Submitted To: Submitted By:

Ms.Arjinder Kaur Kuljit Kaur(1900444)

Palwinder
Kaur(1900454)
Preeti Sharma(1900457)
Savleen Kaur(1900469)
Leadership and Corporate Culture
 CONTENT
LEADERSHIP:
•What is leadership?
• Why is the Leader Important to An Organization?
•Levels of Leadership.
•Leadership Traits of Highly Productive Organizations?
•Leadership Strategies for Productivity Improvement.
•Leadership Commitment.

CORPORATE CULTURE:
•Meaning of corporate culture.
•Importance of corporate culture.
•Components of corporate culture.

CASE STUDY
What is Leadership?
 What is Leadership?

Ability to
persuade others to do things for the good
of the organization
make difficult decisions
make unpopular decisions
deliver results
create long-term commitments
Why is the Leader Important to An
Organization?
 Why is the Leader Important?

Establishes vision
Develops and implements strategies
Allocates and controls resources
Chooses key employees
Shapes culture
Affects organizational performance
Projects image to the public
 Levels of Leadership
(Jim Collins, HBR, Jan. 2001)

Highly capable individual

Contributing team member
Competent manager
Effective leader – catalyzes commitment to
and vigorous pursuit of a clear & compelling
vision, stimulate high performance
Executive – builds enduring greatness
through humility and professional wills
What are the Leadership Traits of Highly
Productive Organizations?
Leadership Traits of Highly Productive
Organizations
Attention to details
Highly ethical and moral
Embracing simplicity & disdain for waste
Long-term focus
Humility
Coaching leadership style
Trust and believe in others
 Management Practices That Work
(Nohria, et al., HBR, 2003)

Primary

Strategy, Execution, Culture, Structure

Secondary (Two of Four)
Talent, Leadership, Innovation, Mergers
and Partnerships
 Leadership Development

Leadership skills
Management skills
Communication skills
Problem identification and solving skills
Strategic development and execution
skills
Leadership Strategies for Productivity
Improvement?
Leadership Strategies for Productivity
Improvement
Create a clear and simple vision
Build a culture supported by core values
Assembles an effective management team
Apply a consistent business strategy
Avoid layoffs
Develop a motivated workforce
Use system’s approach to eliminate waste
Leadership Commitment
(Donald N. Sull, HBR, June 2003)

Strategic frame
Resources

Processes

Relationships

Values
MEANING OF CORPORATE CULTURE

 Corporate culture refers to the beliefs and behaviors that

determine how a company's employees and management interact
and handle outside business transactions. Often, corporate culture
is implied, not expressly defined, and develops organically over
time from the cumulative traits of the people the company hires.
A company's culture will be reflected in its dress code, business
hours, office setup, employee benefits, turnover, hiring decisions,
treatment of clients, client satisfaction, and every other aspect of 
operations.
 Corporate culture refers to the beliefs and behaviors that
determine how a company's employees and management interact.
 Corporate culture is also influenced by national cultures and
traditions, economic trends, international trade, company size,
and products.
COMPONENTS OF CORPORATE CULTURE 
 SIX COMPONENTS OF GREAT
CORPORATE CULTURE
Each culture is unique and myriad factors go into creating one,
but I’ve observed at least six common components of great
cultures. Isolating those elements can be the first step to
building a differentiated culture and a lasting organization.
1. Vision: A great culture starts with a vision or mission
statement. These simple turns of phrase guide a company’s
values and provide it with purpose. That purpose, in turn,
orients every decision employees make. When they are deeply
authentic and prominently displayed, good vision statements
can even help orient customers, suppliers, and other
stakeholders. Nonprofits often excel at having 
compelling, simple vision statements. The Alzheimer’s
Association, for example, is dedicated to 
“a world without Alzheimer’s.” And Oxfam envisions 
“a just world without poverty.” A vision statement is a simple
but foundational element of culture.
2. Values: A company’s values are the core of its culture. While a
vision articulates a company’s purpose, values offer a set of guidelines
on the behaviors and mindsets needed to achieve that vision.
McKinsey & Company, for example, has a 
clearly articulated set of values that are prominently communicated to
all employees and involve the way that firm vows to serve clients,
treat colleagues, and uphold professional standards. 
3. Practices: Of course, values are of little importance unless they
are enshrined in a company’s practices. If an organization professes,
“people are our greatest asset,” it should also be ready to invest in
people in visible ways. Wegman’s, for example, heralds 
values like “caring” and “respect,” promising prospects 
“a job [they’ll] love.” And it follows through in its company practices,
ranked by Fortune as the fifth best company to work for. Similarly, if
an organization values “flat” hierarchy, it must encourage more junior
team members to dissent in discussions without fear or negative
repercussions. And whatever an organization’s values, they must be
reinforced in review criteria and promotion policies, and baked into
the operating principles of daily life in the firm.
4. People: No company can build a coherent culture without
people who either share its core values or possess the willingness
and ability to embrace those values. 
5. Narrative: Marshall Ganz was once a key part of Caesar
Chavez’s United Farm Workers movement and helped structure
the organizing platform for Barack Obama’s 2008 presidential
campaign. Now a professor at Harvard, one of Ganz’s core areas
of research and teaching is the power of narrative. Any
organization has a unique history — a unique story. And the
ability to unearth that history and craft it into a narrative is a core
element of culture creation. The elements of that narrative can be
formal — like Coca-Cola, which dedicated an enormous resource
to celebrating its heritage and even has a World of Coke
museum in Atlanta — or informal, like those stories about
how Steve Jobs’ early fascination with calligraphy shaped the
aesthetically oriented culture at Apple. But they are more powerful
when identified, shaped, and retold as a part of a firm’s ongoing
culture.
6. Place: Why does Pixar have a huge open
atrium engineering an environment where firm
members run into each other throughout the day and
interact in informal, unplanned ways? Why does
Mayor Michael Bloomberg prefer his staff sit in
a “bullpen” environment, rather than one of separate
offices with soundproof doors? And why do tech firms
cluster in Silicon Valley and financial firms cluster in
London and New York? There are obviously
numerous answers to each of these questions, but one
clear answer is that place shapes culture.
 CASE STUDY
Solution Inc. was a leading Car manufacturing company. The
company earned an annual income of $5 trillion. It was one
of the most successful companies in the country. On 18th
 January, 2014the company faced a loss of $ 5 million when
2000 of their employee walked out the company. Solution
Inc. approached HR Solution Result Consultant (HSRC) to
investigate on the problem. After analysing the situation
HSRC concluded that indirect but rapidly destabilizing
feature in team dynamics which needed practical
investigation and correction. HSRC invited a selected group
of leaders from Solution Inc. to attend 3 day workshop
which was focused on finding, identifying and correcting the
destabilizing features in the team dynamics. The workshop
was planned using proprietary, fun but well-provenance
techniques for Investigating these dynamics, the “survival
terrain” of work team at the plant. The workshop
addressed how to tackle complicated cultural instability
The workers returned to the company and a similar
event never occurred in the company. The
confidence among the employees
increased.Question1.

What do you understand by team building?

What was the problem faced by the Solution

inc.?

What was the solution HSRC came up with?

And what was the result?
 Answer
1.Team building is defined as “Philosophy of job design in which
employees are viewed as members of interdependent teams
instead of as individual workers” Individual employees are
identified, united to form a team that stays and works together
to achieve the given  task. 

2.The company’s problem was that indirect but rapidly

destabilizing feature in team dynamics.

3.HSRC conducted 3 day workshop which was focused on

finding, identifying and correcting the destabilizing features in
the team dynamics. The workshop was planned using
proprietary, fun but well-provenance techniques for
investigating these dynamic the “survival terrain” of work team
at the plant. The workshop addressed how to tackle complicated
cultural instability. As result the such event never occurred in
the company. the confidence among the employees increased.