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The 6th Australian Conference on Culture and Leadership The Culture-Performance Connection: Research Results Book By Matthew Croxford, Human Synergistics International Page 3 of 3 Research Outcomes It is not a coincidence that the overall average leadership profile shows that, on average, leaders and managers rely predominantly on Aggressive/Defensive styles of behaviour in their roles: the overall average culture profile shows that the predominant behavioural norms within the average organisation are in the Aggressive/Defensive cluster!
Average organisational culture as
described by 132,543 employees across New Zealand and Australia as at
January 2004 This means that, generally, those in leadership and management roles rely on behaviours that represent Avoidance, Oppositional, Competitive, Power and Conventional styles. Likewise, the predominant cultural styles and behavioural norms within Australian organisations are Oppositional, Competitive, Perfectionistic, Avoidance and Conventional. The leadership profiles and the organisational profiles are virtually mirror images of each other! Conclusions Where leaders and managers behave in ways that represent self-protection, avoidance of blame, criticism, vying, competing against others and using rules and procedures to justify their actions, then the culture of the organisation will quickly become one in which people believe they must avoid blame, compete, be critical of each other and hide behind rules and procedures to get things done. You can obtain a complimentary copy of The Culture-Performance Connection, and hear additional insights from author Shaun McCarthy, at the 6th Australian Conference on Culture and Leadership. The Conference will be held on Thursday, 15th July 2004 in Sydney and on Friday, 16 July 2004 in Melbourne.
To find out more please call Matthew Croxford in Sydney 02 9281 5999 or Sophia Kaless in Melbourne 03 9675 0100.
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