Unpacking the relationship between CEO leadership behavior and organizational culture

By Anne S. Tsui, Zhi-Xue Zhang, Hui Wang, Katherine Xin, Joshua B. Wu. 2006

347 citations recorded by the source corpus.

Abstract Both the functionalist and the attribution perspectives support a strong association between CEO leadership behavior and organizational culture. However, contingency perspective points to the potential limits of the leader's ability to change or shape an organization's culture. We aim for a deep understanding of when and why decoupling between CEO leadership behavior and organizational culture may occur. We examined this issue in a novel context, the People's Republic of China, where there is large variance on leader discretion in different types of firms. We conducted two survey studies and an interview study to unpack the nature of the relationship. The findings offer insights on both leadership and institutional factors that may account for the decoupling between CEO leadership behavior and organizational cultural values. We offer directions for future research on both leadership and organizational culture phenomena and their potential relationships or lack of.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/014aea7b7e5f02d362488a9b8c34591073a688a1

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Citations in the corpus

Unpacking Employee Responses to Organizational Exchange Mechanisms: The Role of Social and Economic Exchange Perceptions† (2009, methodology): “We followed Waldman et al. (2001) by taking the transformational leadership and transactional leadership items from the Multifactor Leadership Questionnaire (MLQ) developed by Bass and Avolio (1990).”
Considering context in psychological leadership research (2009, background): “Although some research has been conducted on the way in which leader characteristics and behaviors influence organizational culture (Schneider et al., 1995; Tsui et al., 2006), research is needed on founding CEOs to best test the ASA framework.”
Organizational climate and culture. (2009, neutral): “…2003, Lee & Yu 2004, Xenikou & Simosi 2006) or the measurement of organizational culture in countries outside the United States (e.g., Lamond 2003, Tsui et al. 2006a), but the primary theoretical issue of interest when it comes to national culture is the extent to which it shapes the cultures of…”
Managing Employee Compliance with Information Security Policies: The Critical Role of Top Management and Organizational Culture (2012, background): “Thus, we argue that PMP is preferred over the objective indicators for TMP, following a similar logic advanced by Tsui et al. (2006) concerning the measurement of organizational culture, and by Srite and Karahanna (2006) concerning the measurement of national culture.”
Leadership and Organizational Culture: Linking CEO Characteristics to Cultural Values (2009, background): “Likewise, Tsui et al. (2006) found that CEO’s performance building behaviors (e.g., vision, visibility) and institution building behaviors (e.g., what they pay attention to, delegation) lead to the creation of organizational processes and structural characteristics that strengthen organizational…”
The impact of organizational culture and leadership performance on PR professionals’ job satisfaction: Testing the joint mediating effects of engagement and trust (2019, background): “Such shared values have an in ﬂ uence on the behavior of organizational members as they rely on the values to guide their decisions and behaviors, which further generate an impact on an organization ’ s e ﬀ ectiveness (e.g., Barney, 1986; Tsui et al., 2006; van Riel & Fombrun, 2009).”