Organizational Culture and Leadership / Edition 4by Edgar H. Schein
Regarded as one of the most influential management books of all time, this fourth and completely updated edition of Edgar Schein's Organizational Culture and Leadership focuses on today's complex business realities and draws on a wide range of contemporary research to demonstrate the crucial role of leaders in applying the principles of culture to achieve/i>… See more details below
Regarded as one of the most influential management books of all time, this fourth and completely updated edition of Edgar Schein's Organizational Culture and Leadership focuses on today's complex business realities and draws on a wide range of contemporary research to demonstrate the crucial role of leaders in applying the principles of culture to achieve their organizational goals.
Edgar Schein explores how leadership and culture are fundamentally intertwined, and reveals key findings about leadership and culture including:
- Leaders are entrepreneurs and the main architects of culture
- Once cultures are formed they influence what kind of leadership is possible
If elements of the culture become dysfunctional, it is the leader's responsibility to do something to speed up culture change.
In addition, the book contains new information that reflects culture at different levels of analysis from national and ethnic macroculture to team-based microculture.
Praise for Prior Editions of Organizational Culture and Leadership
"Worth reading again and again and again."
"An organizational development pioneer uses an anthropological approach to address a leader's role in shaping group and organizational dynamics."
"[Schein] is, to use an overworked word, a guru, the recognized expert in the field."
Table of Contents
|Pt. 1||Organizational culture and leadership defined||1|
|1||The concept of organizational culture : why bother?||3|
|2||The levels of culture||25|
|3||Cultures in organizations : two case examples||39|
|4||How culture emerges in new groups||63|
|Pt. 2||The dimensions of culture||85|
|5||Assumptions about external adaptation issues||87|
|6||Assumptions about managing internal integration||111|
|7||Deeper cultural assumptions about reality and truth||137|
|8||Assumptions about the nature of time and space||151|
|9||Assumptions about human nature, activity, and relationships||171|
|Pt. 3||The leadership role in culture building, embedding, and evolving||223|
|12||How leaders begin culture creation||225|
|13||How leaders embed and transmit culture||245|
|14||The changing role of leadership in organizational "midlife"||273|
|15||What leaders need to know about how culture changes||291|
|16||A conceptual model for managed culture change||319|
|17||Assessing cultural dimensions : a ten-step intervention||337|
|18||A case of organizational (cultural?) change||365|
|19||The learning culture and the learning leader||393|
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