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Interactions between Organizational Culture, Leadership and Project Succes


  • BEBIN, Pauline


Due to the current globalization and the competition involved, companies are looking for being even more competitive and successful. In such a context, projects take on a particular and crucial importance in corporate strategy. Organizational culture is decisive as it influences the way people behave within the organization, their beliefs and values. It provides the general rules and norms as well as the interaction patterns: some cultures can be more performance-oriented while others can harm the project proceedings. In addition, it matters that employees know and understand their organizational culture. From then on, project leaders assume greater significance as they are in charge of conveying these patterns to their team members. Communication is thus a crucial element: they have to communicate regularly on the project progress, ask for feedback in order to implement corrective actions as soon as possible. A good communication ensures team members understand what they have to do, when and why they need to do it. They also should reward and recognize the work being done by their teams. By doing so, the leader makes sure the working environment is favorable to cooperation and enhances team performance and effectiveness. They hence need to build and strengthen trustful relationships, by first clarifying the conditions of the project defining rules of conduct and the mutual objectives of such cooperation by fostering collaboration between team members to make them gain experience. Therefore, organizational culture influences leadership style and vice-versa which will impact on project outcomes. Both leaders' attributes and personality as well as corporate culture are decisive in running a successful project.

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  • BEBIN, Pauline, 2013. "Interactions between Organizational Culture, Leadership and Project Succes," Romanian Distribution Committee Magazine, Romanian Distribution Committee, vol. 4(4), pages 43-56, December.
  • Handle: RePEc:rdc:journl:v:4:y:2013:i:4:p:43-56

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    References listed on IDEAS

    1. House, Robert & Javidan, Mansour & Hanges, Paul & Dorfman, Peter, 2002. "Understanding cultures and implicit leadership theories across the globe: an introduction to project GLOBE," Journal of World Business, Elsevier, vol. 37(1), pages 3-10, April.
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    More about this item


    Project management; Organizational culture; Leadership;
    All these keywords.

    JEL classification:

    • D21 - Microeconomics - - Production and Organizations - - - Firm Behavior: Theory
    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation
    • M14 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Corporate Culture; Diversity; Social Responsibility
    • M16 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - International Business Administration


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