Scholar Practitioners As Leaders Must Unite Different Groups

Scholar Practitioners As Leaders Must Unite Different Groups Of Peop

Scholar-practitioners, as leaders, must unite diverse groups of people to achieve organizational success. To do this effectively, they need to support the organization’s vision, mission, and goals while understanding the needs of various groups to enhance motivation and performance. A critical aspect of leadership in a multicultural and global context involves assessing and influencing organizational culture, especially considering the diversity of employees. This paper discusses available cultural assessment tools, their application in identifying cultural gaps, and explores how social culture influences workplace outcomes and organizational culture.

Understanding organizational culture is imperative for scholar-practitioners aiming to lead diverse groups successfully. Organizational culture encompasses shared values, beliefs, norms, and practices that influence behavior within the organization (Schein, 2010). Assessing this culture enables leaders to identify potential cultural gaps that may hinder collaboration or affect engagement. Several tools are available for cultural assessment, each suited to different organizational contexts and purposes.

Available Cultural Assessment Tools

One prominent tool is the Organizational Culture Assessment Instrument (OCAI), developed by Cameron and Quinn (2011). Based on the Competing Values Framework, the OCAI evaluates organizational culture across four types: Clan, Adhocracy, Market, and Hierarchy. Leaders can use the OCAI to understand the prevalent cultural traits within the organization and identify areas where cultural shifts may be needed to support diversity initiatives (Cameron & Quinn, 2011). The tool involves employees completing questionnaires about the current and preferred culture, providing insights into cultural strengths and potential gaps.

Another widely used tool is the Cultural Web, developed by Johnson and Scholes (1993). This model examines six interrelated elements that shape organizational culture: stories, symbols, power structures, organizational structures, control systems, and routines. By analyzing these components, leaders can uncover underlying cultural assumptions and identify discrepancies between different groups' cultural perceptions. Applying the Cultural Web allows practitioners to visualize cultural gaps and strategize on how to address them, fostering a more inclusive environment.

The Denison Organizational Culture Survey (Denison, 1996) is another effective assessment tool that measures core aspects such as involvement, consistency, adaptability, and mission. Its emphasis on how cultural features relate to organizational performance makes it valuable for identifying strengths and areas needing improvement, particularly in enhancing cross-cultural collaboration and innovation.

Application of Cultural Tools to Assess Organizational Culture and Identify Gaps

Applying these cultural assessment tools involves engaging diverse employee groups through surveys, interviews, and focus groups. For example, using the OCAI, leadership can solicit feedback from different cultural and functional groups to compare their perceptions of the current organizational culture versus their desired state. Discrepancies highlighted through this process reveal cultural gaps, such as differences in values or communication styles across groups (Cameron & Quinn, 2011).

Similarly, the Cultural Web can be utilized in workshops where representatives from various groups analyze each element—stories, symbols, routines—relevant to their experience. This participatory approach encourages dialogue and mutual understanding, revealing hidden cultural assumptions that may hinder inclusivity or adaptation to change.

Identifying cultural gaps allows scholar-practitioners to develop targeted interventions, such as diversity training, mentorship programs, or policy revisions, aimed at fostering cultural alignment and integration. Regular assessments ensure ongoing alignment with organizational goals and support continuous improvement in managing cultural diversity.

Influence of Social Culture on Workplace Outcomes and Group Productivity

Social culture, defined as shared customs, values, and behaviors within a group, significantly influences workplace outcomes such as collaboration, innovation, and employee engagement (Hofstede, 2001). When social cultures within diverse teams are understood and managed effectively, they can enhance cohesion and productivity. Conversely, cultural misunderstandings can lead to conflict, reduced morale, and decreased performance.

For instance, in multicultural teams, communication styles may vary; some cultures value directness while others prefer indirect approaches. Recognizing these differences enables leaders to facilitate effective communication, minimizing misunderstandings and promoting collaboration. Research shows that culturally aware leadership that respects different social norms enhances trust and psychological safety, which are critical for high-performing teams (Earley & Mosakowski, 2000).

Moreover, social cultural factors influence how employees perceive authority and hierarchy, affecting decision-making processes. In cultures with high power distance, employees may be less likely to challenge supervisors, impacting innovation and agility (Hofstede, 2001). Understanding these dynamics allows leaders to implement inclusive practices that accommodate diverse social norms, fostering a more productive work environment.

Impact of Individual Diversity and Social Culture on Organizational Culture

At an organizational level, the diversity of individuals within teams shapes the broader organizational culture. When diverse groups are included and their perspectives valued, organizations develop more innovative, adaptable, and resilient cultures (Ely & Thomas, 2001). Conversely, neglecting diversity can lead to cultural friction and undermine organizational cohesion.

Research indicates that embracing diversity enhances organizational learning by exposing teams to a variety of viewpoints, problem-solving approaches, and cultural competencies (Shore et al., 2011). This leads to greater creativity and competitiveness in global markets. Scholars argue that fostering an inclusive culture requires deliberate strategies to integrate diverse perspectives into the organization’s core values and practices (Nishii & Mayer, 2009).

Furthermore, the social culture of individual team members influences organizational norms around collaboration, conflict resolution, and leadership styles. Leaders who understand and leverage these differences can shape an organizational culture that promotes equity, respect, and innovation, thereby improving overall performance and sustainability.

Conclusion

Effective leadership by scholar-practitioners in diverse, global organizations mandates a thorough assessment and understanding of organizational and social cultures. Utilizing appropriate cultural assessment tools like the OCAI, Cultural Web, and Denison Survey helps identify cultural gaps and facilitates targeted interventions to foster inclusivity and alignment. The social cultures within teams significantly influence workplace outcomes, impacting collaboration, innovation, and productivity. Furthermore, the diversity of individual team members enriches the organizational culture, promoting resilience and adaptability in a globalized business environment. Leaders who acknowledge and manage these cultural dynamics can drive organizational success in increasingly diverse and interconnected contexts.

References

• Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework. Jossey-Bass.
• Denison, D. R. (1996). What is the difference between organizational culture and organizational climate? A native's point of view. Research in Organizational Change and Development, 10, 1-21.
• Ely, R. J., & Thomas, D. A. (2001). Cultural diversity at work: The effects of diversity perspectives on work group processes and outcomes. Administrative Science Quarterly, 46(2), 229-273.
• Earley, P. C., & Mosakowski, E. (2000). Creating hybrid team cultures: An empirical test of transnational team functioning. Academy of Management Journal, 43(1), 26-49.
• Hofstede, G. (2001). Culture's consequences: Comparing values, behaviors, institutions, and organizations across nations. Sage publications.
• Johnson, G., & Scholes, K. (1993). Exploring corporate strategy. Prentice Hall.
• Nishii, L. H., & Mayer, D. M. (2009). Do inclusive leaders help to reduce turnover in diverse groups? The moderating role of leader-member exchange in the diversity to turnover relationship. Journal of Applied Psychology, 94(6), 1412–1426.
• Shore, L. M., Cleveland, J. N., & Sanchez, D. (2011). Inclusive workplaces: A review and model. Human Resource Management Review, 21(4), 293-302.
• Schein, E. H. (2010). Organizational culture and leadership. Jossey-Bass.
• 【Additional scholarly sources relevant to cultural assessment and diversity management can be added here】