{"id":5176,"date":"2019-08-07T09:07:15","date_gmt":"2019-08-07T09:07:15","guid":{"rendered":"https:\/\/blog.antropologia2-0.com\/?p=5176"},"modified":"2019-09-20T09:29:38","modified_gmt":"2019-09-20T09:29:38","slug":"anthropology-and-leadership","status":"publish","type":"post","link":"https:\/\/blog.antropologia2-0.com\/en\/anthropology-and-leadership\/","title":{"rendered":"Different organizations, different leaders: Anthropology and leadership"},"content":{"rendered":"

In this article, I discuss the importance of a well-fitting leadership style to the construction of organizational culture. I start by explaining the formation process of organizational culture. Secondly, I explain the situational leadership style and discuss the pros and cons of looking into leadership from a typological perspective. Finally, I elaborate on the role that anthropology can play in researching leadership and organizational culture and change.<\/p>\n

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Dynamically static<\/em><\/h2>\n

As Frost (1985) and Schein (2015) state, culture can be understood as a process<\/strong>, as well as a state<\/strong>. It offers a frame through which people form meaning; this denotes a more or less fixed state. On the other hand, culture is always developing and constantly evolving; that is why it can be seen as a process. Culture is always present, but almost never noticed explicitly by the members of a group. It can Change really fast because of a certain event, or remain the same for a long time.<\/p>\n

In researching organizational culture, it is important to pay attention to the historical process <\/strong>of culture formation. As Sahlins notes:<\/p>\n

One cannot really understand certain social phenomena without understanding both the historical events and the cultural meanings attributed by the actors to those events (in Schein, 2015, p. 923).<\/p><\/blockquote>\n

Organizational culture builds on events; more specifically on the way the leaders and members react on these events. Let\u2019s take a look at the way culture is created.<\/p>\n

How do cultures develop?<\/em><\/h2>\n

When a formal group is created, the leader\u2019s behavior is influenced by his or her goals, assumptions, values and beliefs<\/strong>. These features are imposed upon the members of the group, or members are selected based on the similarity of assumptions. If the assumptions lead to success<\/strong>, they are confirmed and turn into shared values<\/strong>. When the accomplishments continue, the shared values will fade more into the background and transform into non-negotiable assumptions<\/strong> which will be taken for granted after a while. Finally, these taken for granted non-negotiable assumptions form paradigms<\/strong> that guide the members\u2019 behavior. In different departments, there can be different paradigms, and these paradigms are what culture is built on.<\/p>\n

The ideal leader<\/em><\/h2>\n

As the process of culture formation illustrates, leadership\"\"<\/strong> plays an important role in creating organizational culture. We all have a certain idea about what a leader is; s\/he guides, decides, motivates, rewards, and influences. <\/strong>I believe it is important to highlight that a leader is not necessarily a person in a high hierarchic position, but rather someone that is able to transmit a positive attitude<\/strong> and motivates other members of the group. There are many different styles a leader can adopt; from authoritarian to democratic, from commanding to laissez-faire. Burke and Barron (2014) argue that the optimal leadership style depends on the following aspects:<\/p>\n