The Eight Different Types of Corporate Culture

Eight leadership styles are applicable to both organizational cultures and individual leaders as a result of applying this basic knowledge about the dimensions of human interactions and responsiveness to change. Over the last two decades, researchers at Spencer Stuart (including two of the writers of this article) have worked together to study and enhance this list of styles at both the individual and organizational levels.

1. Caring is centered on interpersonal interactions and mutual trust. Workplaces that are warm, collaborative, and inviting are places where individuals are willing to assist and support one another. Workers are linked by their commitment to the company; leaders place emphasis on authenticity, collaboration, and good connections.
2. Purpose, Idealism, and altruism are examples of what it means to have a purpose. Employees work in workplaces that are accepting and empathetic, where they strive to do good for the long-term future of the planet. Employees are linked by a commitment to sustainability and global communities; leaders highlight the importance of sharing common ideas and contributing to a larger good.
3. Learning,  Exploration, expansiveness, and inventiveness are characteristics of the learning process. The workplace is a creative and open-minded atmosphere where individuals may generate new ideas and explore alternative solutions. Curiosity unites employees, and leaders place a strong emphasis on innovation, expertise, and adventure.
4. Enjoyment Fun and enthusiasm are two ways to convey how much you’re enjoying yourself. People prefer to do what makes them happy in their work surroundings, which is why they are called “happy places.” Laughter and excitement bring employees together, and leaders highlight the need for spontaneity and a sense of humor.
5. Results Achievement and victory are the hallmarks of a successful outcome. Workplaces that are outcome-oriented and merit-based are settings where individuals strive to attain the highest levels of performance. Employees are linked by a desire for competency and success, and leaders place a strong emphasis on achieving goals.
6. Authority Strength, decisiveness, and assertiveness are characteristics that constitute authority. Workplaces are competitive situations where employees attempt to obtain an edge over their coworkers. Employees are unified by a strong sense of control, and leaders instill confidence and domination in their followers.
7. Safety Planning, care, and preparation are the characteristics of safety. Workplaces are predictable places where individuals are risk-averse and deliberate about their decisions and actions. Employers and employees are united in their desire to feel safe and prepared for change; leaders stress the need of being realistic and preparing ahead.
8. Order is based on the principles of respect, structure, and agreed standards. Work settings are regimented areas where individuals prefer to follow the rules and desire to be accepted by their peers. Employees are connected by a spirit of collaboration, and leaders highlight the importance of common processes and time-honored traditions.

Culture framework accommodates these eight types based on the degree to which they represent independence or interdependence (in terms of human relations) and flexibility or stability (in terms of organizational structure) (response to change). Styles that are nearby in the framework, such as safety and order, are typically seen coexisting inside companies and among their members and employees. Styles that are placed across from each other, such as safety and learning, are less likely to be found together and need more organizational resources to sustain at the same time, as a result. Styles differ in their benefits and weaknesses, and no style is necessarily superior to another in terms of performance. Each of the eight styles has absolute and relative strengths that can be measured, and the degree to which employees agree on which styles describe the company may be used to determine an organization’s cultural identity. Among the many significant characteristics of this framework that distinguishes it from other models is the fact that it can be used to identify individuals’ styles as well as the values of leaders and workers.

Reference:  Boris Groysberg, Jeremiah Lee, Jesse Price and J. Yo-Jud Cheng – How to manage the eight critical elements of organizational life (Harvard Business Review – January–February 2018)