These features are also promoted through the whole of its values, principles, language, practices, and legendary systems. Leaders and followers craft the suppositions, ciphers, languages, attitudes, visions, ideologies, and myths present in the organization. And these characteristics of culture let members identify with each other, believe each other, and take private ownership of the group's actions. Culture makeup group member interactions as they live and work together (McShane & Glinow, 2005, Pg 458-459).
Gender--which may be characterized as the cultural meaning given to an individual's physical sex--has three basic components. Gender identity reflects a person's subjectively felt experience of being masculine, feminine, or ambivalent. Gender role is the observable expression of gender identity in the social context. And gender status is the social position of an individual with reference to the other members of her or his culture as a woman, man, or someone belonging to an additional gender status separate from both. An individual's gender status is determined by cultural factors such as the gender role performed and the gender identity experienced by her or him, but also by biological sex.
Leadership and culture are entwined. One requires the other. ...
It allows the leader to establish the values basis for joint action. The culture created defines success and appropriate behavior. It provides the parameters for adding new people to the organization and their acculturation. It also sets the pattern for mutual interaction and interrelationships. Leaders interact with the culture to determine what they should pay attention to, how they should react to member behavior, and what is to be communicated (taught) to followers. They are living models of the organization they project to others. It is a task of creating united teams--teams unified by common purpose and common values that leader and led both can use to measure institutional and individual progress toward that common purpose.
Impact of culture
Culture is a well-built strength in directing human power in particular and preferred behaviors. As such, it shapes our thoughts of organizational efficiency and on the whole achievement. Workers are efficient or inefficient, productive or not, only as their cultures and traditions require them to be.
Kinfolk cultures are mainly effectual since only members of clan cultures share common suppositions and principles
Leadership must consider this collective past if it is to be effective in moving a group forward. Leaders need to approach their group's history in ways that inspire them. When a leader connects with the personal history--the culture--of a group, the following results are possible:
The leader's point achieves genuineness because others see it as factual to their individual history. Leadership requires to be based in recognizable, familiar ideas. In consequence, cultural leadership is telling supporters what they previously know. It helps influence followers.