Matthew Tappy is a graduate student at the University of Minnesota, Duluth studying industrial organizational psychology. His research is mainly focusing on leadership and other facets of training and identifying emerging leaders. We'll be talking mainly about climate and culture today.
Research found that climate is more of the meanings people attach to the interrelated bundles of experiences they have at work. Leadership is so important to set the culture and the climate of the organization. Leaders can do that by providing structure and providing role clarity.
Hello, Cadre Crew. This is my first live stream. My name is Matthew Tappy. I'm a graduate student up at the University of Minnesota, Duluth, studying industrial organizational psychology. My background is also in business with a bachelor's in that my research is mainly focusing on leadership and other facets of training and identifying emerging leaders. That's where my research is at, but we'll dive into that later on in other live streams today, we'll be talking mainly about climate and culture and what's the difference, and what really is it.
Hi, everyone. So I'm sure all of you probably, oh, happy Monday. Of course, I've heard many people have probably heard of the terms culture, for sure, and maybe about climate. Maybe if you're deep into the organizational effectiveness, you've heard about this. But in 2013, there's some research that came out that really looked at what climate is and what culture is dating back about 100 years. This was done by a guy named Ben Schneider, Mark Earhart, and William Macy. And they found that climate is more of the meanings people attach to the interrelated bundles of experiences they have at work.
Well, culture is the assumptions of the world and the values that guide organizations. And you can think of this kind of like an iceberg. Climate is the tip of the iceberg. What you're seeing, it's the tangible things. It's the conversations people are having. While culture is very difficult to see, it's really coming. It's all the bundles of climate that we see. So it's all the times we see somebody do something or all the conversations we have, and that's our culture. And leadership has a very important part into our culture.
Our leadership really defines what the culture is. And this was found in the research as well, where the leader in organizations define the climate. They are the ones who are interacting with the most people. They are the ones that are behaving the most in front of the masses of the organization. So they set the standard of what people see, and that is setting the standard of the climate. That, in turn, all these times that this happens, that sets the culture. So it was found that transformational leadership, which is the idea that the leader instills a vision along with servant leadership.
So this is when the leader is mainly there guiding the employees, helping them find their. Their role and how they do their job, these two are significant predictors of a service climate. So what that means is that these. That by having a transformational leader and showing all these and showing all of the vision of the company, along with the servant leadership, which is there to help. That in turn makes the employees act like those leaders. But it also comes with that leader needs to be a good role model as well and display these over and over and over again to where the employees want to do that as well and live up to their and live up to be like them later on.
So if you have a leader who is displaying these good values, displaying optimism, positivity in the future, and the vision of the organization, the employees will follow if they believe that that person is genuine. So this is why leadership is so important to set the culture and the climate of the organization. So how can a leader specifically do all this? Well, it comes down to four things, and this was found by Peter G. Northhouse back just four years ago. And this was by providing. And you're right.
Speak wonder. Of course, role modeling is so much better than micromanaging because if the leader is micromanaging and telling the employees what exactly to do, but they don't do it themselves, the employees are not going to follow suit. And that's going to lose a lot of trust with that leader in all other areas if they're not walking the talk and what they say, and that comes down to how they set the climate and how they can do that is first by providing structure. It sounds kind of scary, but it's because a lot of structure seems like, oh, these are your roles, set roles.
You have to go through these levels to talk to people and do this. But in terms of a positive climate, structure is just role clarity, knowing exactly what you want to do, what's your supposed to do, what's your role, what's your responsibilities, and having clear goals. And this is what leaders can do to help the employees engage in their work. And it doesn't just help with the climate, but it also helps at an individual level where engaged employees are less likely to burn out and turn over. They are going to be more productive in their roles.
They're also going to be more understanding of the people around them and to help them out, to help their fellow employees out. They'll help out with projects that they're not. Their roles aren't certainly like specifically on, and they'll also work longer hours and they'll talk good about the company to other people. These are called organizational citizenship behaviors if you want to look into the literature behind that. But these behaviors of going really above and beyond come with having a structured and engaged employee and them knowing their role and what they're supposed to do day in, day out.
The other thing is to clarify the norms and set the standards. I help out with the baseball team and college baseball team, and they do a great job of setting the standards. They do this by not just talking about them, but also reminding almost every single day. Here are the standards. They have wristbands which have the standards written out on them. This is more commonly with college sports, but it can be seen in organizations by having posters and with slogans on the logo and everything. But by providing standards, the employees know exactly what to do and what the rules are for them.
And along with this is to praise those behaviors of people following the standards. This can clarify even more about what the expectations are and what good behaviors look like within the organization. And another one is to build cohesiveness and have everybody rowing the boat in the same direction. And by having structure with people's rolls and clarifying the norms and the standards of the organization, this can get people to know exactly where the organization is heading, which way the boat is going to be rowing towards.
And then lastly, is to really just show gratitude and appreciation. When this culture starts to come around. It's gonna. By setting this climate, by setting the structure, by creating norms and talking about them, those are just gonna be climate aspects. Those are gonna be the tip of the iceberg. But the culture is not gonna turn around for a long time. It's gonna take several years, probably for a full culture change. But once you start to see these micro changes, it's important to promote those.
And since culture is never stagnant, and it also, you can't just change culture or do a culture reset. It's more of a culture direction. And by promoting these good behaviors, these standards of excellence, then that's when the direction starts going in the right way. So, for leaders, it's important to know their role within the climate and the culture, and how much of an impact they have with their organization. They set the standards, they display, the behaviors that are wanted, and they're the role models for.
For the culture by exhibiting climate exhibiting behaviors that sets the climate, which then establishes the whole culture for the organization. So that's why, leaders, it's important to know what you're doing, what the behaviors you're showing day in, day out. So that is kind of the climate and the culture. From a leadership perspective, climate is the things that you see the tip of the iceberg while culture is beneath and it's ever changing. And it's kind of moving around depending on what you see from above.
And that wraps up this live stream. So stay on. We got David Everett coming on at two, talking about Dei do's and don'ts. And we have Darryl Glaze at 05:00 this evening as well. You can find the entire schedule for Cadre every single day by following us on Instagram ecadre, and then also find us on Facebook. Happy Monday and hope you have a great rest of your day.
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