Does The Leader Fit The Place? Examining Leader-Culture Fit And Its Implications For Leader Effectiveness

The present study focused on a relatively new concept, Leader-Culture Fit (L-C Fit), to help bridge the empirical gap that exists between the literatures on leadership and organizational culture. L-C Fit, a subtype of Person-Environment fit, was examined here by testing the complex relationships between perceptions of leaders, perceptions of their cultures, and how the fit between the two relates to leader effectiveness. The present study found that fit (and misfit) between a leader and their culture for perceived leader effectiveness. Specifically, fit is beneficial for perceived leader effectiveness when the leader and the culture are in alignment and are rated highly. Misfit is most beneficial when the leader is perceived to be more capable than the culture they reside in. Further, the hierarchical level of the leader was found to moderate this relationship for one of the traits examined. Implications for the literature around L-C fit and for practitioners are discussed

A Study of the Hierarchical Culture Gaps Within Unionized Utilities Companies

The purpose of this study was to measure the culture gaps between hierarchical subgroups within unionized utilities companies. We conducted a mixed methods study. Using archival survey data, we compared hierarchically-defined subgroups’ perceptions of performance-linked culture traits within five unionized utilities companies. We later conducted interviews and focus groups, followed by qualitative coding and analysis. As compared to non-union employees, union employees viewed their companies as substantially less involving, consistent, adaptable, and clear about purpose and direction. Our qualitative analysis highlighted two prior management decisions as illustrative of the contrast between high and low levels of union involvement and clarity. Culture scholars and practitioners have suggested that leaders must align subcultures where they exist. Our study demonstrates large culture gaps between union employees and other subgroups and suggests that management’s involvement of the workforce in strategic decisions may have unique consequences for how subgroups perceive and interpret the culture

Looking like a leader: an investigation into racial biases in leader prototypes

Previous studies have used differences between ratings of a prototypical successful leader and a prototypical minority to illustrate biases and stereotypes against both women (Schein, 1973) and racial minorities (Chung-Herrera & Lankau, 2005). Fewer studies, however, have examined what is driving these differences. This study used to use Leader Categorization Theory (Lord & Maher, 1991) as a framework through which between-race differences in prototypes were investigated. Racial prototypes and a successful leader prototype were rated by Caucasians, Asian-Americans, African-Americans, and Arab-Americans. In somewhat unexpected findings, all racial prototypes were rated as being significantly similar to a global successful leader prototype by all racial rating groups, suggesting that participants viewed all racial groups as significantly leader-like . More specific findings of between group differences, possible explanations, and implications for these findings are discussed