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AMERICAN JOURNAL OF MANAGEMENT
New Leader Agendas & Legacy Organizational Culture: A Case Study
Exploring Learning’s Role in Bridging the Great Divide
Author(s): David A. Rude
Citation: David A. Rude, (2014) "New Leader Agendas & Legacy Organizational Culture: A Case Study Exploring Learning’s Role in Bridging the Great Divide," American Journal of Management, Vol. 14, Iss. 1-2, pp. 82 - 101
Article Type: Research paper
Publisher: North American Business Press
Abstract:
The learning community has a vested interest in bridging the divide between leadership and culture.
Leaders must be attuned to cultural dynamics. Culture is replete with complexities that can hinder new
leaders. Learning can help inform and influence how leaders instill cultural changes that may be
necessary. This case study of a public sector organization revealed two overarching themes relevant to
learning: culture change takes time and must be communicated with care to alleviate stress; and culture
change must consider affective elements. Given these findings, a new perspective of culture emerges.
Implications for learning scholars and practitioners are presented.
