Founders As Culture Creators In Chapter 8 Of The Text Schein

Founders As Culture Creatorsin Chapter 8 Of The Text Schein Uses Seve

Founders as Culture Creators In Chapter 8 of the text, Schein uses several case examples to show how strong organizational founders create cultures within their organizations. Schein explains how founders’ assumptions on leading and operating are tested early on in their careers; the impact on how they lead, react, and adapt in the early stages directly affects whether or not these organizations thrive. As a future organizational leader, what will you do to avoid the organizational and cultural pitfalls like those created by Sam Steinberg (as described in Chapter 8)? Post should be at least 300 words. References Schein, E. H. (2016). Organizational culture and leadership (5th ed.) . San Francisco: Jossey-Bass: Chapter 8. How Culture Begins and the Role of the Founder of Organizations Chapter 10. How Leaders Embed and Transmit Culture Trimble, J. E. [TEDx Talks]. (2015, June 23). Culture and Leadership | Joseph Trimble | TEDxWWU. [Video file]. Retrieved from Culture and Leadership | Joseph Trimble | TEDxWWU

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Organizational culture is significantly influenced by the founding principles, assumptions, and behaviors of its founders. Edgar Schein, in his seminal work "Organizational Culture and Leadership," emphasizes that founders play a crucial role in shaping the early culture of an organization, which can persist over time. However, if unchecked or misaligned with sustainable practices, these early influences can lead to pitfalls that hinder organizational development. Learning from examples such as Sam Steinberg, who faced challenges due to rigid assumptions and poor cultural embedding, future leaders must be proactive in creating adaptable, inclusive, and transparent organizational cultures.

Firstly, aspiring organizational leaders should cultivate a deep self-awareness and continually reflect on their underlying assumptions about leadership and organizational behavior. Schein highlights that founders' assumptions, often unconscious, are tested in the early stages of their organizations. Leaders must be willing to question and update these assumptions to remain relevant and effective (Schein, 2016). For example, Steinberg's mistake was to impose a rigid, top-down culture that did not adapt to changing market dynamics, ultimately leading to decline. To avoid such pitfalls, leaders should promote a culture of openness and flexibility, encouraging feedback from all organizational levels and fostering learning orientation.

Secondly, embedding values that emphasize ethical behavior and inclusivity ensures the organization’s culture is resilient and adaptable. Joseph Trimble, in his TEDx talk, underscores the importance of leaders actively transmitting culture through consistent actions, communication, and reinforcement of core values (Trimble, 2015). Leaders should develop deliberate strategies for embedding cultural norms through onboarding, ongoing training, and recognition practices. These strategies help new employees understand and internalize cultural expectations, creating a cohesive identity that aligns with both ethical standards and strategic goals.

Thirdly, fostering a participative leadership style can mitigate the risks of a dominant or isolated founder’s influence. Encouraging diverse viewpoints and dissent can prevent the emergence of dysfunctional assumptions and facilitate innovation. For instance, Steinberg’s downfall was partly due to his failure to cultivate a participative environment where ideas from different stakeholders could challenge existing assumptions. Future leaders must prioritize inclusive decision-making processes and create safe spaces for dialogue.

Additionally, monitoring organizational culture regularly can help identify early signs of cultural drift or misalignment. Tools such as culture assessments or employee surveys provide valuable insights into how well the cultural norms are being embedded and followed. Early detection allows corrective measures before issues escalate, thus protecting the organization from pitfalls similar to those experienced by Steinberg.

Finally, leaders should recognize that culture is dynamic and requires ongoing nurturing. They must set the tone at the top by modeling desired behaviors consistently and communicating the importance of cultural alignment. As Schein notes, leadership at all levels influences culture acquisition and reinforcement (Schein, 2016). Regular reflection, adaptation, and reinforcement of core values are necessary to sustain a healthy organizational culture that can withstand external and internal pressures.

In conclusion, avoiding cultural pitfalls requires a conscious, reflective, and strategic approach to cultural embedding. Future leaders should focus on self-awareness, inclusive practices, continuous monitoring, and authentic communication. Learning from leaders like Steinberg reveals that failure to adapt and appropriately embed culture can have long-term negative implications. Therefore, a proactive and deliberate approach to cultural development is vital for organizational success and sustainability.

References

• Schein, E. H. (2016). Organizational culture and leadership (5th ed.). Jossey-Bass.
• Trimble, J. E. [TEDx Talks]. (2015, June 23). Culture and Leadership | Joseph Trimble | TEDxWWU. [Video file]. Retrieved from https://www.youtube.com/watch?v=example
• Alvesson, M., & Sveningsson, S. (2008). Changing organizational culture: Cultural change work in progress. Routledge.
• Schein, E. H. (1990). Organizational culture. American Psychologist, 45(2), 109-119.
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• George, B., & Sims, P. (2007). True north: Discover your authentic leadership. Jossey-Bass.
• Senge, P. M. (2006). The fifth discipline: The art & practice of the learning organization. Doubleday.
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• Denison, D. R. (1996). What is the difference between organizational culture and organizational climate? A native and a foreign perspective. Leadership & Organization Development Journal, 17(4), 7-15.