This paper examines the development and validation of an updated version of theOrganizational Culture Profile (OCP) (O'Reilly, Chatman & Caldwell 1991). The current study aimed to overcome the limitations associated with the Q-sort methodology used in earlier versions by developing an instrument based on a Likerttype scale and using a large, Australia-wide sample of executives (N = 1918). Confirmatory factor analysis using AMOS (Arbuckle & Wothke 1999) was used to test the theoretically-derived factor structure. The psychometric properties of the seven-factor instrument were examined and provided evidence of the reliability and validity of the OCP. Using confirmatory factor analyses, competing models were specified and assessed according to a range of fit indices. A higher-order model produced the most parsimonious solution and indicated that innovation appeared to play a pivotal role in terms of executive perceptions of organizational culture. The further development of a rigorous instrument to evaluate perceptions of culture should encourage researchers and practitioners to use the instrument for empirical and diagnostic purposes.

This study examines the extent to which a leader’s behaviour (i.e. transactional and transformational styles) and aspects of an organization’s structure (i.e. centralization, formalization dimensions) directly and/or indirectly relate to elements of work alienation (i.e. powerlessness, meaninglessness, self estrangement). The study utilized structural equation modeling techniques to estimate the goodness of fit of a leadership–organizational structure–work alienation model based on the responses of personnel in a major US eastern seaboard fire department (a bureaucratic, quasi–military type organization) (n= 326). Goodness of fit statistics indicate good fit to the observed data. Results show that transformational leadership was associated with lower work alienation, whereas transactional leadership was associated with higher work alienation. Organizational structure was not significantly predictive of work alienation, but was negatively associated with transformational leadership and positively associated with transactional leadership. The significant indirect effects between organizational structure and work alienation, and between organizational structure and transformational leadership, provide further evidence that the leadership style of the organization has a more significant impact on feelings of work alienation than antecedent conditions such as organization rigidity. The study argues that managers as well as leaders need to question bureaucratic orientations to work and manager Ðemployee relations by rethinking their value orientations and adapting new models that encourage individual fulfilment, learning and personal development.

Examines the relevance of critical reflection practices in leadership development. The article provides suggestions for incorporating critical reflective practices in a leadership development program. A constructivist approach is adopted from educational literature which advocates using critical lenses to enable students to build on previous experiences of leadership and to incorporate new learning. Reflective processes encourage multiple perspectives to be generated that challenge teachers and future leaders to excel in complex and uncertain environments. Consequently, leadership development and good teaching practices depend on reflection-in-action.