subsequent leaders also use management practices that reflect the values shared by members of the culture. Founders and subsequent Leadership affects organizational form, culture, and practice. leaders continue to influence and maintain the organizational culture. Societal cultural values and practices also affect organizational culture and practices. Collective meaning that results from the dominant cultural values, beliefs, assumptions, and implicit motives endorsed by societal culture results in common leadership and implicit organization theories held by members of the culture. Over time, Organizational culture and practices also affect leaders’ behaviour. founders and subsequent leaders in organizations respond to the organizational culture and alter their behaviours and leader styles accordingly. Societal culture and organizational culture and practices influence the process by Over time, CLT profiles which people come to share implicit theories of leadership. are developed in each culture in response to both societal and organizational culture and practices. Strategic organizational contingencies (organizational environment, size, and Organizational practices technology) affect organizational form, culture, and practices. are largely directed toward meeting the requirements imposed by organizational contingencies. Leaders Strategic organizational contingencies affect leader attributes and behaviour. are selected to meet the requirements of organizational contingencies. They will then continue to adjust behaviour n the basis of these contingencies. Relationships between strategic organizational contingencies and organizational form, For example, in low culture, and practices will be moderated by cultural forces. uncertainty avoidance culture it is expected that forces toward formalization will be
subsequent leaders also use management practices that reflect the values shared by members of the culture. Leadership affects organizational form, culture, and practice. Founders and subsequent leaders continue to influence and maintain the organizational culture. Societal cultural values and practices also affect organizational culture and practices. Collective meaning that results from the dominant cultural values, beliefs, assumptions, and implicit motives endorsed by societal culture results in common leadership and implicit organization theories held by members of the culture. Organizational culture and practices also affect leaders’ behaviour. Over time, founders and subsequent leaders in organizations respond to the organizational culture and alter their behaviours and leader styles accordingly. Societal culture and organizational culture and practices influence the process by which people come to share implicit theories of leadership. Over time, CLT profiles are developed in each culture in response to both societal and organizational culture and practices. Strategic organizational contingencies (organizational environment, size, and technology) affect organizational form, culture, and practices. Organizational practices are largely directed toward meeting the requirements imposed by organizational contingencies. Strategic organizational contingencies affect leader attributes and behaviour. Leaders are selected to meet the requirements of organizational contingencies. They will then continue to adjust behaviour n the basis of these contingencies. Relationships between strategic organizational contingencies and organizational form, culture, and practices will be moderated by cultural forces. For example, in low uncertainty avoidance culture it is expected that forces toward formalization will be
PhD_Thesis_Danijela_Bogdanic.docx