Typologie organizační kultury ve vybrané organizaci a její vliv na typ leadershipu

Abstract

This thesis analyzes the relationship between organizational culture typology and its influence on leadership style within a selected organization. Organizational effectiveness hinges on the ability to adapt to changes, foster innovation, and attract skilled employees, wherein both organizational culture and leadership style play crucial roles. Organizational culture encompasses the fundamental values, norms, and behaviors shared by employees, while leadership significantly shapes and sustains it. Research conducted for this thesis revealed that Organization X exhibits a market-type culture alongside a clan-type leadership. This incongruence is suboptimal and may lead to challenges. While the market culture in Organization X is prominent at 54%, clan leadership is also significant, reaching 48%. Clan leadership is characterized by employee mentoring and support, cultivating a friendly environment built on trust, loyalty, teamwork, and individual development. Conversely, a market culture prioritizes results and goal achievement, competitiveness, profitability, and market share. This mismatch between clan leadership and market culture can potentially result in: Employee demotivation: Results-oriented employees might feel frustrated by excessive care and insufficient pressure to perform. Reduced efficiency: An emphasis on relationships and development could impede the swift and effective attainment of objectives. Conflicts: Divergent values can generate friction between management and employees. Suppression of innovation: An overemphasis on stability and control, typical of a market culture, may stifle creativity and experimentation. This thesis aims to move beyond analysis by proposing solutions to this identified problem through a set of recommendations.