The Thriving Person and the Thriving Organization Parallels and Linkages.

Tobias, Lester L.

doi:10.1037/1061-4087.56.1.3

Cited by 9 publications

(18 citation statements)

References 16 publications

(10 reference statements)

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“…In view of the critical significance of leader and organizational culture changing aspects, there has been a growing appreciation of the value added through the integration of the cultural viewpoint in the practice of professional coaching (Rothaizer & Hill, 2010;Tobias, 2004). Regardless of the increasing interest, not many models have been developed that include a systematic evaluation of the culture, nor that make allowance for the incorporation of organizational culture and leader information, as well as those that are in existence to concentrate on societal culture instead of organizational culture.…”

Section: Critical Leader and Organizational Culture Characteristicsmentioning

confidence: 99%

Framework for Understanding Leader-Organizational Culture Congruence

2016

International Journal of Managerial Studies and Research

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The current paper describes the conceptual foundation and practical application of an innovative framework for coaching business leaders. Build on the person-environment fit theory, the leader-organizational culture fit framework produces a set of conclusions regarding leader-organizational culture congruence and result in a number of unique approaches on coaching. The purpose of the conceptual structure is to create and expand the coach's personal insights concerning how the culture of an organization may provide for the leader's development of specific competencies, while potentially limiting the development of other capabilities. The proposed framework also has the ability to better support leader development approaches, in relation to coaching, with the wider development needs of the organization by identifying strategic ways through which the organizational leader can act as a critical agent for positive culture change. Furthermore, the paper discusses three methodological qualifications for the implementation of the proposed model: the application of parallel characteristics, corresponding measures, as well as evaluative assessments of characteristics. Finally, the paper discusses a number of important challenges and limitations towards implementing the proposed model within a coaching intervention.

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Section: Critical Leader and Organizational Culture Characteristicsmentioning

confidence: 99%

Framework for Understanding Leader-Organizational Culture Congruence

2016

International Journal of Managerial Studies and Research

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“…Schein's view also recognizes the recursive effects of culture on leadership, such that leaders become increasingly constrained by the culture over time, particularly late in the organization's life cycle when core beliefs and values are firmly entrenched. Given the critical importance of leader-culture dynamics, there is an increasing recognition of the value added by incorporating a cultural mindset within the practice of coaching (e.g., Rothaizer & Hill, 2010;Tobias, 2004). Despite growing interest, few frameworks have been advanced that involve a systematic assessment of the culture, nor that allow for the integration of culture and leader data, and those that do exist focus on societal culture rather than organizational culture.…”

Section: Question Ii: Which Features Of the Leader And Context Shouldmentioning

confidence: 99%

Aligning leadership and organizational culture: The leader–culture fit framework for coaching organizational leaders.

Nieminen

Biermeier-Hanson

Denison

2013

Consulting Psychology Journal: Practice and Research

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This paper describes the conceptual underpinning and application of a novel framework for coaching organizational leaders. Rooted in person-environment fit theory, the leader-culture fit framework yields a set of inferences about leader-culture fit and leads to several unique perspectives on coaching. The intent of the framework is to organize and augment the coach's subjective insights about how the organizational culture may support the leader's development of certain capabilities while potentially constraining the development of others. The proposed model also has the potential to better align leader-development strategies, vis-à-vis coaching, with the broader organization's development needs by identifying key ways in which the leader can serve as an agent for positive culture change. From a methodological perspective, we discuss three requirements: the use of parallel attributes, commensurate measures, and evaluative judgments of attributes. We also briefly illustrate the model's application using a case study that combines data from an organizational culture assessment with data from a parallel 360-degree leader assessment, and finally, discuss several key challenges and limitations to implementing the framework within a coaching engagement.

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“…Organizations with genuine commitments to moral goals must actively pursue broader, more innovative approaches to building morality into the various dimensions of organizational structure and functioning. Tobias (2004) recently articulated the parallels between the thriving person and the thriving organization. He proposed several dimensions of human adjustment and maturity that have correlates in organizational culture, for example, initiative, discipline, and accountability, to name a few.…”

Section: Conceptual Framework For Moral and Ethical Decision-makingmentioning

confidence: 99%