Abstract
The sustainable organization culture is one of the most important intangible assets and driver of competitiveness of organizations. The aim of this article is to reveal the role of various form of leadership in shaping organisational culture by conducting empirical study in the network of pharmaceutical companies distinguished with high share of young females working in such companies in Lithuania. This is very competitive sector and has important implications on public health and other sustainability issues therefore this area was selected for the empirical study on testing leadership impacts. The main focus of the study is leader’s personal features and their impact on team work and relationships with clients, what effect male and female managers have on innovation culture in the network of pharmaceutical companies and what impact leader’s characteristics have on sustainable of organizational culture and long-term development goals of the company. The study results showed that transformational leadership can provide for more effective organisational culture than transactional leader, because such a leader is oriented towards the transformation of employee expectations and can create more opportunities for sustainable organizational culture.
Highlights
Nowadays, with the ongoing process of globalisation, dynamic change in organisations, it is important to maintain the organisational culture by pointing it in the right direction in order to achieve efficiency
Data revealed what impact a) leader’s personal features have on team work and relationships with clients, b) male and female managers have on innovation culture in the network of pharmaceutical companies “X” and c) leader’s characteristics have on the achievement of organisational and personal goals
The first question of the research showed that most of the respondents that participated in the research named as the most important characteristics of a leader self-confidence (9.5%) and responsibility (8.1%)
Summary
With the ongoing process of globalisation, dynamic change in organisations, it is important to maintain the organisational culture by pointing it in the right direction in order to achieve efficiency. Each organisation has its own peculiar organisational culture. Each culture has deep-rooted values that are difficult to change (Schein, 2004). A leader, by using own power, influence and employing creativity, is capable to change organisational culture. Leadership has a direct and indirect impact on the organisational culture, its value, symbols, heroes and rituals (Hofstede, 2001). Organisational culture is a powerful force that directs and shapes individual behaviour in the organisation, while unveiling personal traits of a leader including ability to reflect on other people’s emotions, high emotional intelligence, and determination
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