Organizational Culture and Leadership, 4th Edition

The Author xv

Part One: Organizational Culture and Leadership Defined

1. The Concept of Organizational Culture: Why Bother? 7

2. The Three Levels of Culture 23

3. Cultures in Organizations: Two Case Examples 35

4. Macrocultures, Subcultures, and Microcultures 55

Part Two: The Dimensions of Culture

5. Assumptions About External Adaptation Issues 73

6. Assumptions About Managing Internal Integration 93

7. Deeper Cultural Assumptions: What is Reality and Truth? 115

8. Deeper Cultural Assumptions: The Nature of Time and Space 125

9. Deeper Cultural Assumptions: Human Nature, Activity, and Relationships 143

10. Culture Typologies and Culture Surveys 157

11. Deciphering Organizational Cultures 177

Part Three: The Leadership Role in Building, Embedding, and Evolving Culture

12. How Culture Emerges in New Groups 197

13. How Founders/Leaders Create Organizational Cultures 219

14. How Leaders Embed and Transmit Culture 235

15. The Changing Role of Leadership in Organizational "Midlife" 259

16. What Leaders Need to Know About How Culture Changes 273

Part Four: How Leaders Can Manage Culture Change

17. A Conceptual Model for Managed Culture Change 299

18. Culture Assessment as Part of Managed Organizational Change 315

19. Illustrations of Organizational Culture Changes 329

Part Five: New Roles for Leaders and Leadership

20. The Learning Culture and the Learning Leader 365

21. Cultural Islands: Managing Multicultural Groups 385

References 401

Index 415

On-line Instructor's Guide is available at www.wiley.com/college/schein.