This week we address cultural styles as well as the advantages and disadvantages of each. In previous weeks we discussed (1) how leadership influences culture and the foundational elements or assumptions about culture and (2) the dimensions of culture – including people interactions and response to change.

Under this framework, it is clear culture is multifaceted. Often leaders understand that culture is comprised of behaviors, environment, ethical constructs, cliques, mores, and the like. And, when a leader is tuned into the culture, it is not atypical to identify areas that need to be changed or adjusted. Below are eight cultural styles identified by Harvard Business Review (HBR). Each includes a brief description as well as correlating advantages or disadvantages.

To consider: With what style does your organization align? What areas could your organization benefit from adopting?

*A = Advantages
*D = Disadvantages

A Culture of Caring:

Unsurprisingly, Caring cultures are defined by being relationally focused. Behaviors of this culture are rooted in sincere connection and are associated with warmth and support.

A: Engagement is high, as is trust
D: Slowed decision making

A Culture of Purpose:

Does your organization offer, and abide by, explicitly clear direction? Then it likely functions under a Purpose culture construct. The aim is to achieve ideal outcomes.

A: Social importance increases, e.g., diversity or corporate social responsibility
D: Idealism may hinder addressing immediate concerns

A Culture of Learning:

This cultural undertone would easily fall under the interdependent dimension of culture that is tolerant to change. Learning cultures encourage innovation and exploration.

A: Organizational learning yields invention
D: May not capitalize on current competitive advantages (always looking for the next opportunity)

A Culture of Enjoyment:

The foundational elements of Enjoyment revolve around joy and play. HBR recognizes this construct as fun-loving. Although I do not see this culture often, we would be wise to adopt some of its attributes (due to the observed advantages).

A: Engagement is high, as is creativity
D: Playfulness may yield minimal discipline

A Culture of Results:

Unlike its Learning cultural brother, a Results culture is goal focused and achievement oriented. Under the cultural dimensions, you will see Results align with independent frameworks where competition and autonomy are valued.

A: Goal achievement and execution increases
D: Collaboration suffers and work/life stress increases

A Culture of Authority:

As the Authority term is defined – it is bold and dominant. There is little room for indecisiveness and sensitivity is not valued.

A: Speed to decision-making
D: Toxicity is common, e.g., feeling of unsafety/unease

 A Culture of Safety:

Just as children thrive with schedules and structure, stability can bring people comfort. A Safety culture is always prepared and looks to be rational and realistic.

A: Adequate risk management and stable environment
D: Formal approach may fuel bureaucratic processes, leading to inefficiency

A Culture of Order:

Similar to the philosophical notion of deontological ethics, rules are the guide under a culture of Order. Rules are referenced above all else, but value is also placed on respect and cooperation.

A: Reduced conflict with an improvement in operational effectiveness
D: Rules or constructs may lead to group-think and reduce individualization, affecting (decreased) creativity.

Like most conceptual frameworks, the benefit in understanding nuances is to discover reality, recognize opportunity, and take steps to adopt necessary change. When you reach this point, and need tactical steps to achieve a shift in cultural outcome, contact me.

HBR analyzed organizations, executives, and employees alike to develop a model to identify cultural and individual leadership styles. The eight characteristics above are pulled from HBR’s research; these characteristics are mapped along a grid, aligning with two dimensions as discussed last week: people interaction and response to change. For the full report and further detail, should you find this data collection useful, feel free to reach out and I will gladly send it along.