Organizational Culture and Leadership
Leadership and Organizational Culture transforms the abstract concept of culture into a tool that can be used to better shape the dynamics of organization and change. This updated edition focuses on today's business realities. Edgar Schein draws on a wide range of contemporary research to redefine culture and demonstrate the crucial role leaders play in successfully applying the principles of culture to achieve their organizational goals.
- Paperback | 464 pages
- 175.26 x 233.68 x 33.02mm | 566.99g
- 07 Jul 2011
- John Wiley and Sons Ltd
- John Wiley & Sons Ltd
- Chichester, United Kingdom
- 4th Edition
Other books in this series
27 Dec 2016
27 Apr 2005
26 Oct 2012
23 Nov 2010
Mixed media product
08 Apr 2005
05 Oct 2007
Mixed media product
13 May 2005
20 Jun 2017
Back cover copy
Leaders are entrepreneurs and the main architects of culture
Once cultures are formed they influence what kind of leadership is possible
If elements of the culture become dysfunctional, it is the leader's responsibility to do something to speed up culture change.
In addition, the book contains new information that reflects culture at different levels of analysis from national and ethnic macroculture to team-based microculture.
Praise for Prior Editions of Organizational Culture and Leadership
"Worth reading again and again and again."
"An organizational development pioneer uses an anthropological approach to address a leader's role in shaping group and organizational dynamics."
"[Schein] is, to use an overworked word, a guru, the recognized expert in the field."
Table of contents
The Author xv
Part One: Organizational Culture and Leadership Defined
1. The Concept of Organizational Culture: Why Bother? 7
2. The Three Levels of Culture 23
3. Cultures in Organizations: Two Case Examples 35
4. Macrocultures, Subcultures, and Microcultures 55
Part Two: The Dimensions of Culture
5. Assumptions About External Adaptation Issues 73
6. Assumptions About Managing Internal Integration 93
7. Deeper Cultural Assumptions: What is Reality and Truth? 115
8. Deeper Cultural Assumptions: The Nature of Time and Space 125
9. Deeper Cultural Assumptions: Human Nature, Activity, and Relationships 143
10. Culture Typologies and Culture Surveys 157
11. Deciphering Organizational Cultures 177
Part Three: The Leadership Role in Building, Embedding, and Evolving Culture
12. How Culture Emerges in New Groups 197
13. How Founders/Leaders Create Organizational Cultures 219
14. How Leaders Embed and Transmit Culture 235
15. The Changing Role of Leadership in Organizational "Midlife" 259
16. What Leaders Need to Know About How Culture Changes 273
Part Four: How Leaders Can Manage Culture Change
17. A Conceptual Model for Managed Culture Change 299
18. Culture Assessment as Part of Managed Organizational Change 315
19. Illustrations of Organizational Culture Changes 329
Part Five: New Roles for Leaders and Leadership
20. The Learning Culture and the Learning Leader 365
21. Cultural Islands: Managing Multicultural Groups 385
On-line Instructor's Guide is available at www.wiley.com/college/schein.
About Edgar H. Schein
Process Consultation Revisited,
The Corporate Culture Survival Guide,
Career Anchors, and most recently,
Helping: How to Offer, Give and Receive Help.