose of this essay is to provide an overview on the positive organizational behavior, organizational culture and the moderating role of organization size in management innovation. As the competition intensifies and pace of advanced technological change increases, the organizations in today’s world renew themselves. This challenge not only offers new goods and services but also changes the behavior, culture and management nature within the organizations. Recent research findings reflect that self- efficacy, optimism, resilience and hope plays vital role in maintaining positive behavior within the organization (Malik, 2013). In addition to this, it has also been seen from recent studies that leadership behaviors also contribute to the management innovation and change in the enterprise culture. The management innovation and leadership also changed the organization and brought about potential benefits with the emergence of new ideas. As management innovation mainly entails change in management work, it leads to improvement in culture of the enterprise. This in turn also leads to positive organization behavior, which includes pursuit of workers health and happiness. Overall, this positive organization behavior and improvement in organization culture brought about by management innovation leads to organizational excellence.
Recent studies reflect that performance of the organization improves through change in the organizational culture, positive organization behavior and innovation in management work by influence of leadership behavior. The strength of enterprise culture is defined in form of- stability and homogeneity of the group membership and intensity of the shared experience. () opines that if the enterprise has strong culture and has stable leadership, it can survive high turnover rate at the lower ranks. Muscalu, (2014) states that the elements of culture is defined as learned solutions to the problems. There are mainly two kinds of learning circumstances- positive problem solving circumstances and anxiety avoidance circumstances. Although these two kinds of circumstances are intertwined, they are different structurally (sietmanagement. 2018). If an enterprise culture is mainly composed of two kinds of elements such as- those that are designed in solving problems and that designed in avoiding anxiety, it becomes vital which is concerned about the changing any of these elements. In anxiety – avoidance circumstances, a leader must find source of anxiety and provide the employees alternative avoidance source. In positive- learning circumstances, an individual requires innovative sources for finding better solution to the issues. Recent facts reflects that the cultural elements, which are based on reduction of anxiety will be highly stable as compared to those that is based on problem solving. Hogan & Coote, (2014) found out that enterprise mainly exists in the parent culture but different enterprise amplify various elements of the parent culture. However, young founder dominated enterprise require their cultures as the way of holding their enterprise together. The change in culture that occur in these young organizations in relation to external environment might hamper their business operations and decline their performance. The enterprise culture can be managed with the change in management work and leadership behavior. Moreover, the organizations must increase diversity in order to remain flexible during the environmental turbulence or in creating strong enterprise culture.
Positive Organizational Behavior
According to Huczynski, Buchanan & Huczynski, (2013), the enterprise behavior can be improved by developing the qualities such as self-efficacy, optimism, self- confidence and resilience. Pettinger, (2013) defines self- efficacy as individuals conviction about their abilities in mobilizing motivation, sets of action and cognitive resources that is required to effectively execute particular task. Self- efficacy influences enterprise learning nad behavior in three ways –
Firstly, self- efficacy influences the enterprise target that workers select for themselves. The employees with high efficacy level apt to set high goals for themselves.
Secondly, self- efficacy affects learning and effort that individuals exert on job. The workers with high self- efficacy level usually work hard for learning new ways to perform the tasks. On the contrary, the workers with low self- efficacy level might exert less effort in performing tasks.
Thirdly, self- efficacy influences persistence with which individuals attempt to do difficult tasks. The workers with high self- efficacy level are mainly confident in performing their task.
Most of the enterprises select persons who have high self- efficacy levels as they gets motivated in engaging in workplace behaviors, which in turn aid them to improve their performance. In fact, the enterprise motivates high performance goals from those workers who have high self- efficacy levels. Lawrence & Lee, (2013) defines hope as positive motivational state which is mainly based on interactively derived pathways and agency. The survey on few enterprises shows that those with high-hope human resources are highly profitable and have larger employee’s satisfaction level. However, higher employee’s satisfaction level improves their performance, which in turn influences the enterprise behavior.
Malik, (2013) defines optimism as set of positive result expectancies within the enterprise. Several studies reflects that optimism positively influences the employees performance or the work –related behaviors. The researchers have found out that the relationship between optimism and employees performance is generally moderated by kind of strategies that is used for dealing with stress in workplace. Recent facts showed that the optimistic individuals utilizes more problem coping strategies, which in turn leads to positive enterprise behavior. Robbins & Judge, (2012) opines that optimism is one of the positive forces that influences the workplace. This is because the optimist employees is highly satisfied with work and thus have high aspiration level as well as morale. As it is one of the main contributors to the workers well- being, it influences their personal growth and organization behavior.
Self-efficacy, Optimism, Resilience, Hope
Resilience is one of the important components of positive enterprise behavior. It is defined as capacity in bouncing back from high adversity, conflict, positive events and increased responsibility. Enterprise resilience is not basically the trait which individuals actually have or do not have. It involves the thoughts, behavior and actions, which could be learned as well as developed in the individuals. It is mainly affected by the individuals environment. The manager and supervisors play important role in creating workplace climate, which fosters well- being and also aids resilience. Overall, the managers focuses on improving these four elements as they positively influences the enterprise behavior.
Recent studies reflect that behavior of leaders is the vital antecedent of the management innovation. This means that the actions taken by the leaders is the vital factor that drives to pursuit of the management innovation. The researchers have found out that proper leadership style can stimulate their innovative thinking and affects the enterprise choice. As the management innovation represents change in way of management work, leadership is preeminent problem to understand how enterprise introduce complex kind of innovation. Vaccaro et al., (2012) cites that different kinds of leadership behavior such as transactional, transformational affects the management innovation in organizations. The researchers have investigated that human agency role is directly related to the enterprise complexity. This is because they considers moderating role of the organizational size. El-Nahas et al., (2012) have suggested that the effect of different leadership behavior might lower as the enterprise size enhances. Leaders in most of the enterprise might encounter huge difficulty to initiate change in a way the management work is performed owing to complex enterprise context as well as enhanced spatial separation. Several studies indicates that the influence of the leadership style mainly depends on the organizational size.
Management innovation mainly relates to the changes in which the managers set directions, coordinate activities and makes decision. These changes usually becomes a part of enterprise since management innovation manifests through the new management processes and practices. There are four perspectives on the management innovation such as- fashion, rational, institutional and cultural.
Noruzy et al., (2013) states that leaders influences innovation in management by reducing complexity as well as uncertainty linked to its pursuit by supporting change as well as developing specified kind of enterprise culture. For instance, transformational leaders might enhance innovation in management by sharing risk of actions with the followers. On the other hand, transactional leadership mighjt be conducive in pursuit of this management innovation since it contributes to declining enterprise complexity as well as ambiguity. Moreover, management innovation and leadership behavior both depends on organizational size as different enterprise size creates complexity in management innovation and leadership effectiveness.
Leadership Behavior and Management Innovation
The above articles reflects that organizational culture, leadership behavior, management innovation and organizational size is interrelated with each other. Strong enterprise culture and positive organization behavior facilitates the leaders to adopt effective behavior, which in turn leads to management innovation. Moreover, effective change in management work will create positive workplace culture and enterprise behavior. Cui & Hu, (2012) found out that change in enterprise culture influences the leaders strategic business decision making. The leaders who knows enterprise constructs of influence, power and culturalizations are suited in fostering optimism. In face of adverse events, leaders becomes highly motivated if they works in positive enterprise behavior and culture. As a result of which, the employees of the enterprise becomes efficient and successful. Few researchers have argued that effectiveness of the leadership behavior mainly depends on certain circumstances such as- organizational behavior, team homogeneity and organizational climate. Several studies have depicted that leaders play vital role in bringing about positive change in organization with respect to its culture, behavior, management innovation and so on. Even though the transformational leaders complements enterprise rising rigidity and is more effective to the management innovation, it is less important for the smaller enterprises. In case of small enterprise, transactional leadership behavior is more vital as the team members find flexibility in introducing to changes within the enterprise. This reflects that organizational size directly influences the leadership behavior and management innovation process (Hogan & Coote, 2014).
The findings of these three articles also highlights the rational perspective on the management innovation. The leaders role in pursuit of the management innovation is generally relevant through transformational as well as transactional leadership style although this style requires to be integrated based on the enterprise complexity. Furthermore, bad enterprise culture can also adversely affect the enterprise behavior and management innovation.
The recommendations regarding effective organizational behavior are provided to the managers and leaders of the enterprise as they play a vital role within the organizations. These recommendations are discussed below-
- The human resource management of the enterprise must focus on recruiting appropriate leaders as they are the ones who influences management innovation and organizational behavior.
- The human resource managers of the enterprise must provide training and development to the leaders so that they enhances their efficiency and capability to improve the enter[rise culture, create positive organizational behavior and bring about change in management work.( Briscoe, Tarique & Schuler, 2013)
- The leaders of the organizations must also adopt proper leadership behavior or style depending on the organizational size. In fact, this will help them to implement effective strategies within the enterprise and achieve success in work.
- Both the managers and leaders of the enterprise must adopt change in organization culture after analyzing the market and its competitors. This in turn can help them to gain competitive advantage over their rivalries.
Conclusions
From the above discussion, it can be concluded that leaders and managers plays significant role in creating positive enterprise behavior. Their leadership behavior influences workplace climate, which in turn influences employees well- being and creates resilient as well as optimist workplace. Moreover, the leadership style adopted by the leaders also influences them to improve the workplace culture and behavior. It enhances management innovation and recreates as well as redesigns enterprise structure. Overall, positive organization behavior and culture influences management work, which in turn influences the organization’s performance and growth.
References
Briscoe, D., Tarique, I., & Schuler, R. (2012). International human resource management: Policies and practices for multinational enterprises. Routledge.
Cui, X., & Hu, J. (2012). A literature review on organization culture and corporate performance. International Journal of Business Administration, 3(2), 28.
sietmanagement. (2018). Coming to new awareness of organizational culture. Retrieved from https://www.sietmanagement.fr/wp-content/uploads/2016/04/culture_schein.pdf
El-Nahas, T., Abd-El-Salam, E. M., & Shawky, A. Y. (2012). The impact of leadership behaviour and organisational culture on job satisfaction and its relationship among organisational commitment and turnover intentions: A case study on an Egyptian company. The Business & Management Review, 3(1), 66.
Hogan, S. J., & Coote, L. V. (2014). Organizational culture, innovation, and performance: A test of Schein’s model. Journal of Business Research, 67(8), 1609-1621.
Huczynski, A., Buchanan, D. A., & Huczynski, A. A. (2013). Organizational behaviour (p. 82). London: Pearson.
Lawrence, P., & Lee, R. (2013). Organizational Behaviour (RLE: Organizations): Politics at Work. Routledge.
Malik, A. (2013). Efficacy, hope, optimism and resilience at workplace–Positive organizational behavior. International Journal of Scientific and Research Publications, 3(10), 1-4.
Muscalu, E. (2014). Organizational culture change in the organization. Land Forces Academy Review, 19(4), 392.
Noruzy, A., Dalfard, V. M., Azhdari, B., Nazari-Shirkouhi, S., & Rezazadeh, A. (2013). Relations between transformational leadership, organizational learning, knowledge management, organizational innovation, and organizational performance: an empirical investigation of manufacturing firms. The International Journal of Advanced Manufacturing Technology, 64(5-8), 1073-1085.
Pettinger, R. (2013). Organizational behaviour: Performance management in practice. Routledge.
Robbins, S. P., & Judge, T. (2012). Essentials of organizational behavior.
Vaccaro, I. G., Jansen, J. J., Van Den Bosch, F. A., & Volberda, H. W. (2012). Management innovation and leadership: The moderating role of organizational size. Journal of Management Studies, 49(1), 28-51.
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