Culture is Not an HR Function: It Comes from the Top!

Culture is Not an HR Function: It Comes from the TOP

In organizations across industries, “culture” often gets filed under the HR department’s responsibilities. We look to HR to define company values, roll out engagement surveys, plan team-building exercises, and implement DEI initiatives. While HR undoubtedly plays a pivotal role in shaping and maintaining culture, let’s be clear: culture is not an HR function. True culture is built—and sustained—by leadership at the very top.

What Is Culture?

Culture is the collective behavior, attitudes, and norms that define how people work together, make decisions, and achieve shared goals. It’s the unspoken framework within which employees operate daily. And while HR can help articulate and operationalize culture, its essence is shaped by leadership’s actions, priorities, and values.

Culture isn’t what’s written on the wall or on the “About Us” page of your website. It’s what leadership embodies and models—every single day.

Leadership’s Role in Culture

Leaders at the top of an organization have the most influence on its culture, whether intentionally or not. Here’s why:

1. Leaders Set the Tone: Employees watch what leaders do more than they listen to what they say. A CEO who preaches work-life balance but sends midnight emails sets a clear (and conflicting) cultural signal. Conversely, leaders who demonstrate transparency, empathy, and accountability create a foundation for those behaviors to be mirrored throughout the organization.
2. Priorities Reflect Culture: What leadership prioritizes becomes the organization’s priorities. If leaders focus exclusively on quarterly profits at the expense of employee well-being, the culture becomes one of high pressure and low trust. If they invest in employee development and recognition, the culture becomes one that values growth and contributions.
3. Values Are Lived, Not Declared: Leaders must live the values they want the organization to embody. Integrity, innovation, or collaboration cannot remain abstract concepts. Leaders who align their actions with stated values create a culture of authenticity, which inspires employees to do the same.

Why Delegating Culture to HR Fails

When leaders abdicate cultural responsibility to HR, it sends the message that culture is secondary or transactional. The result? Employees see initiatives as performative or disconnected from real business priorities. For example, an HR-driven diversity program will falter if leadership isn’t vocally and visibly championing inclusion in hiring, promotions, and decision-making.

A strong culture must be reflected in leadership’s actions, decision-making, and strategic priorities. HR can act as a steward and implementer, but the blueprint must come from the top.

How Leaders Can Own Culture

So, how can leaders step into their role as cultural architects? Here are five actionable strategies:

1. Be Authentic: Employees can sense when leadership’s actions don’t align with its words. Be honest about the company’s challenges and opportunities, and model the behaviors you want to see.
2. Communicate Relentlessly: Share the “why” behind decisions, recognize employee contributions, and reinforce the organization’s mission and values in every interaction.
3. Lead by Example: Demonstrate the importance of work-life balance, accountability, and respect through your own actions. If leaders don’t take vacations, neither will employees.
4. Invest in People: Build a culture of trust by investing in employee development, well-being, and recognition. Show your team they are valued, not just for their output but for their potential and impact.
5. Measure and Evolve: Regularly assess cultural health through feedback and metrics. Be willing to pivot when the culture isn’t aligned with the company’s vision or employee needs.

Culture as Leadership’s Legacy

Culture isn’t just another box to check. It’s the foundation upon which organizational success is built. It drives innovation, attracts and retains top talent, and ensures resilience in the face of challenges.

When culture comes from the top, it transcends initiatives and policies—it becomes the organization’s DNA. Leaders who embrace their role as cultural architects leave behind more than a successful company; they leave behind a legacy of purpose, trust, and lasting impact.

The question for today’s leaders is not “What is our culture?” but “How am I modeling and shaping it every day?”

What are your thoughts on leadership’s role in shaping culture? Share your experiences or strategies in the comments below. Let’s keep the conversation going!