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How Does Leadership Influence Organizational Culture

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Leadership’s influence on Organizational Culture: A Rupert Murdoch mess When you read about the scandal involving Rupert Murdoch, phone hacking, and his media empire including News Of The World and News Corporation, it’s hard not to wonder, “What the heck were they thinking?” The point is that the thought processes behind these acts were ingrained in the culture of the organisation and the way the employees were being led. Keith Rupert Murdoch, global media magnate, billionaire businessman and a ruthless competitor took a small Australian daily at the age of 21 to a massive multinational company raking in upwards of $30 billion in revenues and employing 50,000 people. Throughout the last 62 years, the unsaid professed the rule has been of “winning at all costs”. Yes, he has been successful, but at what cost? The innumerable scandals that culminated with the phone hacking one that broke out in 2011 …show more content…

Can we truly believe that just one or two bad apples cause these scandals? The environment is such that performance is rewarded, such behavior leads to rewards and everybody around them gets away with it, so why not do it too? Their managers may not direct them to behave unethically but certainly created the culture to behave so. Can Rupert Murdoch and his senior management get away with the excuse of “being in the dark”? I agree that they can’t be responsible for everything that happens in an organisation, but they must certainly shoulder some of the blame for creating conditions for the actions. And to extend this point further, can such organizations with toxic cultures ever be corrected? It’s a debate worth undertaking if simply changing the top management can arrest this corrosion and drive change on something as deep rooted as culture. Could Rupert Murdoch and senior management have saved ‘News Of The World’ by stepping aside and initiating a wave of change from the

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One example was the Credit Mobilier scandal where major stockholders of the Union Pacific Railroad formed the Credit Mobilier company and sold their shares to influential congressmen. These executives essentially hired themselves and stole taxpayer money, a very lucrative scandal. Scandals like the Credit Mobilier were widespread and executives from many other railroad companies often stole from their own companies. Many executives would manipulate the rail companies' stocks to profit greatly. Executives would often bribe influential politicians, and work together to profit themselves.

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In the case of Wells Fargo, the organization's cooperate culture pushed aside moral and ethical mindsets in an effort to simply meet the company's goal expectations for opening new accounts. Additionally, ramifications were felt by employees who blew the whistle on the activity through the corporate ethics lines as they were terminated for raising concerns about the organizations business practices. (Eagan, 2017) This aspect of the scandal is still playing out in a the courts as several ex-employees are filing lawsuits because of the actions by Wells Fargo. The organization's management allowed and promoted an environment that lacked ethical behavior and depleted moral standing with the employees.

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As our focus shifts from being on the best corners of Main & Main, to being America’s most loved health and beauty destination, we must ensure our leadership internalize and practice our cultural beliefs as well as share the cultural beliefs with team members. Our cultural beliefs should guide our daily actions as they are incorporated in all aspects of team member engagement and store operations. Cultural beliefs determine the way in which we conduct meetings, generate and execute ideas, and solve problems. Moreover, talking about the cultural beliefs in a consistent way will help us gain momentum in driving our cultural beliefs and re-energize the Walgreens culture.

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Scandals focus our attention on problems in a way no speaker or reformer ever could- it is inescapably true that scandal sells. Scandals get people talking, scandals get our attention. In the parlance of television and marketing, scandals and drama get ‘eyeballs’. Speakers and reformers, however charismatic and passionate, may make an impact- but it is hard for one to have the kind of drawing power a scandal would have. You can count on news channels to cover a scandal, milking it dry, a deluge of opinion pieces in newspaper columns to follow, celebrities weighing in with their say on the matter- and everyone hears about it.

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When changing a company’s organizational culture may goes well Changes in technology, the markets, societal values, workplace dynamics and the global economy have all contributed to creating an external environment that is constantly on the move, unpredictable and often devastating for companies that are unprepared or unable to respond accordingly. Many companies today are thus forced to either change or adapt their organisational culture to keep up. (Burnes, 2004) Furthermore, with global mergers and acquisitions at a seven-year high in 2014 (Roumeliotis, 2014) and set to increase further due to companies’ desire to outdo rivals and widespread investor support for such deals, knowing how to manage changes in organisational culture has become

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Beyond disputes, the persuasive influencer, chairman Richard Branson takes a pivotal role in corporate leadership strategy. The profound understanding of employees, interaction on a personal level, elevates the business. Overall, managers dedicated help their subordinates to succeed, provide the constructive feedback, which is an essential part of the Virgin’s corporate culture. The transformational leadership lessons, which are possible to learn from the Virgin Atlantic Airways venture: disruptive rethinking of business strategy; people are the major asset of the business, have to be treated respectively; to transform ideas into constant innovations.

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