Essays on Cultural Change and Cultural Learning Approaches to Moral Leadership Practice Coursework

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The paper "Cultural Change and Cultural Learning Approaches to Moral Leadership Practice" is a good example of management coursework.   For anyone’ s style of leadership to be effective, there must be hard work in regard to the improvement of one’ s moral purpose. Moral purpose is not only stated but there must be an approach of realizing it which are the leadership action that strengthens people in order to search for the desired goal. Have a sense of moral purpose is very essential and can lead to a big difference in regard to the success of an organisation.

Such motives that leaders must be aware of are based on certain forces which include being conscious about the environment, doing well as well as driving a profit. This article involves an analysis of two approaches to moral leadership practice: cultural change and cultural learning. Cultural change According to Fullan (2001), an effective leader catalyses commitment to high-performance standards and a compelling vision. When the goal of a business is a sustainable change, a leader must be adjusted to a sophisticated thinker who with the help of the people as well as teams transforms the organisation.

Thus, effective leaders within an organisation are characterised based on moral purpose, the ability to improve relationships, understanding of the process of change creation and sharing of knowledge as well as coherence making. According to Fullam (1999), the moral purpose is a social responsibility to both the environment and others. Managers with moral purpose put their efforts into making a difference in employees’ way of working. They consider reducing the gap between the high performing and low performing employee with the intention of creating a positive difference within the organisation as well as improving the welfare of the community.

Such leaders prepare the business to sustain as well as advance in any challenges. Thus, a cultural change leader will display comprehensive, deep and explicit moral purpose. For instance, there are various influential people with regard to business ethics. Among them is the Co-Founder of Nike, Phil Knight and Gregg Steinhafel, the President of the Target. Nike is one of the most recognised brands, especially in the sports industry. The knight who is the co-founder of this company has been using this brand to focus on the design of a sustainable and environmentally friendly product while still maintains the overall aesthetic attraction of the brand.

The company has worked hard by ensuring that there is 100% recycling of jerseys from used products. Gregg Steinhafel, the president of Target gives 5% of the income from the business to the local communities as well as other philanthropic causes. Despite the economic downturn, the president has maintained this policy for almost seven decades, a policy that is more than 65 years (Ethisphere, 2013). Based on Goleman, & Boyatzis (2002), understanding change not only involves innovative ideas but also being committed especially to those supporting the idea.

Thus, ideas are not enough but helping others commitment and collective meaning to new ways. Understanding involves appreciating the dip in implementation such as knowing that no matter how hard they plan for the change, it will be bumpy in the first few days or months. It also involves redefining change where successful leaders will not assume the doubters but listen to them.

This is because the resistors may have ideas of tackling unknown problems and they are crucial in regard to the implementation of politics. Re-culturing is also important in understanding change since changing what people value in the business and the way they work together with the result of deep and lasting change.

References

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Collins, J 2001, Good to great: Why some companies make the leap...and others don't. New York: Harper-Collins.

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Fullan, M 1999, Change forces: The sequel. London: Taylor & Francis/Falme

Fullan, M 2001, Leading in a culture of change. San Francisco: Jossey-Bass

Gini, A 1997, “Moral leadership: An overview”, Journal of Business Ethics; vol. 16, no. 3, pp. 323

Goleman, D, Boyatzis, R, & McKee, A 2002, Primal leadership. Boston: Harvard Business School Press.

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