Organizational Culture and Leadership

Regarded as one of the most influential management books of all time, this fourth and completely updated edition of Edgar Schein's Organizational Culture and Leadership focuses on today's complex business realities and draws on a wide range of contemporary research to demonstrate the crucial role of leaders in applying the principles of culture to achieve their organizational goals.
Edgar Schein explores how leadership and culture are fundamentally intertwined, and reveals key findings about leadership and culture including:
Leaders are entrepreneurs and the main architects of culture
Once cultures are formed they influence what kind of leadership is possible
If elements of the culture become dysfunctional, it is the leader's responsibility to do something to speed up culture change.
In addition, the book contains new information that reflects culture at different levels of analysis from national and ethnic macroculture to team-based microculture.
Praise for Prior Editions of Organizational Culture and Leadership
"Worth reading again and again and again."—Booklist
"An organizational development pioneer uses an anthropological approach to address a leader's role in shaping group and organizational dynamics."—Knowledge Management
"[Schein] is, to use an overworked word, a guru, the recognized expert in the field."—Inside Business

Edgar H. Schein is Sloan Fellows Professor of Management Emeritus at the Sloan School of Management at the Massachusetts Institute of Technology. He is the author of numerous books, including Process Consultation Revisited, The Corporate Culture Survival Guide, Career Anchors, and most recently, Helping: How to Offer, Give and Receive Help.

Preface to Fourth Edition.
The Author.
Part One: Organizational Culture and Leadership Defined.
1. The Concept of Organizational Culture: Why Bother?
2. The Three Levels of Culture.
3. Cultures in Organizations: Two Case Examples.
4. Macrocultures, Subcultures, and Microcultures.
Part Two: The Dimensions of Culture.
5. Assumptions About External Adaptation Issues.
6. Assumptions About Managing Internal Integration.
7. Deeper Cultural Assumptions: What is Reality and Truth?
8. Deeper Cultural Assumptions: The Nature of Time and Space.
9. Deeper Cultural Assumptions: Human Nature, Activity, and Relationships.
10. Culture Typologies and Culture Surveys.
11. Deciphering Organizational Cultures.
Part Three: The Leadership Role in Building, Embedding, and Evolving Culture.
12. How Culture Emerges in New Groups.
13. How Founder/Leaders Create Organizational Cultures.
14. How Leaders Embed and Transmit Culture.
15. The Changing Role of Leadership in Organizational “Midlife”.
16. What Leaders Need to Know About How Culture Changes.
Part Four: How Leaders Can Manage Culture Change.
17. A Conceptual Model for Managed Culture Change.
18. Culture Assessment as Part of Managed Organizational Change.
19. Illustrations of Organizational Culture Changes.
Part Five: New Roles for Leaders and Leadership.
20. The Learning Culture and the Learning Leader.
21. Cultural Islands: Managing Multicultural Groups.
References.
Index.