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date: 12 December 2019

Abstract and Keywords

This chapter explores the role of leadership and its relationships with organizational climate and culture. It reviews perspectives on the topic from the traditional foundation of leadership as a causal force in developing, embedding, and transforming climate and culture to explore what it means to have a climate and culture of leadership in an organization. It also adopts the perspective that climate and culture are reciprocally interrelated but different constructs. Specifically, perceptions (climate) cause beliefs (culture; seeing is believing), but also beliefs cause perceptions (believing is seeing). The implications of this distinction allow one to discuss how questions of leadership can be addressed with a more fine-grained approach with regard to culture and climate. In addition, the chapter addresses the issue of introducing deliberate misalignment between leadership beliefs and practices in a collective as a means of facilitating climate and culture change. The chapter concludes with an overview of future research questions regarding the relationship between leadership climate and culture, how leadership processes might be used to help change leadership culture, and how individual perceptions and beliefs develop into shared perceptions (climate) and collective beliefs (culture).

Keywords: change agent, climate, climate of leadership, culture, culture of leadership, leadership leadership outputs misalignment, stewardship

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