فرهنگ سازمانی و رهبری - مخازن مشترک؟

Organisational culture and leadership has been of interest to scientists as well as managers for several decades. A well-built and managed organisational culture can create a significant competitive advantage for a company. Studying and understanding organisational culture is based on culture science in general and it is characterised by an inter-disciplinary approach; this brings methods and knowledge together, especially in sociology, psychology, economics and management. Staff leadership is a priority task for all managers in the organisation, no matter what level of hierarchy they operate at. Its performance is linked to both successes and failures of the entire organisation and all of their employees. It is clear that the success of a manager in leading people is judged by work performance and team results, created from their subordinates. Managers must affect them so that the internal processes of the organisation lead to a high level of productivity of the resources used by an organisation, to ensure high quality products and services offered by an organisation and to reduce the costs of the organisation. This requirement can be met by the managers only if they manage to convince all their co-workers to perform work tasks efficiently and highly effective as well as with pleasure. A manager must not only be a good specialist, but must also be a good psychologist, to know the impact of social aspects on the behaviour of the working group, and above all they must have the personal charisma - leadership skills. The best way a manager can lead workers is to effect the behaviour of collaborators by their own example. This article aims to describe the current theoretical basis for the issue of organisational culture and on the basis of custom investigation to seek the answer to the research question of the inter-dependence of organisational culture and leadership.