ABSTRACT
Edgar Schein defined culture as the way we do things around here, and described it as learned patterns of belief, values, assumptions, and behavioral norms that manifest themselves in different levels of observability. As such it guides people in the firm on how to think and act. Rational discourse alone will fall short of creating buy-in unless it is accompanied by a multi-faceted influence approach including reputation, prestige, personality, purpose, status, content of message, interpersonal and group skills, give-and-take behaviors. Leadership is an influence relationship that can power adaptative capacity—the resilience of people and the capacity of systems to engage in problem-defining and problem-solving work in the midst of disequilibrium. The chapter explains various theories that leaders may employ in effective communication including Northouse’s concept of management as a unidirectional authority relationship, Boyatzis & McKee’s resonant leadership, Ryan & Deci’s self-determination theory, Daniel Pink’s Motivation 3.0, Douglas MacGregor’s Theory X and Y, and perspectives from Haas & Mortensen, Richard J. Hackman, Wilfred Drath, and Kenneth Gergen.
