The Impact of Leaders on Culture

The influence leaders and managers have on the performance of their teams and, ultimately, their organizations cannot be understated.

Developing Leaders

Leaders shape the way people think and behave—leaders are viewed by others as role models, and employees look around to see if their behavior is consistent with the organization’s espoused values and philosophy.

Leaders set the agenda. Leaders influence the organization’s culture and in turn the long-term effectiveness of the organization. Leaders and managers set the context within which organizational members strive for excellence and work together to achieve organizational goals.

Human Synergistics International’s research, particularly that of Robert A. Cooke, Ph.D. (HSI CEO and distinguished academic), clearly highlights the relationship between leadership strategies, the impact leaders have on others, and effectiveness in the leadership role. This impact has enormous significance in helping understand organizational culture and the role that norms and expectations play in organizational effectiveness.

Leadership helps shape culture. Culture in turn shapes leadership. They both drive performance.

We help those in leadership roles identify the relationship between behavior strategies and styles and leadership effectiveness, while providing a process for building personal capability in the leadership role.

We offer a range of assessments designed to develop leaders and managers that meet rigorous academic and psychometric standards while being practical and relevant to the real world. These can be provided as part of your individual, leadership, group, or organization development programs, and can be administered by a member of our Human Synergistics Global Change Circle™ (HSGCC), another practitioner of your choice, or yourself. Our Application and Accreditation Workshops provide hands-on learning, giving you knowledge and confidence in interpreting, debriefing, and developing action plans around HSI assessment feedback.