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Impact of Organizational Culture and Influence Tactics on Transformational Leadership

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  • Shuchi Mehta
  • Venkat R. Krishnan

Abstract

Impact of organizational culture (strong and weak) and use of influence tactics (soft and hard) on transformational leadership was studied using a 2 × 2 experimental design and a sample of 120 executives in a large manufacturing firm in eastern India. Results of analyses of variance show that leaders are seen as more transformational if the organizational culture is strong rather than weak, and if leaders use soft influence tactics rather than hard tactics. Transformational leadership is the highest when soft tactics are used in a strong culture, and the lowest when hard tactics are used in a weak culture.

Suggested Citation

  • Shuchi Mehta & Venkat R. Krishnan, 2004. "Impact of Organizational Culture and Influence Tactics on Transformational Leadership," Management and Labour Studies, XLRI Jamshedpur, School of Business Management & Human Resources, vol. 29(4), pages 281-290, November.
    • Handle: RePEc:sae:manlab:v:29:y:2004:i:4:p:281-290
    DOI: 10.1177/0258042X0402900403
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    References listed on IDEAS

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    1. Schein, Edgar H., 1995. "Organizational and managerial culture as a facilitator or inhibitor of organizational transformation," Working papers 3831-95., Massachusetts Institute of Technology (MIT), Sloan School of Management.
    2. Edgar H. Schein, 1990. "Organizational Culture: What it is and How to Change it," Palgrave Macmillan Books, in: Paul Evans & Yves Doz & André Laurent (ed.), Human Resource Management in International Firms, chapter 0, pages 56-82, Palgrave Macmillan.
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    Cited by:

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