In this current changing corporate environment, it becomes difficult for the organisationsto stabilise their competitive position in the market. Due to the presence ofcurrent globalised and technically advance market place, most of theorganisations face issues and challenges during the maintenance of theirprofitability index as well as productive infrastructure. Therefore, byreviewing the new economical bases, it can be stated that organisations need toproperly manage the innovative aspects in their production processes, in which corporateleaders play the core-centralised role. Evidence suggests that these types ofchallenges can only be managed by incorporating proper and efficient leadershipstyle.

The journey from autocraticleadership to transformational or situational approaches retains a long andcomplicated process.

Theautocratic leadership style reflects the actual meaning of the phrase ‘one-manarmy’, as the entire team becomes dependent on the decisions taken by theirleaders. The autocratic leadership approach has been formed for solving somedirect issues faced by the organisations during the traditional managementprocess (Jones,2014). However, now we are in the middle of 21^stcentury, a completely new and advanced business age, in which such leadershipstyles could not solve the complexities. Based on the current perspectives,leaders need to become dynamic, spontaneous, productive, interactive, and soon. They need to foster the adaptive, creative, and productive environment inthe workplace cultures (Schalteggerand Burritt, 2017). At this viewpoint, since the traditionalautocratic leadership style cannot support this environment, therefore, itneeds to change the leadership approaches, from autocratic to democratic,participative, charismatic, transformational, and so on.

Globalisation in the corporateworld enforces the attribution of globalised leaders.

Sinceall the aspects and contexts present in this universe become affected due tothe continuous influence of globalisation, therefore, we can easily assume thatthe globalised perspectives also influence the development of globalisedleaders. For understanding the effects of globalisation on different leadershipstyle, let’s take a look on the differences of Eastern and Western leadershippattern. The companies situated in Eastern part of the world generally followsthe principle of authoritarian leadership whereas the Western culturalorganisations includes transformational leadership approach. In case of Easternpart, leaders become more dependent on the internal as well as externalstructures of the corporate organisations instead of motivating their employees.It is already evidenced that Eastern companies include hierarchical corporatepower, which is just opposed to the Western one. Western leaders effectivelyfacilitate the participation and contribution of their employees, along withmaintenance of values, beliefs, trustworthiness, quality, trust, openness,readiness, and honesty (Guardian,2015). Therefore, due to the huge differentialpoints in the leadership styles, the proper adaption and administration ofglobalisation often become challenging for the organisations.

Real life evidence sheds lighton the issues or obstacles associated with the contemporary leadership style.

Ifwe consider the healthcare aspects for highlighting the real life contemporaryleadership issues, we can obtain various evidence from the modern practicecontexts. Such as, by taking the example of NHS, it can be stated thatapproximately 150 healthcare leaders associated with this organisationexperience myriad adversities due to the transformation and reorganisation ofworkplace structure and culture. Based on recent survey of healthcare leaders,it can be stated that only 30% leaders agree with the point that changes inleadership improve the productivity level of the organisation through fosteringan efficient cost-effective way (Guardian,2015). I think that due to the influence ofglobalisation, demotivation can occur among the employees, which can hindertheir natural productivity level. This can further hamper the satisfactionlevel of care service users. That is why motivation and other factors arerequired to be addressed for resolving the issues of globalised leaders.

Improving the trends of contemporaryleadership is required for accelerating the operational success of thecompanies.

• Rethinkingabout the contemporary leadership styles based on the suitability of workplaceculture is required to be done by a distinct dimension. Although many globalisedcompanies focus on the adaption of transformational, transactional, orsituational leadership theory, however, it is essentially required to link theleadership traits with organisational contexts (Rosenbach, 2018).
• Leadersneed to provide attention on maintaining participative approach andmotivational factors, along with accepting the structural changes inorganisation culture.

• Inthis globalised perspective, situational leadership becomes the mostsignificant one as they can accept the ongoing trends of changing environmentand align with the perception of employees.

Conclusion

Therefore,in the conclusion part, we can say that organisational survival is highlydependent on the rapid innovation as well as production skills of thecontemporary leaders, by maintaining their risk-taking capabilities,evidence-based approaches, and clear communication strategies. In the upcomingyears, contemporary leaders need to become extensive optimistic as well aspractical for maintaining the satisfactory standards of growth-outcome.

Reference List

Guardian, 26 Jun. [Online].Available at: https://www.theguardian.com/sustainable-business/leadership-future-diversity-creativity-cocreation [Accessed on: 16/12/2018]

Jones, R. 2014. NHS reforms: thechallenges for leaders and how to deal with them. The Guardian, 13 Jan. [Online]. Available at: https://www.theguardian.com/healthcare-network/2014/jan/13/nhs-reform-efficiency-challenges-managers[Accessed on: 16/12/2018

Rosenbach, W.E., 2018. Contemporaryissues in leadership. Routledge.Schaltegger, S. and Burritt, R., 2017. Contemporaryenvironmental accounting: issues, concepts and practice. Routledge.

Organisational culture is a specific set of values, beliefs, and behaviours shared by themembers of a company for retaining the image and reputation of the organisation.The cultural beliefs can influence the process of business operations,collaboration, communication, and business relationship embedded in an organisation.However, through analysing the current evidence, it can be stated thatorganisational leaders and managers play contributory role in setting theperfect tone of an effective corporate culture, which would be followed by theorganisation (DiDonato and Gill, 2015).

Various internal and externalfactors can influence the organisational culture.

Throughanalysing accurate evidence embedded in the leadership practices of culturallydiverse organisations, it can be stated that organisational culture is not onlyassociated with the professional skills of employees. It becomes influencedthrough the combined effects of social values, personal perceptions of involvedpersonnel, and many other external factors (McCalman and Potter, 2015). Forexample, Morrison Supermarket plc, one of the leading retailer company of UK,focuses on incorporating a culturally diverse workforce and advanced technicalbasis in their organisation for retaining the success and performancestandards. These would change the organisational culture and the environment ofthe workplace, which can influence the productivity level of the organisation.

Due to the multi-culturalworkplace environment, several issues have been raised often.

Now,let us discuss about the potential challenges associated with culturalpractices of the organisation.

• Implementation of newcommunication mediums for value-based transmission

Oneof the potential issue is communication after the transformation of organisationalculture, as organisational members expect communicational transformation aswell for revising the company values, mission, and vision (Schein, 2017). Forexample, often organisations like Morrison Supermarket plc needs to follow theprinciples of informal communication instead of formal communication process,for improving the employee-manager relationship. It is required to inform aboutthis change otherwise it can hamper the collaborative workplace culture.

• Interdependence betweencultural and structural change

Organisationalstructure is highly related with the organisational culture, as changes in oneaspect can enforce the changes on other factor. Since Morrison Supermarket isone of leading brand of UK retailer industry, therefore, the cultural types ofthis organisation belongs to the traditional hierarchy-based process.Traditional hierarchy structure cannot often motivate employees properly due tothe presence of a number of drawbacks, such as slow reaction to their problems,less interaction with management, less scope of participating organisationaldecision, and so on (Corfieldand Paton, 2016).

• Management of new cultural,environmental, and operational awareness

Ithink that managing the awareness level among the employees about the newcultures, environment, and operations, is crucial for maintaining thepositivity of organisational cultural beliefs. This aspect has directrelationship with the productivity and performance level of MorrisonSupermarket plc, as sudden modification in the organisational cultures cancreate confusion states among the employees (Pollack and Pollack, 2015).

Apartfrom this, several other aspects such as uncertain adversities, individualbeliefs, power distance, restraint characteristics, and many others can beconsidered as the possible challenges of organisational cultures.

Cultural transition and transformationrequire efficient strategic recommendations.

Nowlets take a look over the efficient strategic recommendations for managingcultural transition and transformation.

• Leaderscan take 3-step process for managing the organisational cultures, by includingproper behavioural aspects, systematic policies or approaches, and assumptionsof actions (Williamset al. 2017). Atfirst, it is necessary to explore the role of organisational culture and itsconsequences in front of the employees. At this viewpoint, efficient leadersplay the role of connector between the hierarchy and the recruited departmentalemployees of the organisation.
• Next,it is essential to explain the organisational mission, vision, targets, and objectives;as through this the employees can understand their roles and responsibilities,based on which the organisational reputation is dependent. Leaders can exploreall the relevant aspects about the cultural practices, and organisationalmission and vision, through which employees become motivated.
• Leadersneed to implicate a flat hierarchy-based structure in Morrison Supermarket plc,in which the culturally diverse employees can also take participation in thedecision-making process (Elsmore, 2017). Apart from this, transparency,autonomy, empathy, and leadership traits required to incorporate in operationalprocess by applying the proper leadership style for the retail organisation.

Conclusion

However,it is evidenced that maintenance of organisational culture is a very complex process;therefore, leaders also need to change their cultural management strategies. Finally,it can be concluded that management of organisational culture is required forfulfilling the long-term purposes in order to achieve better outcomes.

Reference List

Corfield, A. and Paton, R. 2016.Investigating knowledge management: can KM really change organisationalculture?. Journal of KnowledgeManagement, 20(1), pp.88-103.

DiDonato, T. and Gill, N. 2015. Changing anOrganization’s Culture, Without Resistance or Blame, Harvard Business Review,Jul-Aug 2015.

Elsmore,P. 2017. Organisational Culture: Organisational Change?: OrganisationalChange?. Abingdon: Routledge.

McCalman, J. and Potter, D. 2015. LeadingCultural Change: the theory and practice of successful organizationaltransformation. London: Kogan Page.

Pollack, J. and Pollack, R. 2015. UsingKotter’s eight stage process to manage an organisational change program:Presentation and practice. SystemicPractice and Action Research, 28(1), pp.51-66.

Schein, E. 2017. Organisational Culture andLeadership (5th Ed.). Hoboken, NJ: John Wiley and Sons Inc.

Williams, N.J., Glisson, C.,Hemmelgarn, A. and Green, P. 2017. Mechanisms of change in the ARCorganizational strategy: increasing mental health clinicians’ EBP adoptionthrough improved organizational culture and capacity. Administration and Policy in Mental Health and Mental Health ServicesResearch, 44(2), pp.269-283.