The Impact of Varying Leader Culture Types on Organizational Change Initiatives

dc.contributor.advisorWachhaus, Aaron
dc.contributor.advisorSowa, Jessica
dc.contributor.advisorTan, Rae
dc.contributor.authorNorris, Meghan
dc.contributor.departmentCollege of Public Affairsen_US
dc.contributor.programDoctor of Public Administrationen_US
dc.date.accessioned2018-08-17T20:54:39Z
dc.date.available2018-08-17T20:54:39Z
dc.date.issued2018-05-05
dc.descriptionPh.D. -- University of Baltimore, 2018
dc.descriptionDissertation submitted to the College of Public Affairs of the University of Baltimore in partial fulfillment of the requirements for the degree of Doctor of Public Administration.
dc.description.abstractThe nature of homeostatic organizations makes change difficult, yet organizations promote change to meet new visions, new goals and to address organizational deficiencies. Commonly used change management tools, known in this research as process change models, focus on the art of change, the steps needed to move people from one state to another and how to deal with the barriers between the former and desired states of change. It is within the change process that organizational and individual cultures are impacted. Process change models indicate the importance of and value of organizational culture, yet do not equip change agents with means to clearly identify organizational culture types prior to, during and after a change initiative. Documented failure rates of change are high. Because of the high rate of change failure, the frequent use of process change models and the inability for process change models to identify culture types at the organizational or individual level, the aim of this study is to determine how closely aligned organizational culture types are among leader and staff roles. Different culture types in a single organization among functional groups with distinct mission can cause change disruption and reduce the likelihood of new behavior acceptance. When organizational leaders, change agents, and staff share culture types successful change is more likely. To this end, this research addresses three questions: (1) How closely aligned are culture types, existing and preferred, of the Change Leader – each groups’ change agent with those of the Formal Leader, organizational leadership, and staff culture types within their functional group during a technology and process? (2) How aligned are culture types among Change Leaders – each groups’ change agent in a single organization? (3) How aligned are Change Leader culture types and change success? The research questions are answered through a modified online Organizational Culture Assessment Instrument (OCAI) and semi-structured interviews. This research identifies that culture types among different organizational roles vary in each of the organization’s functional groups. The unknown differences in culture across the organizations can be a contributing factor to failed change.en_US
dc.format.extent236 pagesen_US
dc.format.mimetypeapplication/pdf
dc.genredissertationsen_US
dc.identifierdoi:10.13016/M2M61BT12
dc.identifier.otherUB_2018_Norris_M
dc.identifier.urihttp://hdl.handle.net/11603/11051
dc.language.isoen_USen_US
dc.rightsAttribution-NonCommercial-NoDerivs 3.0 United States*
dc.rightsThis item may be protected under Title 17 of the U.S. Copyright Law. It is made available by the University of Baltimore for non-commercial research and educational purposes.
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/3.0/us/*
dc.subjectOrganizational Change Managementen_US
dc.subjectChange Managementen_US
dc.subjectCulturesen_US
dc.subjectOrganizational Culturesen_US
dc.subjectProcess Change Modelsen_US
dc.titleThe Impact of Varying Leader Culture Types on Organizational Change Initiativesen_US
dc.typeCollectionen_US

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