aboration: family and/or team system; affiliation motives Competence: targeting system; achievement motives Cultivation: growth system(s); self actualisation motives (dagdfhgj)There is a strong connection between strategy, culture, and leadership. The fundamental connections are shown in Figure 2, which looks at organisation culture, the predicted strategies and the leadership styles. It is to these connections that we must look in order to quantify the skills that the managers within these organisations would be required to utilise to successfully facilitate change. The four ‘epistemologies’ that correspond to each of the four core cultures are also listed. By ‘epistemology’ I mean the primary or central way that each core culture knows and understands. Fig.2 (Kotter, J.P. & Heskett, J.L. 1992)CultureStrategyLeadershipEpistemologyControl o Market dominanceo Commodity-likeo Distribution intensiveo Life and deatho Predictabilityo Authoritativeo Directiveo Conservativeo Cautiouso Definitiveo Commandingo Firmo Certaintyo OrganisationalsystematismCollaborationo Synergistic customer relationshipo Close partnership with customero High customisationo Total solution for one customero Incremental, step-by-step, customer relationshipo Team buildero First among equalso Coacho Participativeo Integratoro Trust buildero Synergyo Experiential knowingCompetenceo Superiorityo Excellenceo Extremely uniqueo Create market nicheo Constant innovation to stay aheado Typically, carriage trade marketso Standard settero Conceptual visionaryo Taskmastero Assertive, convincing persuadero Challenger of otherso Distinctiono Conceptual systematismCultivationo Growth of customero Fuller realisation of potentialo Enrichment of customero Raise the human spirito Further realisation of ideals, values, higher-order purposeso Catalysto Cultivatoro Harvestero Commitment buildero Stewardo Appeal to higher-level visiono En...
