Leadership in High-Performance Organizational Cultures, Second Edition
The Reviewer David Tweed, Department of Management, Massey University, Palmerston North, New Zealand Review Subject: Leadership in High-Performance Organizational Cultures Stanley D. Truskie Emerald Journal: Women in Management Review Volume: 18 Number: 6 Year: 2003 pp. 338-339 Copyright:© Emerald Group Publishing Limited Leadership in High-Performance Organizational Cultures presents an argument for strong organisational cultures which are moderated by leadership. Truskie refers to previous literature and studies in making the case that certain strong organisational cultures result in superior organisational performance. He also argues that the chief determinant of the prevailing culture is the organisation s leadership. Therefore, by implication, leaders can influence organisational performance through positive influences on organisational culture. Four basic organisational styles are introduced and described as part of what he terms the L4 strategy: the cooperation culture, the inspiration culture, the achievement culture, and the consistent culture. Each of these is briefly described. Trust is the foundation of the cooperation culture and relationships are very important, as members work together in teams. A strong sense of affiliation holds the organisation together. The inspiration culture is driven by its purpose or mission, which claims a moral imperative through doing good or improving society in some way. Self-leadership is fostered, and the author argues that the organisation exists for the individual rather than the individual for the organisation. The achievement culture values intelligence, ingenuity and innovation in the search for new knowledge, theories and technologies. Recruitment focuses on hiring the brightest and most talented people, who in turn focus their energy on helping the organisation achieve superior levels of performance or, more simply, to be the best. The consistent culture values predictability and order. Policies, detailed planning and timetables are among the tools used to achieve needed results. Since surprises are to be avoided, organisational members are encouraged to work within rules or boundaries when initiating innovations and improvements. Truskie then goes on to argue that high-performing cultures combine the positive elements of each basic form through an integration process in which none of the basic forms dominates, but each contributes. The overall outcomes include superior performance, consistent results and sustained growth. The practical implication for managers is that improving competence in one basic form will not necessarily improve overall performance, if the other three forms have, in the process, been neglected. The lesson, then, is for managers to adopt a more integrated and holistic perspective, seeking to capture the strengths of all four basic forms at the same time. Thus, weaknesses in one basic form could be limiting to overall performance and should be addressed as a first priority in order to bring the four styles into balance. He suggests that integrated and balanced organisational culture is a better predictor of performance than superior technology or equipment, or better resources such as finance, more talented people and so on. To buttress this argument he uses examples from information technology organisations to illustrate adaptation and success in a turbulent industry over the long term. The book discusses how to become an L4 leader, the importance of vision, undertaking organisational change, implementing an organisation. --Emerald Journal: Women in Management ReviewLeadership in High Performance Organizational Cultures is a welcome addition to the tools available to the CEO, manager, and performance technologist. This book belongs in the briefcase, not the bookshelf.; Dean R. Larson Department Manager, --Executive EndorsementsLeadership in High Performance Organizational Cultures is a welcome addition to the tools available to the CEO, manager, and performance technologist. This book belongs in the briefcase, not the bookshelf.; Dean R. Larson Department Manager, U.S. Steel--Gary Works Adjunct Professor, Purdue University ;For anyone in a position of leadership, this book is about freedom. Freedom to move beyond the constraint of 'style' and discover that leadership is about creating the right culture for an organization. The reader learns that leading culture change can truly be an acquired skill.;  Brian E. Falck President and Chief Executive Officer H. J. Heinz Company of Canada Ltd. ;If you only have time to read one book this year on leadership and organizational/cultural change, this should be the one. It should be required reading for CEOs and anyone else who wants to make sense out of all the management literature fighting for shelf-space today. The L4 strategy that Dr. Truskie articulates deserves a very careful read--not a mere feel-good book.; J. Robert White Executive Vice President and Chief Financial Officer  Michael Baker Corporation  Adjunct Professor, Carnegie Mellon University ;This is a truly important contribution that vividly defines how leaders build lasting success into their organizations. The book offers a new perspective and meaning to the term 'leadership' that will definitely challenge (and change!) the way many leaders view their roles as champions of their organization's enduring success. I highly recommend this to leaders as well as to those who develop and support them.;  Gregory R. Spencer Senior Vice President and Chief Administrative Officer Equitable Resources, Inc. ;[This book] is an extraordinary discussion of organizational culture and leadership supported with solid examples. A blueprint to improve a company's effectiveness. A must-read for executives and managers.; Herbert D. Gordon President and Chief Executive Officer Association of Directory Marketing, Inc. ;[This book] is enjoyable reading that provides proven information and understandable knowledge for any executive or manager to live by. Dr. Truskie's real world experiences and examples show how and offer proof that his L4 strategy works. A must-read for anyone wanting to become a more effective and respected leader.&;  Scott L. Bender President and Chief Executive Officer Seven Springs Mountain Resort ;[This book] is long overdue and will enhance anyone's understanding of leadership, leadership styles, and organizational performance.;  David J. Meckstroth President and Chief Executive Officer Upper Valley Medical Center   [O]ne of the greatest benefits of [the book] is Truskie's explanation of the potential, beneficial implications of the L4 Strategy with specific relevance to creating and then sustaining a high-performance organizational culture. ... Leadership in High-Performance Organizational Cultures can be of even greater value as all organizations (regardless of their size or nature) proceed into an otherwise uncertain future.  eastbook.com Robert Morris --Executive EndorsementsI found [the book] to be thought provoking and applicable to the responsibilities and attributes of a successful leader. After reading it, I felt energized to go out and lead the organization in ways that inspire and motivate others.  Paul A. Majka Vice President, Business Operations Lockheed Martin MS2  If you are looking for an extraordinary investment yielding the highest sustained return, then this book is for you! In Leadership in High-Performance Organizational Cultures, effective leaders will quickly see where the best investment is and how rapidly organizations reap the fruit of that investment by implementing Dr. Truskie s powerful L4 strategy. As a witness to the effectiveness of this model, I recommend you begin with the front cover and don t skip a page.  Samuel W. Moore,  President and Chief Executive Officer,  Double G Coatings, Inc.  ;Particularly in difficult economic times like these the importance of taking a balanced culture approach to leadership can keep an organization focused and optimize results. Leaders at all levels can learn from the L4 framework described in this book.; Patrick M. Brand President,  Pitney Bowes Document Messaging Technologies ;The lessons provided in this book will benefit those privileged to serve in leadership positions and the organizations they lead. The methods described provide the means to positively transform organizational culture in such a way that all stake holders feel valued. This experience, although rewarding for all, is particularly satisfying for the professional who becomes the agent for change. Not only can these principles be career changing, but life changing for both the individual and the organization involved.; Robert H. Lange Director Environmental Control, U. S. Steel Gary Works --Executive Endorsements