Adapting to change without losing your mind: Cultural connection

Introduction

Change happens all the time, everywhere. Changes are constantly occurring as a company adopts new technologies, introduces new ways of working, and sets new expectations, as well as when a company upgrade its systems, restructures teams, or undergoes sudden shifts in the market. But while organizations can adapt their strategies and structures quickly, people often have a harder time adapting.

So, how do you stay calm, focused, and happy through it all? The answer lies in one powerful force that works silently in the background: organizational culture. 

The Human Side of Changes

Change can be uncomfortable, but we must face honest change. It challenges our routines and brings with it a sense of uncertainty. You may wonder, "Will this affect my role?" or "Can I really handle what comes next?" That's completely normal. But what makes the difference is the environment you're in. When an organization has a culture where people feel valued, trusted, and respected, they're more willing to take on new challenges. In a collaborative culture, fear or curiosity is transformed into learning. When leaders listen well and encourage open conversations, people feel psychologically safe. It is that sense of security that helps teams move forward with confidence when all other things feel uncertain (Edmondson, 2024).

Culture as an anchor during change 

Culture is what holds everything together as the world around you changes. It gives people a common sense of purpose and belonging.

Think about companies like Microsoft or Netflix. Their success isn't just about innovation or technology. It's about their ability to adapt, learn, and have cultures that celebrate teamwork. When culture encourages growth communication, change is less chaotic and feels like an opportunity (MIT Sloan Management Review, 2024). A strong culture reminds everyone. We are in this together.

Leadership Relationship

Leaders have a great ability to influence how culture supports change. These words, actions, and tones set the emotional climate for everyone else.

A great leader doesn't just announce change. Explain why it's important, listen to employees, and show empathy. They don't push people to adapt; they walk with them through it. When leaders demonstrate curiosity, honesty, and resilience, it inspires others to do the same. People stop fearing change — they start seeing it as a chance to grow (Harvard Business School Online, 2024).

Creating a culture Embraces Change

Building a culture that embraces change doesn't happen overnight. It makes trust, communication and consistency.

Here's what helps:

☝Encourage open conversation

☝Recognize effort and adaptability

☝Provide training & emotional support to make effortless 

☝Celebrating small victories: they build big confidence.

When people know their well-being matters, they become more resilient. And resilience isn’t about never feeling stress — it’s about bouncing back stronger every time (Springer Open, 2023). 

Conclusion

Adapting to change without overwhelming your mind is not about pretending everything is fine.

It means creating an environment where people feel supported, connected & inspired to grow without uncertainty. Culture is an invisible threat that holds everyone together. When we work with trust and purpose, we overcome obstacles and work together.

Because ultimately, it's system change. strategies are involved, but culture is what helps people remain human through all. 

References

Edmondson, A. (2024) What people get wrong about psychological safety. Harvard Business Review. Available at: https://hbr.org/2025/05/what-people-get-wrong-about-psychological-safety (Accessed: 21 October 2025).

Harvard Business School Online (2024) How leadership shapes organizational culture. Available at: https://online.hbs.edu/blog/post/organizational-culture-and-leadership (Accessed: 21 October 2025).

MIT Sloan Management Review (2024) Why every executive should be focusing on culture change now. Available at: https://sloanreview.mit.edu/article/why-every-executive-should-be-focusing-on-culture-change-now (Accessed: 21 October 2025).

Springer Open (2023) The effect of change leadership on employees’ readiness to change. Future Business Journal. Available at: https://fbj.springeropen.com/articles/10.1186/s43093-022-00148-2 (Accessed: 21 October 2025).

Harvard Business Review (2025). Why Ethics Still Matter in the Age of AI and Automation. Harvard Business Publishing. Available at: https://hbr.org (Accessed: 25 October 2025).

Society for Human Resource Management (SHRM) (2025). Ethics and Integrity in HR Practices: Building Trust at Work. Available at: https://www.shrm.org (Accessed: 25 October 2025).

Forbes (2024). Ethical Leadership: Why Doing the Right Thing Is a Business Advantage. Forbes Media. Available at: https://www.forbes.com (Accessed: 25 October 2025).

McKinsey & Company (2024). Embedding Ethics into Organizational Culture. McKinsey Insights. Available at: https://www.mckinsey.com (Accessed: 25 October 2025).

CIPD (2025). Ethical Practice in HR: How Values Shape People Decisions. Chartered Institute of Personnel and Development. Available at: https://www.cipd.org (Accessed: 25 October 2025).

O.C. Tanner Institute (2024). Trust, Transparency and Ethics in Modern Workplaces: Global Culture Report 2024. Available at: https://www.octanner.com/global-culture-report (Accessed: 25 October 2025).

APA (American Psychological Association) (2024). The Psychology of Ethical Decision-Making in the Workplace. APA Publishing. Available at: https://www.apa.org (Accessed: 25 October 2025).

Human Resource Today (2025). HR Ethics: Navigating Complex People Decisions with Integrity. Available at: https://www.humanresourcetoday.com (Accessed: 25 October 2025).

Business Ethics Journal Review (2024). Corporate Moral Responsibility and HR Policy Design. BEJR Publications. Available at: https://businessethicsjournalreview.com (Accessed: 25 October 2025).

Harvard Business School Online (2025). Ethical Leadership and Decision-Making in Organizations. Available at: https://online.hbs.edu (Accessed: 25 October 2025).

Leaders as Culture Champions: Inspiring Values Through Everyday Actions

Introduction

In today's workplace, in a changing business environment, leadership is much more than giving introductions or achieving goals. A true relationship is about shaping culture. That is, the shared values, beliefs, and behaviors that guide how people work together every day (Miraglia, 2024). 

Strong leaders understand that culture is not something written in policy documents painted on office walls. It is something experienced in everyday activities, decisions, and the way people treat each other (Teitelbaum, 2025; Umam & Agustina, 2025).

Leadership: The Heart of Culture

Culture is often described as "the way of doing things that doesn't happen by accident. It's something that starts with leadership (Schein, 2024). 

When leaders show respect, fairness, and empathy to followers, those values naturally spread throughout the organization (Groysberg, Lee, Price, & Cheng, 2024). Employees always learn from how leaders behave. By seeing how they handle pressure, give feedback, or celebrate success. As Daniel Goleman (2024) explains, emotionally intelligent leaders influence not only what people do, but also how they feel while doing it.

How Great Leaders Shape Workplace Values

The best leaders become culture champions by translating their values into real, visible actions. Here's how they do it: 

1. They live by their values every day

Employees follow examples, not slogans. When leaders act with integrity, kindness, and accountability, the people around them are inspired to do the same.

2. They communicate a clear purpose 

Transformational leaders connect everyday work to a bigger goal: the “why” that gives meaning and motivation (Bass, 1985; Burns, 1978).

3. They create psychological safety

When leaders listen without judgment, people are more willing to talk and share ideas. This builds innovations and trust across the team

4. The Align Systems with values

When hiring, training, and recognition systems reflect the organization's values, people see consistency between word and actions (Sull & Sull, 2025).

5. They embrace inclusion and diversity 

Leaders who value diverse perspectives foster a desire to serve when they demonstrate rich ideas and strong collaboration across global teams.

The real challenge: Walking the Talk

It's easy to say that companies value teamwork, innovation, or employee integrity. But it's much harder to consistently maintain those values. The true nature of leadership is revealed when challenges arise. Employees can quickly identify when there is a gap between what leaders say and what they do. This " say - do gap" can damage trust. But when leaders consistently model the value they promote, they build a culture that feels authentic and enduring.

Leadership as a daily practice

Leadership as a Daily Habit Becoming a cultural champion is not something that can be done in a one-time effort. It is something that leaders practice every day. Great leaders regularly ask themselves:

☝Do I lead in a way that reflects our values?

☝Do my words and actions inspire trust?

☝Do I empower others to do the same?

Leadership and culture grow together. As one grows, so does the other.

Conclusion

Ultimately, leadership and culture are inseparable. Leaders shape culture not through what they say, but through what they consistently do (Miraglia, 2024). When leaders lead with empathy, integrity, and inclusion, they create a workplace where people feel valued and connected. Culture doesn't happen by accident. It is built internationally through the everyday actions of leaders who choose to lead with purpose (Umam & Agustina, 2025; McChrystal Group, 2024).

References

Modern Hippie (2024). How Leadership Shapes Workplace Culture: The Key to a Thriving Organization. Retrieved from modernhippi.co.

Goleman, D. (2024). Emotional intelligence in leadership: Why it's important. Harvard Business School Online. Retrieved from https://online.hbs.edu/blog/post/emotional-intelligence-in-leadership

Sull, D., & Sull, C. (2025). How leaders champion culture: Six essential lessons. MIT Sloan Management Review. Retrieved from https://sloanreview.mit.edu/article/how-leaders-champion-culture-six-essential-lessons/

Goleman, D. (2024). Optimal leadership and emotional intelligence. Leadership & Organization Development Journal, 45(4), 1–15. https://onlinelibrary.wiley.com/doi/full/10.1002/ltl.20813

McChrystal Group. (2024, August 21). A leader’s guide to building a high-performance culture. McChrystal Group. https://www.mcchrystalgroup.com/insights/detail/2024/08/21/a-leader%27s-guide-to-building-a-high-performance-culture

Miraglia, Y. (2024). The role of leadership in shaping organizational culture. Journal of Organizational Culture, Communications and Conflict, 28(3), 1–3. https://www.abacademies.org/articles/the-role-of-leadership-in-shaping-organizational-culture-17027.html

Teitelbaum, A. (2025, January 24). Leadership’s impact on building thriving workplace cultures. Society for Human Resource Management (SHRM). https://www.shrm.org/enterprise-solutions/insights/leaderships-impact-on-building-thriving-workplace-cultures

Umam, H. Z., & Agustina, T. S. (2025). Why organizational culture matters? Transformational leadership, organizational learning culture, and organizational innovative culture linkage. International Journal of Research and Scientific Innovation (IJRSI). https://rsisinternational.org/journals/ijrsi/articles/why-organizational-culture-matters-transformational-leadership-organizational-learning-culture-and-organizational-innovative-culture-linkage

Goleman, D. (2024). Optimal leadership and emotional intelligence. Leadership & Organization Development Journal, 45(4), 1–15. https://onlinelibrary.wiley.com/doi/full/10.1002/ltl.20813

Building a Positive Workplace Culture: Small Steps That Make a Big Difference

Introduction

A positive workplace culture doesn't happen overnight. It grows through small, tangible actions that foster trust, respect, and empowerment. It's feeling get when they know the work they do matters and when their well-being is valued. small, everyday actions can transform an ordinary workplace into a place where people truly want to belong. In today’s fast-changing business world, where hybrid work and employee well-being are major priorities, focusing on culture has become essential to organizational success (Harvard Business Review, 2024).

1. Start with Empathy and Authentic Leadership 

Great culture starts with great leadership. When leaders communicate openly, listen to their team, and show understanding, employees will feel respected and supported. A simple act like asking someone how they are doing something or appreciating their effort can build employee trust and strengthen relationships. Authentic leaders encourage transparency and psychological safety—creating a workplace where people can speak up without fear (Circles, 2024).

Simple Steps:

☝Begin meeting with appreciation round

☝Ask for feedback and act on it

☝Show vulnerability by acknowledging mistakes

2. Recognize Small Wins 

Recognition is one of the easiest ways to build positive. Celebrating even small victories reminds people that their hard work is important. Whether it's a kind word, a thank you note, or a brief mention at a meeting, these moments boost confidence and motivations. Small celebrations often lead to big smiles. Recognition doesn’t need to wait for large achievements. Celebrating daily successes and consistent effort strengthens morale and engagement (Society for Human Resource Management [SHRM], 2025). Even a brief “thank you” in a team chat or a handwritten note can boost motivation and reinforce positive behavior.

3. Promote Learning and Growth

A culture that values learning helps employees see a future within the organization. training sessions and knowledge sharing foster employee growth. When people feel they are improving, they bring new ideas and energy to their work. A strong workplace culture values continuous development. Offering training, mentoring, or simple peer-learning sessions helps employees feel invested in and reduces turnover (Spinify, 2024). When people grow, the company grows with them.

4. Encourage work-life balance

Work-life balance is not just a policy; it is a mindset. Encouraging employees to relax and take care of themselves improves creativity and reduces stress. When people feel balanced and supported, they perform better and stay longer. To create a healthy culture, people must first be protected. Flexible schedules, respect for personal time, and support for mental well-being are essential. A culture that encourages balance not only prevents burnout but also improves long-term performance (Harvard Professional Development, 2024). 

Small actions like “no-meeting Fridays” or optional mental-health check-ins show that wellbeing truly matters.

5. Build Inclusion & Belonging 

Diversity and inclusion strengthen the workplace. When everyone's ideas are valued and respected, collaboration flourishes and leads to creativity, trust, and unity. This is the heart of a positive culture. Diversity, equity, and inclusion (DEI) are not just policies - they are daily behaviors. Creating spaces where everyone’s ideas are valued leads to higher innovation and stronger team cohesion (ConsultTheHive, 2024).

Conclusion

Building a positive workplace culture means consistently doing small things like listening, appreciating, supporting, and including. These actions may seem trivial, but they create an atmosphere where people are proud to work together. The most successful organizations understand that culture is not just what they do - it is who they are. As SHRM (2025) highlights, “culture is built in everyday moments.” Start small today: the results will be big tomorrow.

References

Circles. (2024). 8 Ways to Build a Positive Work Culture. Retrieved from https://www.circles.com/resources/8-ways-to-build-a-positive-work-culture

ConsultTheHive. (2024). Building Positive Workplace Culture. Retrieved from https://consultthehive.com/insights/articles/building-positive-workplace-culture

Harvard Professional Development. (2024). 6 Tips for Building a Better Workplace Culture. Retrieved from https://professional.dce.harvard.edu/blog/6-tips-for-building-a-better-workplace-culture

SHRM. (2025). Strategies for Building a Positive Work Culture. Society for Human Resource Management. Retrieved from https://www.shrm.org

Spinify. (2024). Building a Strong Company Culture: Tips and Best Practices. Retrieved from https://spinify.com/blog/building-a-strong-company-culture-tips-and-best-practices

Harvard Business Review. (2024). How to Build a Positive Company Culture. Retrieved from https://hbr.org

How Strong Company Culture Sparks Employee Engagement & Passion?

Introduction

In today's rapidly changing and volatile business environment, strong company culture is often not just about been "happy." It also impacts employee engagement, motivation retentions, and ultimately organization success. When employee feel aligned with their organization's culture, they perform their tasks with great energy and creativity. Below we explore why culture matters to an organization, how it affects engagement & passion and what companies can do to strengthen their culture.

A 2025 report by Culture Amp shows that companies making investments in culture, listening to employee feedback, and taking meaningful action are seeing tangible improvements in engagement metrics and retention. (Hive). In a survey on HR priorities for 2025, “connection” emerges as a top goal: culture is seen as made up of shared stories and behaviors, not perks, and connection is foundational to employee engagement. (Forbes). A study in 2023 in the education sector in Jordan found that positive organizational culture, especially of clan or adhocracy types (i.e. supportive, innovative, flexible), is positively associated with higher job satisfaction, loyalty, creativity, and productivity. (MDPI)

How Culture Sparks Engagement & Passion

The following are practical steps based on research to be create or strengthen engagement & passion for building a culture.

1. Purpose & value alignment 

When the company's mission, values and goals, align with what employees care about, work feels, meaningful. Employees don't just do tasks. They see their work as contributing to something bigger. This alignment intrinsic motivation. Research from Culture Amp shows that in their benchmark data, many employees rate knowing how their work contributes to organizational goals as one of the highest scoring engagement questions. (Culture Amp)

2. Trust, Psychological Safety & Leadership Behavior

A culture where people feel safe to express their opinions: make mistakes without fear: and trust leaders to be transparent. This fosters engagement. The 2025 HR trends emphasize that managers play a huge role here. Leaders who communicate clearly, act ethically, and foster inclusion help embed culture across teams. (Forbes)

3. Recognition, Autonomy & Growth

People are motivated when they know their efforts are noticed and appreciated. Independence in how they do their jobs, learning opportunities, and feedback all strengthen participations. For example, one study of IT professionals (in Kerala, India) in 2023 showed that core values, leadership, communication, empowerment and other cultural drivers significantly affect employee performance and motivation. (ResearchGate)

4. Well-being, Belonging & Inclusion

Employes are more likely to be engaged when they feel they belong, are treated fairly, and are given more support. Accordingly, to surveys, phycological safety, diversity, equality, and well-being are strongest predictors of engagement. The Culture Amp mid-year benchmarks for 2025 noted that while some metrics are improving (goal setting, follow-through), others related to energy, motivation, and intent to stay are declining — often traced back to weak feedback or misalignment between what employees expect and what the culture delivers. (Culture Amp)

5. Communication, Feedback & Participation

Culture is sustained not only by top - down proclamations, but by continues dialogs, feedback loops, and employee having a say. whether through engagement surveys, leadership check ins, peer feedback. culture thrives when employees know their voice matters. The Culture Amp mid-year benchmarks for 2025 noted that while some metrics are improving (goal setting, follow-through), others related to energy, motivation, and intent to stay are declining — often traced back to weak feedback or misalignment between what employees expect and what the culture delivers. (Culture Amp)

Evidence & Trends (2023-2025)

Survey Monkey’s “2025 Workplace Culture and Trends” shows that employees today care deeply about workplace culture, with high weight given to connection, values, respect, and recognition. (SurveyMonkey)

The Global State of Employee Engagement 2025 report indicates ~60% of respondents report moderate engagement, but only a small percentage report “very high” engagement — suggesting there is room for culture to push those numbers upward. (6282300.fs1.hubspotusercontent-na1.net)

The 2023 study “Nurturing Employee Engagement at Workplace and Organizational Innovation in Time of Crisis” showed that goal congruence (alignment between what an organization aims for and what employees perceive) and inter-group relations are significant predictors of engagement; also, that culture of learning enhances work passion. (SAGE Journals)

What Companies Can Do (Best Practices)

01. Clearly define and communicate core vales

02. Build and maintain psychological safety and encourage open communication.

03. Frequent recognition and small recognitions and appreciation

04. Programs, networks, listening, underrepresented group

05. Giving employees autonomy over how they work participatory decision making.

06. Regularly measure culture and engagement using surveys, benchmarks, and feedback. 

Conclusion

A strong company culture is more than branding pr perks. It connects employees to the company's purpose, vision & mission. When employees are aligned with culture value and support well-being, as well as providing recognition, they become passionate contributors, not just focused their works. Organization that invests in culture are more likely to see happier employees, lower turnover, innovations, and better performance.

References

Xhavit Islami, M., Abduraimi, P., & Mustafi, M. The role of organizational culture on employee engagement. Business: Theory and Practice. Vol. 24, No. 1 (2023). (Vilnius Tech Journals)

Nurturing Employee Engagement at Workplace and Organizational Innovation in Time of Crisis With Moderating Effect of Servant Leadership. SAGE Publications, 2023. (SAGE Journals) https://journals.sagepub.com/doi/10.1177/21582440231175150

A Study on the Drivers of Corporate Culture Impacting Employee Performance in IT Industry (Kerala, India), International Journal of Professional Business Review, 2023. (ResearchGate)

Culture Amp, Middle East > 5000 Benchmark, January 2025. (Culture Amp)

Builders Mutual / TDM, “Elements of Engagement Survey” (2024-2025 data), via 2025 Trends & Prediction Report. (internationalwim.org)

Culture Amp, “Mid-Year Benchmarks Update 2025.”(Culture Amp) https://www.cultureamp.com/blog/mid-year-benchmarks-update-2025

SurveyMonkey, “2025 Workplace Culture and Trends.” (SurveyMonkey) https://www.cultureamp.com/blog/mid-year-benchmarks-update-2025

Nurturing Employee Engagement … (SAGE Open): https://journals.sagepub.com/doi/10.1177/21582440231175150

The 4 Types of Organizational Culture: Which one Feels Like Home for your Company?

Introduction

Have you ever walked into an office and instantly felt the atmosphere, the buzz of teamwork, the way people talk to each other, or the overall energy of the room? That invisible force you feel is organizational culture. It silently influences everything: how people make decisions, interact, and get things done. Every workplace has its own culture, but not all of them are the same. Understanding your organization's culture can tell you a lot about how it really works and whether it's a place where you can truly thrive. "A strong culture can drive innovation and employee engagement, while a weak one can slow growth and reduce morale" (Bogale, 2024).

"Leaders can use tools such as the Organizational Culture Assessment Instrument (OCAI) to identify their current culture type and determine what shifts are needed to align with long-term goals" (Fahmi, 2024).

There are four main types of organizational culture identified through the competing values framework created by Camaron and Quinn (Cameron & Quinn, 2011). Each type has its own unique strengths, challenges, and environments in which it thrives best. 

01. Clan Culture: The Family-Oriented Workplace

Clan culture is one of the four main types of organizational culture identified by the competitive values framework (Cameron & Quinn, 2011), which describes it as a "family-like" culture that deeply values cooperation, loyalty, and a sense of belonging.

In a clan culture, the workplace is warm, friendly, and supportive, like a large extended family. Employees are encouraged to work together, share ideas, and help each other grow. Collaboration, teamwork, and open communication are core concepts in every role. Leaders act as mentors rather than bosses, and employees often feel valued and listened to.

Key Characteristics

I. Collaboration and Teamwork

Employees work closely together and support each other to achieve common goals, and collaboration is valued over competition. 

II. Employee Participation

Everyone's opinions matter. Decision-making often involves group discussion and input from different levels of the organization.

III. Open Communication 

Communication flows freely in all directions. People feel comfortable expressing ideas or feedback.

IV. Strong sense of belonging

Employees feel connected to the organization and each other in thought, fostering loyalty and trust.

V. Leadership Style

Leaders are friendly and can share ideas and act as mentors or "parental figures." They guide employees with care and support.

 

02. Adhocracy Culture: The Innovator’s 

Playground

Adhocracy culture is the second of the four organizational culture types identified by Camaron and Quinn's competing values framework (2011).

The term "adhocracy" comes from the word "adhocracy," which means temporary or flexible. It thrives on innovation, creativity, adaptability, and risk-taking. It is best suited for dynamic and rapidly changing organizations. In an advocatory culture, organizations encourage employees to think broadly, try new ideas, and take risks. It has no strict rules or procedures and places a high value on freedom, agility, and entrepreneurship. 

Key Characteristics

I. Innovation & Experimentation 

Employees are encouraged to develop new ideas and challenge existing processes. Creativity is considered a competitive advantage. 

II. Flexibility and agility

Imperial organizations can quickly adapt to market changes and emerging technologies. 

III. Entreprenurial Leadership

Leaders act as visionaries or innovators, inspiring their teams to explore new possibilities rather than managing through control. 

IV. Dynamic Structure

The organizational structure is fluid and project based. Teams are formed and dissolved as needed for specific projects or goals. 

V. Future oriented

The focus is on growth, transformation, and leadership in innovation rather than maintaining stability. 

 

03. Market Culture: The Results-Driven Arena

Result based stadium: Another aspect of organizational culture identified in Camaron and Quinn's Competitive Values Network (2011) is market culture.

Unlike Clan and Adhocracy Cultures that focus on cooperation or creativity, a market culture is a culture of competition, achievements, and measurable results. In this culture, success is defined by winning. That means outperforming competitors, reaching sales goals, or achieving market dominance. Every activity is focused on improving productivity, profitability, and performance.

Key Characteristics

I. Goal oriented and competitive

Employees are driven by clear goals & performance measures. Success is measured by results, whether sales market share or profit. 

II. Customer and market centric

The main priority is to satisfy customers and stay ahead of competitors. Organizations constantly monitor the market for opportunities and threats. 

III. Performance based leadership

Leaders act as fierce competitors or coaches, focusing on achievements, deadlines, and measurable results. 

IV. Rewards for achievements 

Employees are often rewarded with bonuses, recognition, or promotions for meeting or exceeding goals. 

V. Efficiency and productivity

The emphasis is on doing things faster, better, and more efficiently than competitors. 

 

04. Hierarchy Culture: The Structured System

The final of the four major types of organizational culture described in Camaron and Quinn's competing values framework (2011) is the hierarchical culture. This represents a workplace that values structure, stability, and control. 

In this culture, clearly defined procedures, rules, and lines of authority are followed. ensuring efficiency and consistency in operations. Organizations with a hierarchical culture operate like a well-oiled machine that is predictable, organized, and controlled. The main goal here is to maintain smooth operations, minimize risk, and achieve efficiency through an established system. 

Key Characteristics

I. Formal structure and clear rules

Here, their jobs, responsibilities, and reporting lines are defined. Everyone knows their place and duties in this system.

II. Strong rules and procedures

Policies and Standard Operating Procedures (SOPs) guide daily operations to ensure consistency and uniformity.  

III. Control and accountability

Leadership focuses on coordination supervision,and ensuring that employees follow company policies.

IV. Efficiency and consistency 

Work is carried out in an orderly and systematic manner, aiming for accuracy and reliability. 

V. Leadership style

Leaders act as organizers and coordinators, emphasizing consistency, control, and smooth workflow over creativity or flexibility. 

Conclusion

Every organization has its own rhythm, which is culture. Whether it's the warmth and team spirit of clan culture, the creativity and agility of an imperialism, the competitive drive of a market culture, or the order and stability of a hierarchical culture, each environment shapes how people think, act, and succeed together (Miller, 2023).

There is no one size-fits-all answer. The best culture is one that aligns with your company's values, goals, and people (Harper & Lewis, 2024). What really matters is creating a workplace where employees feel connected, motivated, and inspired to contribute their best (Bogale, 2024).

In today's rapidly changing business world, the most successful companies are those that understand their culture and continually nurture it (Fahmi, 2024; Chen, 2025). Because when the culture feels like home, people don't just work there - they belong (Anderson, 2025).

References

Bogale, A.T., 2024. Organizational Culture: A Systematic Review. Cogent Social Sciences, 10(1), p.2340129. Available at: https://www.tandfonline.com/doi/full/10.1080/23311975.2024.2340129 [Accessed 9 Oct. 2025].

Cameron, K.S. & Quinn, R.E. (2011) Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. Jossey-Bass. https://www.wiley.com/en-us/Diagnosing+and+Changing+Organizational+Culture%3A+Based+on+the+Competing+Values+Framework%2C+3rd+Edition-p-9781118003323

 Franco, M., Sartor, R. & Rodrigues, M. (2024) ‘Cameron and Quinn’s organizational culture traits in the context of university–SME cooperation’, Journal of General Management, [online] Available at: https://journals.sa https://journals.sagepub.com/home/gem

Li, J. & Chen, Y. (2025) ‘Hierarchy culture and employee performance in structured organizations: The role of procedural justice’, Asia Pacific Journal of Human Resources, [online] Available at: https://journals.sagepub.com

Rahman, M. & Bari, M. (2023) ‘Leadership orientation and organizational control mechanisms in hierarchical cultures’, Current Psychology, [online] Available at: https://link.springer.com

Kamel, A. (2024) ‘Balancing control and flexibility: The impact of hierarchy culture on innovation performance’, Cogent Business & Management, [online] Available at: https://www.tandfonline.com

Fahmi, M. (2024) ‘Assessing organizational culture using the OCAI framework: A leadership perspective’, Journal of Business Strategy and Development, 8(1), pp. 33–45. Google Scholar

Anderson, T. (2025) Creating Cultures of Belonging: The Future of Organizational Success. Harvard Business Review, 103(2), pp. 45–49 https://hbr.org/

Miller, K. (2023) Understanding the Four Types of Organizational Culture: A Modern Perspective. Management Insights Quarterly, 14(3), pp. 33–41. Google Scholar

Bogale, D. (2024) The Role of Culture in Driving Innovation and Employee Engagement. Journal of Organizational Psychology, 18(1), pp. 56–63. https://www.na-businesspress.com/jopopen.html

Harper, S. and Lewis, J. (2024) Aligning Culture with Strategy: A Path to Sustainable Growth. Strategic Leadership Journal, 29(2), pp. 98–104. wiley online