WITHOUT A GOOD CULTURE, THERE ARE NO GOOD LEADERS; WITHOUT GOOD LEADERS, THERE IS NO GOOD CULTURE

Organizational culture is a complex intertwining of values, behaviors, and beliefs that defines the essence of an organization. More than just a simple compendium of rules, it constitutes the backbone of any institution that seeks excellence and longevity. Just like a healthy ecosystem, where each element plays a vital role, a solid and well-structured culture is essential for the development of effective leaders. Leadership, in turn, does not present itself as an isolated entity; it is shaped by human interactions and the culture that permeates the organization, reflecting the dynamics of an interconnected organizational system.

Even in the 21st century, many cultures still lead their employees to view leadership as restricted to figures in prominent positions, such as managers, CEOs, or high executives. In many of these organizations, a model persists that reflects the shadows of autocratism, where the logic of 'one commands and the other obeys' prevails, stifling collaboration and creativity. This archaic hierarchical paradigm, which centralizes power in the hands of a few, prevents emerging leaders and new ideas from flourishing organically. True leadership transcends formal positions of authority; it emerges from daily interactions and the subtle influences that occur at all levels of an organization. To unlock true human and organizational potential, it is crucial to recognize that leadership is a shared responsibility, where each employee, regardless of their title, has the power to impact and inspire their team, contributing to a more innovative and adaptable organizational ecosystem.

Impactful leaders are not just those who occupy positions of power, but also those who, through their attitudes and behaviors, inspire and mobilize others. In a healthy organizational culture, leadership is a shared responsibility, where each person has the opportunity to positively influence the environment around them. True leadership is nurtured in collaborative environments that encourage empathy, resilience, and strategic vision.

Thus, a robust culture not only creates the conditions for leaders to flourish, regardless of their hierarchical level, but also allows the development of essential skills such as empathy and strategic vision. On the other hand, leaders who understand their role in guiding and inspiring reinforce and evolve this culture, establishing a virtuous cycle that does not depend on a single person, but rather on the collective capacity to shape the future of the organization.

The interdependence between culture and leadership is what makes the topic fascinating and challenging. Culture and leadership are, indeed, two sides of the same coin; one cannot thrive without the other. When culture becomes an authentic reflection of the values and practices of leaders, the organization not only becomes more cohesive but also better prepared to face future challenges. Thus, the true potential of an organization reveals itself in the depth of this symbiotic relationship, where each leader has the responsibility to be the guardian of the culture that shapes their work environment.

In this article, we will explore this vital connection, unveiling the nuances that permeate organizational culture and the crucial role of leadership. As we progress, it will be essential to recognize the importance of a holistic perspective, which allows us to understand that true transformation does not occur in isolation. It requires a mutual commitment between the culture that shapes leaders and the leadership that, in turn, defines and enriches that culture. This promising journey offers not only valuable insights but also an invitation to reflect on what it truly means to lead in a constantly changing world.

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Culture as the Foundation of Success

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"What makes an organization truly successful? It is the culture that supports it." Today, organizational culture is recognized as a vital element for the success of any organization, influencing all aspects, from strategy and leadership to engagement and talent retention. As new theories and practices emerge, the understanding of organizational culture continues to evolve to address the challenges of the contemporary workplace.

The growing complexity and need for adaptation in a rapidly changing business environment have led scholars and practitioners to recognize the importance of organizational culture as a critical factor for the effectiveness and sustainability of organizations. Over the decades, many researchers, such as those from Gallup and Harvard Business Review, have contributed to understanding how culture impacts organizational performance, employee satisfaction, and adaptability to change.

Today, organizational culture is not just a set of rules and values but the living identity of an organization, shaping its climate, decisions, and fundamentally, the behavior of its leaders and employees. A good culture is fertile soil: for a tree to grow strong and healthy, it needs firm roots. Likewise, leaders and employees need a solid cultural foundation to develop fully. Without this structure, leaders become reactive, struggling to address issues arising from a lack of cohesion and organizational alignment.

Organizational identity plays a crucial role in this context, reflecting the mission, vision, and values of the organization and creating a sense of belonging among employees. According to Edgar Schein, culture is composed of "assumptions, values, and artifacts" that directly affect the behavior of members. When well-defined and lived, this identity positively influences the organizational climate, which in turn affects motivation, engagement, and team productivity. A positive climate is fundamental for the mental and emotional well-being of employees, contributing to a healthy work environment.

A notable example is Zappos, which promotes a culture of exceptional customer service by investing in expressing the personalities of its employees. This approach not only attracts talent but also results in high customer satisfaction rates. Similarly, Patagonia demonstrates how a strong organizational culture can reflect sustainable practices and inclusion, creating a positive work environment. On the other hand, Starbucks, a brand historically recognized for its strong culture, currently faces significant challenges. Financial difficulties and criticism of its work environment highlight the importance of an adaptive organizational culture. Starbucks' experience illustrates that even well-established organizations can be tested in times of crisis, revealing the need for a continuous commitment to culture and organizational identity.

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Furthermore, it is crucial to constantly monitor and adapt the organizational culture. Companies like Uber and Facebook have faced criticism for toxic work environments and a lack of mental health support. Brené Brown emphasizes the importance of creating safe spaces where employees can express concerns, directly impacting mental health and team engagement.

Data shows that 61% of employees prioritize mental health when choosing a job, highlighting that culture and climate are decisive factors in attracting and retaining talent. Gallup research indicates that organizations with strong cultures have 17% higher productivity, 21% more profitability, and 10% more engagement. These figures suggest that a well-defined organizational culture not only fuels leadership but also creates a cycle of success that benefits the entire organization.

The study by Kim Cameron and Robert Quinn in the competing values framework highlights those cultures emphasizing support and collaboration lead to greater satisfaction and performance. The fact is that what differentiates a true leader is their ability to nurture a culture that reflects deep values and consistent practices. Building a healthy organizational culture is an ongoing effort that requires commitment and deliberate action, resulting in leaders who not only lead but also inspire their teams to reach new heights of excellence.

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The Role of Culture in Shaping Leaders

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Organizational culture is the foundation upon which effective leadership is built. Without a strong culture, leaders lack the necessary tools to inspire and positively influence their teams. In an organization dominated by fear, distrust, and fragmented communication, leaders face significant challenges. This toxic environment not only demotivates employees but also limits innovation and team cohesion.

In contrast, in cultures that value transparency, collaboration, and continuous learning, leaders thrive. They not only operate within a set of healthy norms but are also supported by organizational values that reinforce their actions. Jim Collins, in his book Good to Great, emphasizes that successful organizations have leaders who embrace culture and use it as a basis for decision-making.

When culture is well-defined and lived by all, it creates an environment where leadership is not restricted to the upper echelons but manifests at all levels of the organization. Formal and informal leaders emerge in healthy environments, motivated by a shared purpose and collective mission. This phenomenon is corroborated by Gallup studies, which reveal that teams that feel valued and engaged are more likely to achieve exceptional results.

Moreover, various articles published by the Harvard Business Review emphasize that organizational culture also directly impacts talent retention. In organizations that promote a positive and welcoming climate, employees feel more inclined to stay, contributing to greater continuity and skill development over time.

However, building and maintaining a healthy organizational culture requires ongoing commitment. When leaders are willing to listen, learn, and adapt, they not only shape their own practices but also inspire their teams to become agents of change. As I highlight in my work on vulnerability and leadership, creating safe spaces for employees to express their concerns is vital for emotional well-being and organizational health.

This is the heart of this article: the need to transcend ourselves and cultivate a culture that not only supports leadership but also empowers every employee to become a leader on their own journey. As we move forward, it is essential to reflect on the practices we establish and how they shape our work environment.

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Leadership as Guardian of Culture

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In today's corporate universe, where change is the only constant, organizational culture stands out as one of the most critical factors for a company’s success. However, this culture, no matter how robust, does not sustain itself; it requires leaders to maintain, cultivate, and inspire it. Leadership is not just about occupying a position; it is a commitment to live and exemplify the fundamental values of the organization. These leaders act as guardians of culture, and their ability to embody these values is vital for organizational health and development.

Peter Drucker’s famous quote, “Culture eats strategy for breakfast,” resonates deeply in this context. Regardless of the brilliance of a strategy or the detail of a plan, if the culture supporting it is not aligned with the organization’s core principles, implementation and success become extremely challenging. In this scenario, leaders have the power not only to nurture culture daily but also to translate it into concrete practices that reflect shared values.

When leadership fails to live the principles it preaches, culture quickly deteriorates. A notable example can be found in the history of Enron, which, despite having an ambitious and well-structured business strategy, succumbed to a monumental collapse due to unethical practices that contradicted the values the organization claimed to uphold. Enron’s leaders, instead of being architects of a sustainable future, became complicit in internal deterioration, compromising the integrity and trust of both employees and investors.

This relationship between leadership and culture is a two-way street. On one hand, effective leaders understand that their influence extends beyond their own actions; they shape an environment where all employees feel encouraged to express and live the organization’s values. When leaders demonstrate authenticity and commitment, they create a safe space for culture to manifest, fostering a sense of belonging and motivation. I always emphasize in my work that vulnerability and empathy are essential to building this connection, as leaders who open up about their own weaknesses inspire others to do the same.

Furthermore, organizational culture is not static; it evolves and adapts over time, and this dynamic requires proactive and receptive leadership. In this context, Otto Scharmer’s U Theory becomes relevant. Scharmer proposes that true organizational transformation occurs when leaders move away from what he calls “downloading”—the repetition of past patterns—and embrace a process of co-sensing and co-creation. This means that leaders must open themselves to new perspectives and emerging realities, involving their teams in genuine and collaborative dialogue. By doing so, they not only promote a healthy organizational culture but also position themselves as facilitators of innovations that respond to future needs.

Edgar Schein, one of the leading theorists on organizational culture, argues that leaders must be attentive to changes in the underlying assumptions and values that shape culture. A leader's ability to adjust and respond to these changes is crucial for organizational resilience. Therefore, the formation of leaders who understand and respect the fluid nature of culture is essential to ensure that the organization remains relevant and competitive.

An inspiring example of leadership that embodies this philosophy is Patagonia, which not only promotes sustainable business practices but also lives these values in its culture. Patagonia’s leaders are known for their actions in favor of environmental and social responsibility, encouraging their employees to engage actively in initiatives that reflect these principles. This not only strengthens the organizational culture but also creates a strong emotional bond with customers who value the brand's authenticity and ethical commitment.

Leadership should also be viewed as a co-creation process, where culture is collectively shaped by all employees. This implies that in environments where leaders recognize and value their teams' contributions, culture becomes a genuine reflection of everyone involved. Swaf Cooper highlights that leaders’ emotional intelligence is fundamental in this process, as it allows them to perceive and respond to their teams’ emotional needs, promoting an environment where culture can thrive.

However, building a healthy and sustainable organizational culture requires deliberate and continuous commitment. Leaders must be intentional in their actions, from recruiting talents who share the same values to implementing practices that reinforce the desired culture. Clear and open communication is an essential element in this process, as it enables all members of the organization to understand and internalize the shared values and objectives.

In summary, leadership is not just about providing direction; it is about being a living example of the culture you wish to cultivate. When leaders commit to living organizational values, they not only strengthen culture but also create a legacy that inspires future generations of employees to become guardians of that culture. This not only ensures the continuity of the organizational culture but also promotes a work environment where innovation, collaboration, and well-being flourish. As we reflect on the role of leadership in shaping culture, we are led to consider: What kind of culture are you cultivating in your organization? How can you nurture an environment that values every individual and promotes mental health and engagement? These are crucial questions that every leader should ask themselves, for transformation begins with intention and action.

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Culture in the Small Details

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Another crucial point that many leaders overlook is the subtlety and power of details in shaping culture. It’s not just the grand speeches or strategic guidelines that mold an organization’s culture, but rather the everyday behavior. How does the leader respond to failure? How do they celebrate achievements? How do they treat team members in moments of stress? These micro-actions create an invisible fabric that defines culture far more potently than a code of conduct or a set of values pinned on a wall.

Fred Kofman, in his reflections on conscious leadership and organizational culture, emphasizes that true leadership manifests in daily interactions. He argues that small actions and everyday decisions significantly impact culture, shaping employees' perceptions and experiences. A leader who demonstrates empathy and authenticity in their communication, for example, establishes a trusting environment where employees feel valued and heard. Kofman notes that consciousness in leadership is not limited to grand actions but reveals itself in the nuances of everyday life, where every gesture and word can reinforce or undermine organizational culture.

In many companies, for instance, a culture of innovation is promoted not through formal declarations but through the freedom that leaders provide for their teams to experiment, fail, and learn from those mistakes. Companies like Google have become icons of innovation precisely because their leaders support constant experimentation without fear of failure. How a leader celebrates a mistake—whether it’s seen as a learning opportunity or a failure to be punished—can make all the difference in the team’s willingness to take risks and innovate.

Thus, culture is built in every interaction, and leaders have the power to shape it through their daily attitudes and behaviors. Ultimately, effective leadership is not just about what is said, but about how one lives and exemplifies the values they wish to cultivate. Attention to detail and the practice of mindfulness in daily life are crucial for creating an environment where organizational culture can thrive.

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The Virtuous Cycle between Culture and Leadership

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The true power of a good culture lies in its feedback capacity. When a leader adopts an inspiring stance that is congruent with organizational values, they not only reinforce culture but also enhance it. This creates a virtuous cycle: a strong culture develops strong leaders, who, in turn, elevate the culture to new heights. According to Daniel Goleman, emotional intelligence is fundamental in this process. Leaders who demonstrate self-awareness and empathy not only connect better with their teams but also cultivate an environment where people feel valued and motivated to contribute.

Leading an organization with a strong culture requires more than authority; it demands the ability to be in tune with what truly motivates people. This aligns with a recent article I published titled “The Search for Why: Discovering What Truly Matters,” inspired by Simon Sinek’s ideas. In his famous TED Talk “Start With Why,” Sinek emphasizes that inspiring leaders begin with the “why,” creating a sense of purpose that transcends goals and objectives. This vision shares the idea that, to create an environment where everyone feels part of something greater, it is necessary to cultivate a culture of trust and belonging.

Kofman complements this vision by stating that a leader must be a role model, where their daily actions, not just their words, reflect the organization’s values. As he notes, leadership is not limited to delegating tasks or setting guidelines; it extends to genuine engagement with the team. This daily interaction is what truly forms and solidifies culture.

The practice of conscious leadership, as discussed by Kofman and also by Brené Brown, who explores vulnerability and authenticity, is crucial for strengthening organizational culture. Leaders who show vulnerability and authenticity create a safe space for their teams to express themselves, ask questions, and even make mistakes. This not only fosters innovation but also allows the team to learn from their experiences, reinforcing the idea that failure can be an opportunity for growth.

Moreover, a study conducted by Edgar Schein, one of the leading theorists of organizational culture, highlights that culture comprises three levels: artifacts, values, and basic assumptions. The interaction between these levels and how leaders communicate and embody these values daily are fundamental to building a solid culture. When leaders are aligned with the organization’s values, they create a sense of coherence that is perceived in every corner of the company.

Thus, a leader who understands this becomes more than just a manager; they become a mentor. Someone capable of inspiring people to transcend their limitations and achieve untapped potential. An environment where a culture of innovation is promoted, where mistakes are seen as part of learning, and where the leader acts as a facilitator of personal and professional growth is an environment where true excellence can flourish.

A leader's ability to engage their team in this virtuous cycle between culture and leadership is what distinguishes extraordinary organizations from mediocre ones. It is the key to building a solid foundation that not only supports the organization’s mission and vision but also allows it to adapt and thrive in a constantly changing world.

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Without a Good Culture, There Are No Good Leaders; Without Good Leaders, There Is No Good Culture

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The interdependence between culture and leadership is a concept that deserves to be explored in depth. An organization’s culture is not just a set of values and practices; it is the essence that defines how people relate, communicate, and work together. At the same time, leadership is not merely a title or position, but the ability to influence and guide others toward a common goal.

The true power of a good culture lies in its feedback capacity. When a leader adopts an inspiring stance that aligns with organizational values, they not only reinforce the culture but also enhance it. This creates a virtuous cycle: a strong culture develops strong leaders, who in turn reinforce and elevate the culture to new heights.

For leaders who wish to build a solid culture, the key word is coherence. Nothing is more destructive for an organization than leaders who say one thing and do another. The coherence between values, discourse, and action is what makes leadership legitimate in the eyes of teams. Nowadays, employees seek authentic leaders who align their words with their actions.

A clear example of this is observed in companies that prioritize diversity. Many declare their commitment to inclusion, but few can actually translate this into policies and daily practices. A leader who commits to this cause needs to be the first to exemplify and live this value through concrete actions, whether by promoting open discussions on the subject or recruiting inclusively.

Leadership, then, is less about titles and more about influence and impact. Without the anchor of culture, that leadership is destined to be unstable. The wise leader understands that culture and leadership are inseparable. By nurturing this connection, both strengthen each other, creating resilient, innovative organizations ready for the challenges of the future.

In an era of constant change, where adaptability is crucial, a leader's ability to maintain coherence between their words and actions becomes even more significant. Employees feel motivated when they perceive that their leaders are genuine and committed to the values they promote. This creates an environment conducive to innovation and creativity, essential factors for the long-term success of any organization.

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Finally,

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To build a culture of coherence and authenticity, it is essential to have a solid foundation that not only attracts the best talent but also retains and promotes engaged and motivated employees. Organizations that understand this dynamic prioritize environments of accountability and freedom, where employees are encouraged to be proactive and make decisions aligned with the company’s values. In this context, leaders do not just supervise; they empower their teams to act according to the organizational culture.

Furthermore, it is vital for companies to be attentive to changes in the expectations and needs of their employees. In all my research and studies on emotional intelligence, I have no doubt that leaders who cultivate this skill are better equipped to create positive and productive work environments. Connecting emotionally with employees is crucial to maintaining coherence between what is said and what is done.

In summary, without a good culture, there are no good leaders; without good leaders, there is no good culture. Coherence is the most significant challenge leaders face when trying to build a strong and sustainable organizational culture. Leaders must be the first to live the values they wish to see in their organizations, creating a culture where everyone feels valued and engaged. By embracing this responsibility and leading by example, leaders not only cultivate a healthy culture but also ensure that their organizations are prepared to thrive in a constantly evolving world.

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“Culture is the invisible soul of the organization, and the leader is its most faithful guardian. Together, they are the beacon that lights the way to the future.” – Marcello de Souza

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