This study used an exploratory method to investigate how human resource executives perceive their roles as transformational leaders to create high performance cultural initiatives. The research was conducted using MLQ surveys and onsite interviews with 20% of the top 100 performing companies in Houston for the year 2009, as defined by the Houston Chronicle . The researcher assessed and analyzed online business performance with qualitative interview data, conducted business document specimen review, and observed cultural attributes of these high performing companies. This analysis developed an organization and management taxonomy for creating cultures of high performance and the leadership competencies required by human resource executives who are responsible for the development and implementation of such cultures. This study's findings reveal successful initiatives to create cultures of high performance are lead top down by the executive leader and must be supported with organizational development to build a systemic capability to transform the legacy culture into a high performance culture. Two categories of criteria were found to be required (a) strategy and leadership and (b) organizational structure and capability. Category 1 included three primary elements: (a) form a clear strategic intent and plan for the culture change initiative, (b) define the strategic role of the human resource executive, and (c) provide a roadmap for leadership organization-wide. Category 2 included three interdependent areas: (a) corporate values, (b) learning organization, and (c) organizational alignment. Finally, three human resource executive competencies were identified to develop and lead such initiatives: (a) business leader, (b) people strategist, and (c) leader/talent developer.
|Adviser||Janice M. Spangenburg|
|Subjects||Management; Organizational behavior|
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