Organizational culture is a variable that is often correlated with leadership. Leadership has been described as a cluster of overt, acquirable skills, re-organizable to corporate set up, engaging employees to share a common vision, encourage and celebrate the success of the employees by Kouzes and Posner (1987; jaskyte, 2004). Various Adlerian values can be translated and incorporated in strengthening the corporate culture through varying levels and styles of leadership. Some of the universal Adlerian values conjured up from the Adlerian values document are encouragement, other centeredness, and offering freedom to choose. It is important to know that well suited leadership and culture coalition can prove to be one of the critical characteristics of the organization to achieve avant garde competitiveness.

Schein (2010) emphasized the significance of leaderships on the establishment and maintenance of corporate culture. ‘Their (leaders’) beliefs, values, and assumptions form the core of the organization’s culture from the start and are taught to new members’ (Jakyte, 2004). Leaders can further propagate and incorporate a corporate culture through explicit rewarding, teaching, mentoring, and hiring the right pick. It is believed that employees don’t leave the companies, they leave the bad leaders. An effective leader can spawn employee commitment and motivate individuals to attain goals, alter employees’ values through alteration in psychological contracts, and welcomes all necessary changes. More important, corporate culture can be restored by leadership that allows learning, unlearning, and relearning for the employees to understand and sustain the corporate culture. ‘Learning is seen as purposive quest to retain and improve competitiveness, productivity, and innovativeness’ (Dodgson, 1993; Phipps et al. 2012).

Transformational leadership (TFL) is the kind of leadership that leads to positive changes for both organization and employees. The positive change is the result of the mutual agreement between employees and leadership and is aimed to ‘transform’ the organization in one or more ways. Transformational leadership is encompassed by energy, passion, and enthusiasm. Transformational leadership is also known to effectively promote and improve creativity and innovation. ‘TFL behaviors, like the communication of an inspirational vision, encouragement and consideration, operational autonomy/freedom, challenge, and support for inventiveness and originality, mimic some of the factors associated with innovation and creativity in organizations’ (Elkins & Keller, 2003; Phipps, 2012).

Apple Inc., as a corporation has effectively implemented transformational leadership and has enjoyed the position of world’s largest music retailer, second largest information technology company, and third largest mobile phone maker globally. The company went through major metamorphosis under transformational leadership in 2007. The marketing strategy of Apple starts from explaining why they do what they do and gently persuade people in buying its products by demonstrating how their products are different and eventually what they offer. It is important to choose the best fit who isn’t necessary qualified to do the job but is someone who values the organizational values. Practitioners stress how employees who share their vision and objectives with the organization can work for it with their tear, sweat, and blood compared to the employees that are hired just to get the job done. The goal is not to hire people to get the job done but to hire people who believe in what the corporate believes in.

Transformational embedment occurs when leaders strongly believe in what they are doing and more important, why they are doing it. Organizations’ ability to produce, remold, and absorb knowledge, and skills to engage employees and make them perform to their potential requires transformational leadership because those who lead should ideally inspire individuals not because the employees need to but because they want to whether it’s organizations or leaders.

References
Phipps, S.A., Prieto, L.C., & Verma, S. (2012). Holding The Helm: Exploring the influence of transformational leadership on group creativity, and the moderating role of organizational learning culture.
Jaskyte, K. (2004). Transformational leadership, organizational culture, and innovativeness in nonprofit organizations. Nonprofit Management & Leadership. 15(2), 152-168.
Schein, E. (2010). Organizational culture and leadership. (2nd ed.).San Francisco, CA, Jossey- Bass. 228-253.

Author's Bio: 

Huda holds a Masters degree in Industrial and Organizational Psychology from Adler School of Professional Psychology. She has a diverse background of work experience and has taken up various jobs in mentoring, advising, and counselling students and employees at reputable institutions and organizations.