Leadership and Personal Attributes
Institutional culture pertains to the ideals and principles that have, for a long time, prevailed in an institution, and to employee’s moral views and the predicted quality of their task that may impact their perceptions and behavior. Organizations typically modify their leadership actions to fulfill the company’s goal. This could impact staff’s work fulfillment. As a leader, one is expected to adjust their values partially to compact with the organization’s culture (Schölmerich, Schermuly & Deller, 2016). Beliefs and values are wide favorable objectives that inspire individuals’ motives and represent as steering ideals in their lifestyles. For a person, individual principles are preferable, and they embody what is essential to somebody. The very value could even trigger various behaviors in distinct individuals. One of my greatest values is tradition, benevolence, universalism, and self-direction. I also have a personal belief in intelligence and creativity (Slimak & Dietz, 2006). I always believe in my choices, and I find it rare to be criticized. As the head of a healthcare organization that wanted to carry out a leadership change, I was asked to be making decisions from the votes cast by departmental heads. This was the new norm, as I was used to making decisions that I believed were right and intelligent. I felt challenged as this decision affected my self-direction value of being creative and making decisions. I felt infringed by the organizational new policy on decisions making. I also believed in modest actions as opposed to the new team of decision making.
The institution had resolved for the new method of decision making. As the organization leader, I had to cope with the policy and lead by example by accepting the decisions of the new team and implementing them. I had to implement several decisions that lacked the modest elements and lacked creativity as per my perception. I felt ignored, and I felt intimidated by these decisions as they did not meet my threshold. Most decisions, such as modern technologies in staff orientation and employee register, worked out perfectly. I felt that not every entry and exit was being captured instead of the modest means where I used to personally sign in and out employees from the workplace. The organization lowered paperwork hence their business expenditures due to the innovative mode of staff register. I felt challenged and satisfied with the outcomes of most decisions. The incidence taught me flexibility in dealing with human beings (Lee, Choi, Youn & Chun, 2017). In future decisions, I learned that it is essential for every leader to adjust their principles and beliefs to fit the workplace culture and organizational goals.
Reference
Lee, D., Choi, Y., Youn, S., & Chun, J. U. (2017). Ethical leadership and employee morale voice: The mediating role of moral efficacy and the moderating role of leader-follower value congruence. Journal of Business Ethics, 141(1), 47-57.
Schölmerich, F., Schermuly, C. C., & Deller, J. (2016). How leaders’ diversity beliefs alter the impact of faultlines on team functioning. Small-Group Research, 47(2), 177-206.
Slimak, M. W., & Dietz, T. (2006). Personal values, beliefs, and ecological risk perception. Risk analysis, 26(6), 1689-1705.