Integrating Management Competencies Development with an Organizational Culture Formation

Transcription

1 DOI: /rga Itegratig Maagemet Cmpetecies Develpmet with a Orgaizatial Culture Frmati Karel Pavlica, Eva Jaršvá 2, Rbert B. Kaiser 3 Škda Aut Uiversity, Departmet f Maagerial Psychlgy ad Scilgy, Na Karmeli 457, Mladá Bleslav, Czech Republic, karel.pavlica@skda-aut.cz 2 Uiversity f Ecmics, Prague, Departmet f Maagerial Psychlgy ad Scilgy, W. Churchilla 4, Prague 3, Czech Republic, evajar@vse.cz 3 Kaiser Leadership Slutis, 903-G Ashwd Ct., Greesbr, NC, USA 27455, rkaiser@kaiserleadership.cm The paper presets the first results f the IGA/202/7 prject Versatility f Orgaizatial Maagemet ad its Reflecti i the Area f Orgaizatial Culture. The paper tries t aswer i particular a questi if there exist ad what are the relatis betwee a prcess f maagemet cmpetecies develpmet ad prcess f rgaizatial culture creati ad chage. The research is based up tw methds: () Leadership Versatility Idex (LVI ) ad Deis Orgaizatial Culture Survey (DOCS). The research data are preseted i a frm f tw cases. Qualitative aalysis f these data has led t tw prelimiary cclusis: () Sme f the research expectatis ccerig a existece f the relatis betwee rgaizati s maagemet ad rgaizatial culture might be cfirmed i a future; (2) DOCS data ca brig a ew light the LVI results ad the prcess f maagemet cmpetecies develpmet. They help maagers t uderstad that a chage ad develpmet f their maagemet cmpetecies is t their persal busiess but a eed with imprtat strategic csequeces fr the whle rgaizati. Reliable aswers t all research questis ad hypthesises are cditied by a statistical aalysis f the data cllected i mre rgaizatis, hwever. Key wrds: leadership, maagemet,, rgaizatial culture, cmpetecies develpmet Itrducti This paper presets the first results f a three years lg research prject fcused a idetificati f the relatiships betwee rgaizatis maagemet ad rgaizatial culture. As such it is based up the fidigs (i.e. Mrga 986, Hllad 997; Hga 2006, Kaiser ad Overfield, 200, Hartell et al., 20) abut a existece f the relatiships betwee persality f the key rgaizatial maagers ad ier rgaizatial evirmet. O a theretical level the prject refers t the tw cceptis: () thery f versatile leadership (i.e. Kapla ad Kaiser 2006; Pavlica et al. 200) which represets a ew rigial apprach t leadership defiiti as well as t maagemet cmpetecies measuremet ad develpmet; (2) Deis s dyamic mdel f rgaizatial culture (Deis et al. 202). These appraches will be described i a mre detailed way i chapter 2 (Methds). O a mre practical level this prject tries t itegrate ad harmize a prcess f maagers cmpetecies develpmet with a prcess f rgaizatial culture maagemet. Histry ffered us tes f the differet views f leadership i rgaizatis, hwever ly a limited umber f these theries have fud a wider applicati i cmpaies durig the past 40 years. Ctigecy apprach. As its mai authrs are usually preseted Vrm ad Yett (Oslad et al., 200). As the mai ambiti ad gal f this apprach ca be see a attempt t defie priciples ad rules determiig effectiveess f the differet leadership styles. This thery has uprted a myth abut a existece f e ptimum leadership style. Appraches based up crss-cultural research. As their father has bee idetified Dutch psychlgist Hfstede (Gatley et al., 996). The mai ctributi f Hfstede Received: 20 th August 203; revised: 5 th September 203; accepted: 30 th September

2 ad his fllwers rests i a demstrati f the relatis betwee particular leadership styles effectiveess ad a wider cultural evirmet. Situatial leadership thery which has bee usually assciated with Hersey ad Blachard (993). This ccepti stresses a eed t base a maagemet ad develpmet f the emplyees up a systematic assessmet f their persal ad prfessial maturity. Cachig which has becme strgly ifluetial durig the tw past decades (i.e. Whitmre 2009). This view stresses a eed t apprach differet scial subjects (idividuals, grups ad rgaizatis) as autmus etities which are themselves capable t maage effectively bth their (persal) prblems ad the prcess f their w develpmet ad learig. Paradx apprach (als Cmpetig Values Framewrk ) prpsed i 80-ies f the past cetury by a America scilgist Qui (Oslad et al., 200, Kaiser ad Overfield 200). Qui argued that cflictig eeds (rietati twards huma relatis VS twards ratial gals; fcus iteral prcesses VS fcus peig the system t exteral affects) are iheret i cmplex rgaizatis. 360 feedback methdlgy which has bee used widely durig the past decade. This apprach tries t icrprate bjectivity it the prcess f leadership effectiveess measuremet. Maagers are usually evaluated by their superirs, clleagues ad subrdiates. All f the cceptis listed abve have delivered several imprtat messages abut leadership: Particular effectiveess f each leadership style is always cditied by a cmplex f the differet exteral culture, rgaizati, situati at had, emplyees etc. factrs. Maagers atteti t ad evaluati f the exteral cditis shuld be cmbied with a idividual apprach t emplyees. Cachig represets a useful leadership ad staff develpmet techique. Each maagemet style/behavir has its cmpetig / cflictig hwever fuctial ppsite. Differet maagerial appraches ad techiques shuld be cmbied i a flexible ad t a specific ctext/situati respsive way. The prcess f a rgaizati s maagemet cmpetecies develpmet becmes mre effective whe it refers t the results f the istrumets prvidig a feedback mediated by differet grups f scial actrs maagers superirs, clleagues, subrdiates etc. Regardless t their value ad ctributi it is pssible t idetify als sme f the limitatis ad liabilities f the ppular leadership theries ad appraches: Smetimes t cmplicated ad abstract recmmedatis ad techiques. This is bvius i particular a ctigecy apprach. Simplified percepti f maagerial wrk ad rle i.e. cmm attempts t squeeze maagers it e f the traditial leadership styles (autcratic, demcratic, liberal etc.). These attempts are based a belief i a existece f a typical mdel f a idividual behaviur. Several imprtat facts have bee igred i this respect, hwever: () Psychlgical research demstrates that a ccurrece f the pure types is rare majrity f the ppulati fall withi the s called mixed types. (2) I a lg-term perspective each idividual behaves ctradictry eve the mst utstadig autcrat ca behave as a liberal smetimes ad the ppsite. (3) Styles ted t be defied i a ctrast way as mutually self-exclusive alteratives. Withi each f them it is pssible t apply the same cducts ad skills, hwever i.e. a fact that a certai maager has bee labelled as a autcrat des t mea ecessarily that he/she cat liste r discuss as a liberal r demcrat. Predmiatly behaviuristic view f the maagerial cmpetecies as the cducts idepedet maager s persality ad rgaizatial ctext. Ccepti f versatile leadership refers t tried elemets f the appraches listed abve (i particular t Cmpetig Values Framewrk ad Situatial leadership) ad ffers a prmisig alterative fr vercmig their mai limitatis. It pits t a fact that tday s maagers wrk i a cmplex wrld. Every decisi ca be a trade-ff i a ecmy fraught with paradxical demads: Cmpaies we cmpete with i e area may be ur parters i ather. Maximizig prfits tday fte cflicts with ivestig i tmrrw. The eed t prduce ca clash with ccer fr peple ad huma limits. T be up t the task, maagers must be equally cmplex i their leadership (Pavlica et al., 20). Beig a cmplex leader bils dw t the ability t play multiple rles, eve ctradictry es, withut emphasizig sme at the expese f thers. Versatility meas the ability t use ppsig appraches, urestricted by a bias i favur f sme ways f leadig ad a prejudice agaist thers. Versatile leadership ca be see als as a ew way f uderstadig flexibility adjustig e s leadership style, methds, r apprach i respse t differet r chagig ctextual demads i a way that facilitates grup perfrmace (Kaiser ad Overfield, 200: 06) i the area f maagemet ad leadership. The extet t which maagers are versatile is highly related t a team effectiveess. Statistical studies shw that average effectiveess multiple crrelati is R = 0,7, squarig this result leads t R² = 0,50. This meas that accuts fr half f what separates the mst well-regarded leaders frm the least well-regarded (Kaiser ad Kapla 2007). A degree f maager s als psitively crrelates with a lg-term success i his/her career (Kapla ad Kaiser, 2006, Pavlica et al., 200). The secd theretical uderlyig ste f ur prject is represeted by Deis s view f rgaizatial culture. Als this appraches refers t the Qui s Cmpetig Values Framewrk ad as such it ca be cceptually related t the versatile view f leadership. Deis ad his team (Deis et al., 202) has tried t uderstad the cultural traits that explai the differece betwee high- ad lw-perfrmig rgaiza- 87

3 tis. Their studies have led t a prpsal f a dyamic mdel which helps t idetify bth deficits ad imbalaces i the area f rgaizatial culture. I referece t the facts preseted abve this prject tries t aswer the fllwig basic questis. Lg term research cducted by the authrs f the versatile leadership ccepti prves sigificat relati betwee maagers ad effectiveess (prductivity ad vitality) f their teams. Is it pssible t idetify als relatis betwee the f the key rgaizatial maagers ad rgaizatial culture as it has bee defied ad measured by the Deis s mdel f rgaizatial culture? What are the differeces betwee cultures i rgaizatis maaged by versatile ad lpsided maagers? Des it make sese t itegrate a prcess f maagemet cmpetecies develpmet with a prcess f rgaizatial culture frmati ad chage? The research data we have cllected ad aalysed durig the first year f the prject are fferig a partial aswer t the last basic questi. 2 Methds As was metied abve this part f ur paper ffers mre detailed descriptis f the versatile leadership ccepti ad f the Deis s mdel f rgaizatial culture, icludig uique research techiques based up these appraches. After this additial research questis ad expectatis are articulated. As it has bee idicated befre, represets a way which thiks abut leadership i terms f pairs f ppsites, ppsig frces that are bth useful ad cmplemetary (Kapla ad Kaiser, 2006; Pavlica et al., 200). May ppsig dimesis f leadership have bee idetified ver the years: autcratic vs. demcratic, task-rieted vs. peple-rieted, iitiative vs. csiderati, chage vs. stability, trasfrmatial vs. trasactial, ad s. Cmm t these pairigs is that each side is a imprtat fucti that has its place i effective leadership. Either/r w t d; rgaizatis require leaders t be bth/ad whe it cmes t these ppsig ways f leadig. Tw brad distictis have bee jied t prvide a iclusive mdel f ppsites that make up maagerial wrk. First is Jh Ktter s classic disticti betwee leadership versus maagemet. Ktter described maagemet as dig thigs right ad achievig efficiecy ad predictability thrugh cmmad ad ctrl. I ctrast, he prtrayed leadership as dig the right thigs ad ispirig peple with a visi f chage. A secd brad disticti is betwee the iterpersal aspects f leadership ad the rgaizatial aspects f leadership. The iterpersal part ccers hw e leads, ad largely revlves arud a self-assertive, directive style versus a mre iclusive, supprtive style. The rgaizatial part ccers what e leads ad revlves arud the techical ad tactical details f executi i the shrt-term versus plaig ahead t psiti the rgaizati r team with a strategy fr the future. Cmbiig the Maagemet versus Leadership disticti with the Hw versus What disticti leads t the mdel f ppsig behavirs (Kaiser ad Overfield, 200) preseted belw (see Figure ). Degree f maagers is measured by the meas f 360 feedback tl Leadership Versatility Idex (LVI ). Mst f the existig 360s use 5-pit ratig scales. Their prblem is that they d t idicate whe maagers d smethig t much. Istead, they seem t assume that mre is better ad imply that a high scre is the best scre. Furthemre they d t tease apart verdig it ad uderdig it as distict surces f ieffectiveess. T remedy this prblem a ew ratig scale (curviliear scale, see Figure 2) was develped. It rages frm 4 t + 4. Values frm 4 t represet degrees f t little (deficits i maager s cduct), values frm + t +4 represet degrees f t much (excesses i maager s behaviur). Ratigs 0 represet right amut f a particular maagerial behavir, apprach r techique (Kaiser ad Kapla, 2007). Iterpersal Hw Orgaizatial What Maagemet Achievig efficiecy thrugh cmmad ad ctrl Self-assertive ad directive Takes charge Declares Pushes Shrt-term, peratial Executi Efficiecy Order Figure. A mdel f ppsig behavirs T little The right amut 0 Figure 2. Curviliear ratig scale Leadership Ispirig peple with visi ad chage Iclusive ad supprtive Empwers Listes Supprts Lg-term, strategic Directi Grwth Ivati T much I accrdace t a mdel f ppsig behaviurs the LVI measures maager s alg tw dimesis represeted by ppsites betwee: () Self-assertive, directive ad Iclusive, supprtive behaviur; (2) Shrt-term executive/ peratial ad Lg-term strategic behaviur. Each ple is represeted by 2 items, the whle techique ctais 24 pairs f ppsig statemets descriptis f specific maagerial behaviurs (i.e. Pushes peple hard vs Shws appreciati; Future rieted vs Results rieted). LVI measures als maagers s effectiveess i terms f a prductivity (vlume 88

4 ad quality f the utputs) ad vitality (mrale, egagemet with wrk ad grup chesiveess) f his/her team. Research with the LVI als shws that truly wellruded ad versatile maagers are i the mirity. Versatility scres are percetages that ca be iterpreted like letter grades i schl, where higher percetages idicate mastery: 90% A, 80% B, 70% C etc. The average versatile scre i Kapla DeVries Ic. rmative database (with ratigs fr 23 seir maagers) is 8%, a lw B (Kaiser ad Kapla, 2007). I fact, just ver half f maagers get B s ad abut 40% get lwer tha a B, while ly 6% get a A (see Figure 3). There exist tw pssible geeral reass explaiig why d s may maagers lack. It may be that leadership is like ay ther skilled perfrmace; it takes talet, years f practice, hard wrk ad ccetrated study t master. It als may be that a ew paradigm f leadership is emergig t deal with icreased cmplexity ad a faster pace f chage ad this requires multifaceted maagers like ever befre. Either way, the ext questi is hw ca maagers expad their repertire ad becme mre versatile leaders? A key t the sluti is a assessmet tl that idetifies hw versatile the leader is w, icludig clear streghts, streghts verused, as well as shrtcmigs. This is precisely what LVI was desiged t d. Overall Versatility Percetage f Maagers 90% 00% 6,% 80% - 90% 54,4% 70% - 80% 3% 60% - 70% 7,5% Belw 60% % Figure 3. Distributi f Versatility Scres Much f mder maagemet develpmet is based behavirism. These appraches start ad ed with behavir: behavir-based assessmet, behavir mdelig, behavir based pefrmace cachig, ad s frth. Of curse, behavir is the bttm lie whe it cmes t perfrmace. Perfrmace, hwever, is t a matter f behavir ale; it is als the prduct f midset ad emti (Hga ad Kaiser, 2005; Hga, 2006). The LVI is ideally suited fr settig up bth the uter wrk ad the ier wrk f develpmet. The uter wrk f develpmet ivlves directly chagig behavir. I the case f smethig a maager des t little, the eeded chage is t d mre. This may ivlve a elemet f cerci because maager must make himself d smethig he has eglected r avided. I the case f verkill, the eeded chage is t d less. This requires maager t ease up ad be mre selective. Direct attempts t chage behavir may ly g s far. The ext questi is, the why des the trublesme behavir persist? The reass give may be thigs ut there i the wrk evirmet, but mre leverage may be iside the maager. Grwig as a leader fte higes grwig as a pers (Kapla ad Kaiser, 2006). Persal develpmet meas that the path t imprvig e s leadership may require a thughtful examiati f basic beliefs ad emtial ivestmets. It ca start with a few simple, ever s practical questis: Why d yu d t much here what cmpels yu? Why d yu d tlittle there what hlds yu back? Experiece shws, that behid a lpsided leadership there fte is: Crked thikig. Sme maagers have a icmplete ad/r icrrect uderstaig f their jb.they are aware f ly e side f the whle stry they may believe i the eed t achieve the results while verlkig the peple side, fr example. Faulty gauges. Sme maagers have a truble judgig hw much is t much. Just as a brke thermstat ca verheat r chill a rm, a faulty gauge ca cause a leader t g verbard, r cme up shrt. Plarized values. Lpsided leadership fte rests plarized values, where e side is idealized ad the ther is devalued. O e had, sme maagers ca t imagie such a thig as t much f smethig they believe i. Csequetly, they are liable t verd it. O the ther had, they will fte disparage the cmplemetary apprach. Fears. There ca be a fear the part f verly directive idividuals f t beig pwerful eugh that prduces the excess. Ad there ca be a fear the part f verly supprtive maagers, f becmmig a exaggerated versi f frcefuless, as if mvig i that directi meas beig arrgat, rude r abrasive. Urecgized streghts. Sme peple may fail t appreciate their w streghts, either i terms f particular skill r e s capability i geeral. Uderratig eself ca cmpel a maager t try t hard t cmpesate; uderestimate, verd. It ca als prmpt a idividual t avid certai tasks fr fear f t perfrmig well; uderestimate, uderd. Versatile leadership ccepti represets a prgressive apprach which ispires further research activities. Oe f them is represeted i ur prject by a attempt t apply a idea f a wider rgaizatial scale, i particular t aalyse what are the relatis betwee maagemet s (ad csequetly maagemet cmpetecies) ad rgaizatial culture. After discussig ur prject s aims with bth ur research clleagues frm Kapla DeVries Ic. ad experts frm Deis Csultig (see Ackwledgemets), we have decided t use Deis Orgaizatial Culture Survey (DOCS) as a apprpriate methd fr rgaizatial culture aalysis. Studies cducted by Deis ad his clleagues (Deis et al, 202) have idetified the fur basic traits f rgaizatial culture missi (sese f purpse ad directi that allws t defie rgaizatial gals ad strategies), adaptability (degree f flexibility ad respsiveess t busiess evirmet), ivlvemet (cmmitmet f all rgaizatial members t wrk ad gals), ad csistecy (set f cre values, rules ad practices that crdiate ad itegrate behaviur f rgaizatial members). These basic traits ca be liked t differet perfrmace measures such 89

5 as prfitability, sales grwth, quality, ivati, ad market value. Out f these studies a rigial way t measure culture DOCS was develped. Like a versatile view f leadership als Deis s mdel f rgaizatial culture fcuses a set dyamic ctradictis/tesis that must be maaged. I particular DOCS highlights fur such tesis: () the trade-ff betwee stability ad flexibility; (2) the trade-ff betwee iteral ad exteral fcus; (3) tesi betwee iteral csistecy ad exteral adaptability; (4) tesi betwee missi ad ivlvemet (Deis et al., 202). The cre f DOCS is a sixty-item survey, with fiftee questis abut each trait (all traits are defied by the meas f three idexes see Figure 4). The survey uses five-pit Likert scale i which = strgly disagree ad 5 = strgly agree. Research shws (Deis et al., 202) that a effective rgaizati scres high all traits ad idexes. Exteral fcus Iteral fcus Adaptability Creatig chage Custmer fcus Orgaizatial learig Ivlvemet Empwermet Team rietati Capability develpmet Flexible Missi Strategic directi Gals Visi Csistecy Cre values Agreemet Crdiati/ itegrati Stable Figure 4. DOCS mdel f rgaizatial culture Keepig the basic questis (see Itrducti) i mid a additial research questi has bee frmulated: Which DOCS traits ad idexes crrelate with a verall maagers? Which DOCS traits ad idexes crrelate with partial maagers, represeted by scres fr directive VS supprtive, ad peratial VS strategic leadership? I respect t the ature ad ctet f LVI ad DOCS als fur wrkig hypthesises have bee prpsed: We expect that rgaizatis with highly versatile maagemet (average idexes values 85% ad abve) will scre high (average values 4,0 ad abve) als DOCS traits ad idexes. At the same time we expect that rgaizatis with lpsided maagemet (average idexes values 70% ad belw) will scre lw (average values 2,5 ad belw) DOCS traits ad idexes. We expect psitive crrelatis betwee verall maagemet ad DOCS traits ad idexes values. We expect psitive crrelatis betwee the scres fr partial a dimesi lg-term (strategic) VS shrt-term (peratial) leadership ad the values fr the DOCS traits missi, adaptability ad csistecy. We expect psitive crrelatis betwee the scres fr partial a dimesi directive VS supprtive leadership ad the values fr the DOCS trait ivlvemet. The whle prject has bee scheduled fr a perid f three years. It has started i Jue 202 ad shuld be fiished i Jue 205. The data will be cllected i the large ad middle size rgaizatis peratig a Czech market. Bth methds LVI ad DOCS were traslated t Czech by the back traslati techique. 3 Results I Jue 203 a basic aalysis f the data cllected i tw middle rgaizatis was fiished. O e had it is t little ifrmati fr aswerig all f ur research questis ad wrkig hypthesises. O the ther had these data ca illustrate hw the prcesses f maagemet cmpetecies develpmet a rgaizatial culture maagemet fit tgether. The results are preseted i a frm f tw shrt cases. I each f these cases the research team prceeded i the fllwig way: Iitial wrkshp with the members f a rgaizati s tp maagemet. Durig this the gals f the prject (icludig what are the ptetial practical beefits fr a cmpay) ad ature f LVI ad DOCS were explaied. Data cllecti. The LVI was applied a sample f tp maagers. After this DOCS was distributed t all emplyees ad maagers f a rgaizati. Wrkshp fcused the LVI results. First, grup f maagers participatig i the prject were explaied hw t uderstad the LVI results. Secd, researchers prvided all f the maagers with idividual cachig iterview fcused i depth uderstadig f received LVI reprts as well as a idetificati f the key persal stregths ad weakesses (deficits ad excesses i the area f leadership ad maagemet cmpetecies). At the ed f the iterview the maagers were asked t prepare the persal develpmet plas. Fial wrkshp fcused the DOCS results presetati as well as a idetificati f their liks t the data btaied by the meas f the LVI. Case : Mechaical Egieerig Cmpay The first rgaizati we have aalysed was a Czech brach f a iteratial mechaical egieerig cmpay. It emplys mre tha 00 peple ad its tp maagemet is represeted by 9 peple. The cmpay perates a Czech market fr mre tha te years. A ew yug directr has bee appited (the frmer e retired) whe we established iitial ctacts ad cperati with its maagemet. A majr ambiti f a ew directr was t make his rgaizati mre cmpetitive ad autmus. Tgether with the HR maager he appreciated a ffer t participate i ur research prject as a pprtuity t get a qualified feedback abut rgaizati s ad its maagemet develpmetal ptetial ad eeds. As the first techique was applied the LVI a sample f 9 maagers. There average experiece with maagerial psiti ad wrk is 5 years (miimum 2 years, maximum 90

6 years) what idicates that the maagemet team is relatively yug. Figure 5 shws the average LVI scres fr the grup. Grup average Overall Directive/ supprtive Operatial/ strategic 82% 80% 83% Figure 5. Average scres f the maagers frm rgaizati Accrdig t these data the rgaizati s maagemet team scres are either excellet r pr. Nrmative database (see Methds) shws that the scres betwee 80% - 90% are the mst cmm amg the maagers. This rgaizati s maagemet team as a whle defiitely has a ptetial t be successful ad effective i a future. The lwest scre (80%) was reached fr a dimesi Self-assertive, directive VS Iclusive, supprtive leadership. This idicates that prbably the majr challeges i the area f the maagemet cmpetecies develpmet are assciated with hw the maagers apprach ad lead their staff. A deeper isight it this area ca ffer us a verview f the majr excesses (see Figure 6) ad deficits (see Figure 7). As a majr excess was uderstd a item which a maager was rated by all his/her c-wrkers (superirs, clleagues, subrdiates) by a value ad abve average. As a majr deficit was uderstd a item which a maager was rated by all his/her c-wrkers (superirs, clleagues, subrdiates) by a value - ad belw average. Letter idexes items have the fllwig meaig: f = item represets directive, e = item represets supprtive, = item represets peratial, s = item represets strategic ple f leadership. Item Frequecy 8f: Defeds his/her psiti des t back 3 dw easily. (Declares) 9f: Pushes peple hard. (Pushes) 2 2f: Takes the iitiative seizes the pprtuity t lead. (Takes charge) 2 3f: Sets clear expectatis tells peple what t d. (Takes charge) 3e: Gives peple the latitude t decide hw t d their jbs hads-ff. (Empwers) Figure 6. The majr excesses withi a maagemet team f rgaizati All f the majr excesses fall withi a dimesi directive / supprtive leadership. Eight (8) ut f ie (9) strg excesses represet a ple f Self-assertive, directive apprach t peple. Whe related t geeral areas f maagemet cmpetecies these results shw that sme members f the maagemet team ted t declare themselves t much (as the ppsite t cmpetece f listeig ), ted t take charge t much (as the ppsite t cmpetece f empwerig peple) ad ted t push peple t much (as the ppsite t cmpetece f supprtig ). Item Frequecy 5s: Expasive aggressive abut grwig 4 the busiess. (Grwth) 6s: Ambitius t imprve the rgaizati lauches may chage iitiatives 3 (Grwth) 7s: Willig t make bld mves. (Grwth) 3 s: Speds time ad eergy lg-term 2 plaig future rieted (Directi) 2s: Thiks strategically takes a high level 2 view f where the uit is gig. (Directi) 6e: Draws peple ut wats t kw 2 where they stad. (Listes) e: Sesitive careful t t hurt the 2 ther pers s feeligs (Supprts) 5e: Participative icludes peple i makig decisis. (Listes) 7e: Ope t ifluece ca be persuaded t chage his/her mid. (Listes) 3e: Gives peple the latitude t decide hw t d their jbs hads-ff. (Empwers) 9f: Pushes peple hard. (Pushes) 2 Figure 7. The majr deficits withi a maagemet team f rgaizati Mst f the deficits (4) represet cmpetecies assciated with strategic leadership. Members f the maagemet team ted t be (0 cases) t little rieted rgaizati s grwth (as the ppsite t peratial rietati efficiecy ) ad (4 cases) t little ccered with directig a rgaizati twards future perspectives (as the ppsite f peratial rietati executi ad immediate results). Fur (4) idetified strg deficits are assciated with listeig t peple crrespd t excesses i the area f declarig beig t decisive, frthcmig ad eve stubbr. Tw tter deficits are assciated with supprtig peple ad e with empwerig this als reflects a idetified veruse f the appraches based directive ad self-assertive leadership. Tw maagers have trubles with pushig peple twards persal respsibility ad high perfrmace. Durig the cachig iterviews we fud ut, hwever, that this verall lw ratig a item 9f is prbably a result f their uequal apprach t peple. Because f differet reass they ted t be t prtective twards sme f their subrdiates while at the same time they treat the rest (majrity) f their staff i a relatively strict ad tugh way. After the LVI we have applied DOCS as bth a resurce f ifrmati abut rgaizati s culture ad additial iterpretative framewrk fr uderstadig the meaig f scres. The DOCS data (see Figure 8) are preseted i tw frms: () averages average is calculated frm the all 9

7 ratigs a five pit scale; geerally gd are the values 4 ad abve; (2) percetiles they represet bechmark results based mre tha 000 rgaizatis rated by DOCS; i.e. percetile 80 meas that 20% f the cmpaies i database have reached the same r higher scre ad 80% f cmpaies reached the same r lwer scre a particular idex tha a rgaizati at had. Trait Idex Average Percetile Empwermet 2,93 7 Team rietati 3,00 6 Ivlvemet Capability develpmet 3,52 6 Cre values 3,25 2 Agreemet 2,93 9 Csistecy Crdiati & 2,93 27 itegrati Creatig chage 2,96 23 Custmer fcus 3,4 7 Adaptability Orgaizatial 3,26 55 learig Strategic directi ad itet 3,43 53 Missi Gals ad bjectives 3,4 43 Visi 3,0 45 Figure 8. DOCS results fr a rgaizati Accrdig t the averages themselves the culture f a rgaizati culd be easily perceived as a rdiary ad rmal e. The percetiles thus ffer us mre valuable ifrmati. Withi a dyamic perspective a culture f rgaizati ca be iterpreted i the fllwig way:. Tesi betwee iteral ( ivlvemet ad csistecy ) ad exteral ( adaptability ad missi ) fcus. I this respect it is bvius that rgaizati s maagemet pays much mre systematic atteti t the exteral circumstaces ad cditis tha t a cslidati ad effective maagemet f the iteral resurces ad prcesses (except f capability develpmet ). The first recmmedati ccers a eed t begi t pay a systematic atteti the iteral life f a rgaizati. 2. Tesi betwee stability ( missi ad csistecy ) ad flexibility ( adaptability ad ivlvemet ). Stable aspects f rgaizatial culture are, (except f a agreemet abut imprtat issues ad a clear/explicit defiiti f the cre values ) maaged mre effectively tha phemea ad prcesses assciated with bth iteral ad exteral vitality (except f capability develpmet ad rgaizatial learig ). The secd warig pits t a eed t defie ad implemet rules, priciples ad plicies which will make the rgaizati flexible ad ready fr acti. 3. Tesi betwee (iteral) csistecy ad (exteral) adaptability. There is a plety f rm fr a chage ad develpmet i bth f these areas f rgaizatial culture. O a side f csistecy the very lw percetiles fr idexes agreemet ad cre values idicate that clear rules ad rms defiig the areas f desirable/ apprpriate ad udesirable/iapprpriate behaviur have bee implemeted yet. O a side f adaptability there are the warig sigals that rgaizati lacks a custmer fcus (pssible reas is that mst f its busiess have bee mediated by a freig mther befre) ad abilities assciated with creatig chage (i.e. flexible wrkig prcedures, cperati betwee departmets, active seek fr the ew pprtuities). 4. Tesi betwee missi ad ivlvemet. O this level f a aalysis a ctrast betwee relatively well elabrated rgaizati s missi ad pr ivlvemet f its emplyees (except f fcus capability develpmet ) deserves ur atteti. Strategic visis, gals, itets etc. shuld be brught t life thrugh a active participati f the emplyees their defiiti ad by the meas f establishig cperative relatis ad spirit acrss the whle rgaizati. It is pssible t idetify several iterestig liks betwee the LVI ad DOCS results. First f all rgaizati s culture deficit i the area f empwermet crrespd t the LVI fidigs abut imbalaces a dimesi f directive VS supprtive leadership maagers ted t base their leadership style cmpetecies assciated with directive ad self-assertive appraches at the expese f supprtig, empwerig ad listeig t their subrdiates (see Figures 6 ad 7). The rgaizati s culture deficits i the areas f creatig chage ad custmer fcus ca be related t the LVI deficits i the area f cmpetecies assciated with strategic leadership, i particular rietati grwth (i.e. grwig the busiess, persal will t take a risk, lauchig chage iitiatives) ad directig a rgaizati twards future (i.e. strategic thikig, lg term-plaig). Orgaizati s culture deficits i the area f team rietati crrespd up t a certai degree with the LVI fidig ccerig team effectiveess (this was t preseted abve). Six (6) ut f ie (9) teams led by the rated maagers were evaluated as the grups with relatively lw effectiveess (belw 50 percetile i a lg term database) bth prductivity (quatity ad quality f utputs) ad vitality (climate, cmmitmet, chesiveess) measures. It is pssible t say that DOCS data have t ly mediated a useful feedback abut rgaizatis culture but that they brught a ew light the LVI results. LVI results were rigially preseted as a ifrmati abut the degree f persal (stregths, deficits ad excesses i the area f cmpetecies) f the maagers. It was mstly up the idividual maagers if they accept this feedback ad decide t chage their behavir ad attitudes. Illustrati f the liks betwee DOCS ad LVI help them t uderstad that a chage ad develpmet f their maagemet cmpetecies is t their persal busiess but a eed with imprtat strategic csequeces fr the whle rgaizati. After this isight 92

8 rgaizati s maagemet has decided t prepare a wrkshp fcused a detailed elabrati f bth idividual persal develpmet plas ad a pla fr a jit learig f the whle maagemet grup. They have als asked ur research team t give them a ew LVI ad DOCS feedback ext year. Case 2: Orgaizati prducig packagig The secd rgaizati we have aalysed was a Czech brach f a iteratial cmpay prducig packagig. It emplys app. 90 peple ad its tp maagemet is represeted by 4 peple. The cmpay perates a Czech market sice 997. Maagers felt that they shuld substitute their rather sptaeus attitude t idividual ad rgaizatial learig by a systematic apprach based a expertise. Als here we started with a applicati f the LVI. Average experiece f these 4 maagers with maagerial psiti ad wrk was 9, 5 years (miimum 4 years - directr, maximum 20 prducti maager). Figure 9 shws the average LVI scres fr the grup. Grup average Overall Directive/ supprtive Operatial/ strategic 82% 79% 85% Figure 9. Average scres f the maagers frm rgaizati 2 Similarly like i a case als these data preset the rgaizati s maagemet team as either excellet r pr. The lwest scre (79%) was reached fr a dimesi Selfassertive, directive VS Iclusive, supprtive leadership. This idicates agai that prbably the majr challeges i the area f the maagemet cmpetecies develpmet are assciated with hw the maagers apprach ad lead their staff. This des t ccer a (female) directr, wh scred 9% this dimesi. The ther maagers scres were 73%, 75% ad 76%. A deeper isight it this area ca ffer us a verview f the majr excesses (see Figure 0) ad deficits (see Figure ). Item Frequecy 2f: Takes the iitiative seizes the pprtuity t lead. (Takes charge) 2 4f: Steps i gets persally ivlved whe prblems arise. (Takes charge) 7f: Frthcmig tells peple what is his/her mid. (Declares) 8f: Defed his/her psiti des t back dw easily. (Declares) 9f: Pushes peple hard. (Pushes) 8: Seek efficiecies lks fr ways t ctai r reduce csts. (Efficiecy) Figure 0. The majr excesses withi a maagemet team f rgaizati 2 Six (6) ut f seve (7) majr excesses represet a ple f Self-assertive, directive apprach t peple. Whe related t geeral areas f maagemet cmpetecies these results shw that sme members f the maagemet team ted t take charge t much (as the ppsite t cmpetece f empwerig peple), ted t declare themselves t much (as the ppsite t cmpetece f listeig ), ad ted t push peple t much (as the ppsite t cmpetece f supprtig ). Oe maager is t much fcused efficiecy (represets ple f peratial leadership). Item 6e: Draws peple ut wats t kw where they stad. (Listes) 7e: Ope t ifluece ca be persuaded t chage his/her mid. (Listes) 9e: Shws appreciati ges ut f his/her way t make ther peple feel gd abut their ctributi. (Supprts) e: Sesitive careful t t hurt ther pers s feeligs. (Supprts) Frequecy Figure. The majr deficits withi a maagemet team f rgaizati 2 All majr deficits (4) represet cmpetecies assciated with supprtive leadership. Members f the maagemet team ted t be (2 cases) t little rieted listeig t peple ad (2 cases) t little fcused supprtig the subrdiates. I geeral the maagemet teds t prefer the use f directive ad self-assertive appraches at the expese f iclusive ad supprtive leadership. Ne f the strg deficits represets dimesi peratial - strategic leadership. The DOCS data fr rgaizati 2 are preseted i Figure 2. Trait Idex Average Percetile Empwermet 3,20 22 Team rietati 3,22 8 Ivlvemet Capability develpmet 3,8 7 Cre values 3,48 36 Agreemet 3,05 20 Csistecy Crdiati & 3,04 38 itegrati Creatig chage 3,26 66 Custmer fcus 3,35 28 Adaptability Orgaizatial 3,23 5 learig Strategic directi ad itet 3,23 33 Missi Gals ad bjectives 3,40 43 Visi 3,20 57 Figure 2. DOCS results fr a rgaizati 2 93

9 Als i this case the mre valuable ad reliable ifrmati s have bee mediated by the percetiles. Withi a dyamic perspective a culture f rgaizati 2 ca be iterpreted i the fllwig way:. Tesi betwee iteral (ivlvemet ad csistecy) ad exteral (adaptability ad missi) fcus. Similarly like i a case als here it is bvius that rgaizati s maagemet pays much mre systematic atteti t the exteral circumstaces ad cditis tha t a cslidati ad effective maagemet f the iteral resurces ad prcesses. Maagers shuld lger igre the iteral affairs. 2. Tesi betwee stability (missi ad csistecy) ad flexibility (adaptability ad ivlvemet). Stable aspects f rgaizatial culture are, (except f a agreemet abut imprtat issues) maaged mre effectively tha phemea ad prcesses assciated with rgaizati s flexibility. 3. Tesi betwee (iteral) csistecy ad (exteral) adaptability. There are at least tw imprtat tpics fr a chage ad develpmet this pair f ppsites. O a side f csistecy the very lw percetile fr idex agreemet idicates that clear rules ad rms defiig hw t behave i cflict ad ambiguus situatis have bee defied ad implemeted yet. O a side f adaptability there is the warig sigal that rgaizati shuld icrease its custmer fcus. 4. Tesi betwee missi ad ivlvemet. O this level f a aalysis a ctrast betwee relatively well elabrated rgaizati s missi ad pr ivlvemet f its emplyees all measured idexes is apparet. Maagers, i particular thse uder a directr, will have t chage their apprach ad attitudes twards subrdiates sigificatly. What are the liks betwee the LVI ad DOCS results i this case? The results f these tw techiques crrespd tgether i tw respects at least. First, rgaizati s 2 culture deficit i the area f empwermet (ad maybe als i the area f capability develpmet ) crrespd t the LVI fidigs abut imbalaces a dimesi f directive VS supprtive leadership as it was stated befre members f the maagemet team ted t base their leadership style cmpetecies assciated with directive ad self-assertive appraches at the expese f supprtig, empwerig ad listeig t their subrdiates (see Figures 0 ad ). Secd, rgaizati s culture deficits i the area f team rietati prbably reflect t a certai degree the LVI fidigs abut team effectiveess. Three (3) ut f fur (4) teams f the rated maagers were evaluated as the grups with relatively lw effectiveess bth prductivity (quatity ad quality f utputs) ad vitality (climate, cmmitmet, chesiveess) measures. As the ly e effective was evacuated directr s team (cmpsed f the members f maagemet team ad admiistrative staff). Als i this case the DOCS data have t ly mediated a useful feedback abut rgaizati s culture but that they brught a ew light the LVI results, i particular thse assciated with a direct maagemet f the idividuals ad teams/grups. 4 Discussi The data cllecti prcess was started i February 203 ad will ctiue till December 204. The data available at the mmet were cllected i tw rgaizatis. As it has bee stated befre, they d t represet sufficiet amut f ifrmati fr a statistic aalysis ad fr aswerig all f ur research questis ad wrkig hypthesises. O the ther had ur maily qualitative aalysis f these data eables us t frmulate tw prelimiary cclusis: Sme f ur expectatis (see research questis ad hypthesises) abut a existece f the relatis betwee rgaizati s maagemet as it is measured by the LVI ad rgaizatial culture traits ad idexes as they are measured by DOCS ca be cfirmed. Tw cases preseted abve suggest that the LVI results fr a dimesi self-assertive, directive VS iclusive, supprtive leadership crrespd, up t a certai degree, t the DOCS fidigs fr ad idex empwermet. I bth f ur cases/rgaizatis als a pssible crrespdece betwee the LVI results ccerig team effectiveess ad DOCS data fr ad idex team rietati was idicated. We will prpse a ew wrkig hypthesis a basis f this fidig. Ad, fially, case shws that there ca exist relatis betwee the LVI results fr a dimesi peratial VS strategic leadership (i particular sub dimesis grwth ad directi ) ad the DOCS data fr the idexes labelled creatig chage ad custmer fcus. All f these suggestis eed t be cfirmed by a reliable statistical aalysis based data frm mre tha tw rgaizatis, hwever. DOCS data ca brig a ew light the LVI results ad, csequetly the prcess f maagemet cmpetecies develpmet. Illustrati ad discussi f the liks betwee DOCS ad LVI helped maagers frm bth rgaizatis t uderstad that a chage ad develpmet f their maagemet cmpetecies is t their persal busiess but a eed with imprtat strategic csequeces fr the whle rgaizati. I ther wrds it became bvius that the prcess f maagemet cmpetecies develpmet shuld be itegrated with the effrts t create a effective ad well-balaced rgaizatial culture (ad the ppsite). Our research team will start t cllect ew LVI ad DOCS data i a big cmpay cstructi cmpay. We als lead egtiatis with the maagemet f a big isurace cmpay at the mmet. Till December 204 we pla t aalyse apprximately 8 mre rgaizatis. After aalysis f all these data we will be able t give mre qualified aswers t ur research questis ad hypthesises. Ackwledgemets The research prject is supprted by Škda Aut Uiversity iteral grat agecy as prject IGA/202/7 Versatility f Orgaizatial Maagemet ad its Reflecti i the Area f Orgaizatial Culture. Deis Orgaizatial Culture Survey have bee used with a permissi ad assistaces 94

10 (calculati f the percetile scres) by experts frm Deis Csultig. The DOCS data ad results are used exclusively fr the research purpses. Refereces Deis, D. et al. (202). Leadig Culture Chage i Glbal Orgaizatis. Aligig Culture ad Strategy. Sa Fracisc: Jssey Bass. Gatley, S., Lessem, R. & Altma, Y (996). Cmparative Maagemet. A Trascultural Odyssey. Ld: McGraw-Hill. Hartell, C.A., Ou, A.Y. & Kiicki, A. (200). Orgaizatial Culture ad Orgaizatial Effectiveess: A Meta-Aalytic Ivestigati f the Cmpetig Values Framewrk s Theretical Suppsitis. Jural f Applied Psychlgy. 96 (4): , Hersey, P. & Blachard, K.H. (993). Maagemet f Orgaizatial Behavir. Utilizig Huma Resurces. Ld: Pretice-Hall. Hga, R. (2006). Persality ad the Fate f Orgaizatis. New Yrk: Psychlgy Press. Hllad, J. L. (997): Makig Vcatial Chices. A Thery f Vcatial Persalities ad wrk evirmet. New Jersey: Pretice Hall. Kaiser, R.B. & Kapla, R.E. (2007). Leadership Versatility Idex. Facilitatr s Guide. Greesbr: Kapla DeVries Ic. Kaiser, R. B. & Kapla, R.E. (2005). Overlkig Overkill? Beyd the -t-5 Ratig Scale. Huma Resurce Plaig, 28 (3): 7. Kaiser, R.B., Overfield, D.V. (200). Assessig Flexible Leadership as a Mastery f Oppsites. Csultig Psychlgy Jural. 62 (2): 05 8, Kapla, R.E. & Kaiser, R.B. (2003). Develpig Versatile Leadership. MITSla Maagemet Review. 44 (4): Kapla, R.E., Kaiser, R.B. (2006). The Versatile Leader. Make the Mst f Yur Stregths Withut Overdig it. Sa Fracisc: Pfeiffer Mrga, G. (986). Images f Orgaizati. Ld: Sage Oslad, J.S., Klb, D.A. & Rubi, I.M. (200). Orgaizatial Behavir. A Experietial Apprach. New Jersey: Pretice-Hall Padilla, A., Hga, R. & Kaiser, R.B. (2007). The Txic Triagle: Destructive Leaders, Vulerable Fllwers, ad Cductive Evirmets. Leadership Quarterly, 8: 76 94, dx.di.rg/0.06/j.leaqua Pavlica, K. et al. (2000). Sciálí výzkum, pdik a maagemet. Praha: Ekpress Pavlica, K., Kaiser, R.B. & Jaršvá, E. (2009). Versatile Leadership, LVI ad Their Applicati i Škda Aut a.s. I Prceedigs f the 9th Iteratial Cferece Liberec Ecmic Frum 2009, (pp ), Liberec: Techická uiverzita Liberec. Pavlica, K., Kaiser, R.B. & Jaršvá, E. (20). Versatile leadership, LVI ad Their Applicati i Škda Aut a.s. Chiese Busiess Review, 0(2): 8-90 Pavlica, K., Jaršvá, E. & Kaiser, R.B. (200). Versatilí vedeí. Dyamická rvváha maažerských dvedstí. Praha: Maagemet Press. Qui, R.E. (996). Becmig a Master Maager. A Cmpetecy Framewrk. New Yrk: Jh Wiley ad Ss Whitmre, J. (2009). Kučváí. Rzvj sbsti a zvyšváí výksti. 3. vydáí. Praha: Maagemet Press. Yukl, G. (203): Leadership i Orgaizatis. 8 th ed. Clth: Pretice Hall. Karel Pavlica is a head f the Departmet f Maagerial Psychlgy ad Scilgy the Škda Aut Uiversity i Mladá Bleslav, Czech Republic. He is teachig subjects fcused rgaizatial ad maagerial psychlgy, crsscultural maagemet ad develpmet f the scial ad maagerial skills. He is a authr ad c-authr f may papers ad bks related t the area f his prfessial expertise. Durig the last decade he cducted research prjects i the areas f crss-cultural maagemet, diversity maagemet ad leadership. Eva Jaršvá is wrkig i the departmet f Maagerial Psychlgy ad Scilgy the Uiversity f Ecmics, Prague, Czech Republic. She is teachig subjects fcused psychlgy f wrk, maagerial psychlgy, ad develpmet f scial ad maagerial skills. She is active i the areas f prfessial cachig ad psychlgical csultacy. She is a authr ad c-authr f may textbks ad papers. Her research activities have bee assciated with leadership i a lg-term. Rbert B. Kaiser is wrkig i Kaiser Leadership Slutis, Greesbr, NC, USA which he frmed i 202. He caches idividual leaders ad is specialized i helpig high ptetials prepare fr seir leadership rles. He bega his career at the Cetre fr Creative Leadership ad jied the executive develpmet firm, Kapla DeVries Ic., i 997. He was amed parter i He is a authr ad c-authr f may bks ad papers. 95