This paper analyzes leadership styles, organizational culture, and structures in contemporary organizations, drawing on both theoretical frameworks and personal workplace experience. It examines how leaders balance achievement-oriented and directive approaches while maintaining ethical standards, explores the relationship between organizational structure and culture, evaluates leader performance through the lens of ethical conduct, and identifies best practices for employee motivation through intrinsic and extrinsic rewards. The paper addresses challenges posed by workforce diversity in a globalized economy and proposes effective business strategies, including the establishment of a Chief Diversity Officer role, to foster inclusive workplace cultures. Throughout, the paper emphasizes that successful modern leadership requires alignment between stated values and demonstrated conduct, coupled with intentional efforts to develop employees and manage organizational diversity.
Companies today must formulate and implement programs to attract qualified personnel and provide rewards that ensure these talents are retained. To remain competitive in the current market, a company's management must develop programs that address issues related to organizational culture and structure, diversity, ethical conduct, and the continuous evolution of the international market.
In my previous employer, the CEO used both achievement-oriented leadership and directive leadership styles. Through line managers, employees were informed of what was required of them. Specific guidelines were issued to each employee, detailing how assigned tasks were to be accomplished. The company operated on a daily schedule specifying what was to be completed at the end of each day, and performance standards ensured that all employees adhered to established rules and regulations.
Moreover, the line manager met with every employee in their department to set challenging but achievable goals. Through regular correspondence and leadership, it was evident that the company functioned under a highly structured environment. It was mandatory for each employee to complete and pass yearly courses on ethical behavior and compliance. In addition, several other courses were implemented to reinforce the company's culture.
In 2011, the company purchased another business through acquisition. The acquisition process was controversial from the beginning. Prior to the acquisition, employees generally considered the CEO a positive leader. However, following the acquisition, information circulated that the CEO was involved in corrupt dealings during the acquisition negotiations. As a result, the CEO was investigated by both state and federal officials. It was later proven that the CEO was culpable, which had a negative impact on the organization's reputation and employee morale.
Organizational structure is defined as the horizontal and vertical arrangement of jobs and authority within a company (Williams, 2012). A company selects its structure based on its size, the industry in which it operates, and its marketing strategy (Zaccaro & Klimoski, 2001). The company I currently work for is small in size; because of this, it uses a flat organizational structure. Under a flat organizational structure, there are no middle-level managers. This arrangement allows senior management to interact directly with customers and frontline employees.
Beyond organizational structure, each organization possesses its own culture—a set of shared beliefs, attitudes, and values among members of the organization. Organizational culture determines the acceptable way of conducting business within the organization (Ybema, Yanow & Sabelis, 2011). As part of my company's culture, employees strive to deliver the best service quality to the community with the highest possible level of integrity and respect. Because of the company's culture, structure, and size, the organization's approach to team development has always been positive. With fewer employees whose skills complement one another, it is much simpler for each individual to be accountable in pursuing a shared purpose, attaining performance goals, and enhancing interdependent work processes.
Performance appraisal is a procedure used to assess how well employees are performing their jobs (Williams, 2013). In the first two years at my previous company, the CEO carried himself as a leader who strongly valued organizational culture, structure, social responsibility, and ethics. However, his involvement in unethical practices and eventual prosecution significantly damaged his ethical reputation.
Taking into account the strong ethical culture that employees were urged to embrace, it was highly disappointing when news broke that the CEO had been involved in such unethical conduct. When a leader is revered for running a company on strong ethical grounds and uses effective communication to ensure that subordinates understand and adhere to those standards, it is difficult to comprehend when the same leader engages in dubious business practices contrary to the company's beliefs and values. The company had high performance standards and goals; however, following the CEO's misconduct, it was very difficult for employees to remain motivated and empowered.
Leaders can motivate their employees using intrinsic and extrinsic rewards and by addressing effort and performance need satisfaction (Williams, 2013). Job performance is determined by three basic factors: situational constraints, an individual's ability, and motivation (Williams, 2013). Job performance is defined as how well a person performs their role; motivation is the level of effort applied to doing the job well; ability refers to the talent, knowledge, and skills required to perform well; and situational constraints refer to resources, policies, and tools that negatively impact job performance if they are not provided.
An organizational leader can motivate employees by ensuring they possess the necessary abilities and are provided with the necessary situational constraints to succeed in their work. Similarly, need satisfaction involves the psychological or physical requirements that must be met to ensure the continuous existence and well-being of employees. Employees tend to gain motivation from their unmet needs; therefore, it is important for leaders to possess the skills to identify these unmet needs and develop avenues for addressing them.
Needs are primarily categorized into two types: low-order and high-order needs. Low-order needs are founded on physiological, safety, and existence requirements. High-order needs are based on accomplishment, relationships, influence, and challenges (Williams, 2013). Leaders must understand that high-order needs cannot effectively motivate employees unless the low-order needs have already been met. Provided the leadership understands that employee needs continuously evolve and that these needs must be fulfilled, the workforce will continue to be motivated.
Extrinsic rewards are tangible rewards given to employees to recognize their behaviors or performance in particular tasks (Williams, 2013). Leaders decide who should receive rewards, the amount of the reward, and how frequently rewards should be issued. Examples of extrinsic rewards include company shares, pay, job promotion, and other benefits. Extrinsic rewards can be used to attract new employees to the company, motivate existing employees to remain with the company, and encourage effective performance of their functions.
Intrinsic rewards are those that come naturally and are linked with job performance (Williams, 2013). An employee feels intrinsically rewarded when they experience a sense of accomplishment and responsibility. Understanding both reward types allows leaders to create comprehensive motivation strategies that address diverse employee needs and preferences.
"Globalization and workforce diversity challenges"
"CDO roles and cultural sensitivity initiatives"
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