A modern organization works in an increasingly complicated, dynamic, and competitive environment. Providing sustainability in such an environment requires fulfillment of complex adaptive organizational changes. The sustainable leadership of an organizational culture serves as a leverage of organizational changes. Consequently, the need for suitable leadership models and methods directed towards changing organizational culture becomes apparent and vital. A structured leadership model sustaining constructive confrontation between the desired organizational culture values and the current values of employees is suggested. The model shapes the sustainable leadership process, and is comprised of four dynamic integrated model components: lead, confront, enable, and result. Each of the components is translated into a set of practical procedures that renders the model applicable. The “lead” component of the model coordinates other model components. Individual values are revealed as a result of performance of the tasks directed to changing values of employees. Constructive confrontation is realized by comparing profiles of organizational and employee values. The introduced measure of confrontation reveals a state of the confrontation process that allows management of the feelings and energies of employees, in order to overcome their resistance to changes. The effectiveness of changing organizational culture is determined as a result of measuring the gap between the desired organizational values and the current states of their internalization by employees.
|Keywords:||Sustainable Leadership, Value Confrontation Model Organizational Culture|
President, Al-Qasemi Academic College of Education, Baqa El- Gharbieh, Israel