Determinants of Leadership and Organizational Culture in Implementing Business Strategies

Leadership and organizational culture are essential factors in the sustainability of a business. The two things' strategy becomes a concept that is often used as a foundation by various companies in running their activities. This article aims to discuss the role of leadership and organizational culture in implementing business strategy. Societal, cultural norms influence leader attributes and behaviors. Leader attributes and actions can be affected by the organization's corporate environment, size, and technology. Leader attributes and behaviors can determine the organizational form and organizational culture, and vice versa.

Effective Peer Leader Attributes for the Promotion of Walking in Older Adults

Background and Objectives Peer-led interventions are promising for the promotion of physical activity behavior in older adults. However, little is known about the attributes of effective older peer leaders in such intervention programs. The objective was to determine what older adults perceive to be effective peer leader attributes. Research Design and Methods A mixed-methods concurrent triangulation design was used. Participants, aged 60 years and older, were recruited from retirement villages and existing walking groups in Western Australia. They were predominantly white, Australian-born, female, healthy retirees. The sample consisted of four groups of older adults: those who had taken part in past peer-led walking programs (experienced walkers; n = 18), those interested in joining as walkers in a peer-led walking intervention (inexperienced walkers; n = 43), those interested to take on a peer leader role (inexperienced peer leaders; n = 25), and those who had already served as peer leaders (experienced peer leaders; n = 15). Questionnaires measured perceived effective leadership attributes, and physical activity was measured using ActivPAL devices (N = 101; Mage [SD] = 75.36 [7.59]). Semistructured interviews were conducted with the majority of participants (N = 68; Mage [SD] = 74.68 [7.78]). Results Overall, participants described an effective peer leader as optimistic, compassionate, and friendly, but differences in perceptions were apparent between the groups. Discussion and Implications Our findings advance knowledge about important characteristics of an effective older peer leader, which can inform peer leader training, recruitment of peer leaders, and future scale development.

Differences on Organizational Practices and Preferred Leader Attributes Between Polish Managers Investigated in 1996/1997 and 2008/2009

Differences on Organizational Practices and Preferred Leader Attributes Between Polish Managers Investigated in 1996/1997 and 2008/2009 This study compares Polish managers' perceptions of their organizational culture and their beliefs concerning attributes necessary for leadership effectiveness, investigated in 1996/1997 and 2008/2009. As was unexpected, our results show that Polish managers of 2008/2009 score significantly higher than managers of 1996/1997 on Power Distance, Individualism, Masculinity and slightly lower on Future Orientation and Humane Orientation. Our findings suggest that more individualistic orientation in Polish organizations is still necessary in order to survive and be effective during the current turbulent and highly uncertain economic and business conditions. Relatively higher scores on Power Distance on the part of Polish managers being studied in the years 2008/2009 are also in line with findings concerned with attributes necessary for leadership effectiveness. Mean comparisons on beliefs concerning attributes necessary for leadership effectiveness show that Polish managers of 2008/2009 in comparison with their counterparts studied in 1996/1997 scored higher on Autocratic Orientation, Risk Avoidance, Isolationistic Orientation and Individualistic Orientation. Our findings are also consistent with regard to leadership attributes of Performance Orientation, Team Orientation, Decisiveness, Diplomatic, Humane Orientation, Integrity, Visionary and Charismatic/Inspirational, which are somewhat less strongly associated with leadership effectiveness by Polish middle managers investigated in 2008/2009 in comparison with their counterparts studied in 1996/1997.