Unpacking the relationship between CEO leadership behavior and organizational culture

Considering context in psychological leadership research

“…One promising approach is to treat culture as a moderator of relationships between leadership and outcomes (Gelfand et al, 2007;Dorfman et al, 1997). Although our focus here is on the exploration of the ways in which context influences leadership and relationships between leaders and followers, it is crucial to acknowledge that leaders, especially those at high levels of the organization, such as CEOs and top management team (TMT) members, may play a key role in determining the culture of the organization (Tsui, Zhang, Wang, Xin, & Wu, 2006). The influence of founding CEOs' leadership on the culture of the organization appears to be especially salient (Ling, Simsek, Lubatkin, & Veiga, 2008;Schein, 1990;Schneider, Goldstein, & Smith, 1995).…”

“…Ultimately, the context of the organization is heavily influenced by individual characteristics of leaders and followers. Although some research has been conducted on the way in which leader characteristics and behaviors influence organizational culture (Schneider et al, 1995;Tsui et al, 2006) Pioneering research by Herold (1977) and Lowin and Craig (1968) revealed that follower performance influences leader behaviors, House (1971) proposed that a leader must compensate for the situational variables, and follower individual differences, that affect whether followers can achieve their goals by changing the degree of initiating structure and consideration behavior that the leader displays. In later work, House (1996, p. 348) noted: "leaders, to be effective, engage in behaviors that complement subordinates' environments and abilities in a manner that compensates for deficiencies and is instrumental to subordinate satisfaction and individual and work unit performance.…”

Consensus on the leadership of hospital CEOs and its impact on the participation of physicians in improvement projects

“…The total variation in participation is separated into three parts due to differences between individual specialists, differences between departments and differences between hospitals. Analyzing the relations Table 1 Example based on five hypothetical physicians (1)(2)(3)(4)(5) In the PerHos1-3 columns the leadership opinion groups within the hospital are distributed (total percentage is always 100%); example: 90% of the physicians in hospital A disagrees with physician 1-A, the vast majority (75%) of the physicians notices how the CEOs stimulate change initiatives, 15% has no idea. within and between these levels is important for being able to understand behaviour patterns in the eight hospitals [28].…”

“…It is common to express the effects of leadership in terms of productivity, job satisfaction, self efficacy, learning behaviour, organizational culture or team performance [1][2][3]. The leadership effect we focus on in the current study is the participation of physicians in a variety of improvement projects.…”

An exploration study to find important factors influencing on multi-dimensional organizational culture

“…They examined the relationships among emotional intelligence, job satisfaction and organisational commitment of nurses and the mediating impact of job satisfaction between emotional intelligence and organisational commitment. According to Tsui et al (2006), both the functionalist and the attribution perspectives supported a strong association between CEO leadership behavior and organizational culture. However, contingency perspective implies about the potential limits of the leader's ability to change or shape an organization's culture.…”