Measuring Organizational Culture and Leadership: Evaluation of the Organizational Description Questionnaire (ODQ)
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A presentation that describes and evaluates the instrument measurement tool known as the Organizational Description Questionnaire (ODQ) to assess its reliability, validity, and usefulness in measuring organizational culture and leadership.
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Measuring Organizational Culture and Leadership: Evaluation of the Organizational Description Questionnaire (ODQ)
- 1. Measuring OrganizationalMeasuring Organizational Culture & LeadershipCulture & Leadership 1 Evaluation of theEvaluation of the Organizational Description Questionnaire (ODQ)Organizational Description Questionnaire (ODQ) Marwah Zagzoug, MSHS Institutional Culture & Human Relations November 3, 2011
- 2. • Organizations are becoming more aware of the bond between culture and leadership and its overall affect on organizational performance. • The ability of leadership to work within the established organizational culture is an important factor in the organization’s success (Schein, 2010). • Interest in leadership style and organizational culture has led to the development of instruments geared to better understand the dynamics of the organizational system. • One such instrument is the Organizational Description Questionnaire (ODQ)Organizational Description Questionnaire (ODQ) Organizational Leadership & Culture 2
- 3. Organizational Description Questionnaire (ODQ) • Developed by Bass & Avolio (1993). • Based on the full range of leadership model. – Transactional leadership – Transformational leadership – Laissez-faire leadership • Measures different types of organizational cultures based on leadership styles. • Consists of 28 questions – 14 odd numbered items on transactional. – 14 even numbered items on transformational. 3
- 4. Organizational Leadership Styles 4 Full Range of Leadership • Based on contract or “transaction” in which the organization is paying members in return for their work & compliance • Leader can “punish” members if the work is below standard. Get people to obey • 4I’s transformation • Exceptionally motivating • Sets clear goals • Communicates vision clearly • Leads by example • Recognizes good work and people Get people inspired • Leaves members to make decisions. • Works well with skilled self-starters. • Doesn’t work if leader is lazy / distracted. • Doesn’t work with members who need supervision. “Leave it be” Transformational Leadership Transactional Leadership Laissez-faire Leadership (Bass & Avolio, 1992)
- 5. Four I’s of Transformational Leadership Transformational Leadership Individualized Consideration Attend to needs Intellectual Stimulation Challenge assumptions Inspirational Motivation Articulate vision Idealized Influence Be a role model 5 (Avolio, Walman, & Yammarino, 1991)
- 6. Scoring of ODQ • Three point scale • Generates two scores ranging -14 to +14 #T odd - #F odd = Transactional (TA) score #T even - #F even = Transformational (TF) score • Scores are classified into one of nine culture profiles (Bass & Bass, 2008) 6 Response Score True +1 False -1 Undecided 0
- 7. 7 Organizational Culture Types According to ODQ Scores Transactional Transformational +14 Transformational +6 0 - 6 Predominantly Four I’s Moderately Four I’s High Contrast Loosely Guided Coasting Moderately Bureaucratic or Internally Competitive Garbage Can Pedestrian Predominantly Bureaucratic or Internally Competitive - 14 - 6 0 + 6 +14 Transactional
- 8. 8 Interpretation of Cultures Using ODQ Scores Organizational Culture Score Range Interpretation Predominantly or Moderately Four I’s TA score: -14 to +6 TF score: +7 to +14 Characterized by the four I’s of transformational leadership High-Contrast TA score: +7 to +14 TF score: +7 to +14 Characterized by both transformational leadership and a similar high level of transactional leadership Loosely Guided TA score: -14 to -7 TF score: - 6 to +6 Members act independently of each other with some informal leadership. Coasting TA score: - 6 to +6 TF score: - 6 to +6 Characterized by neither extremely transactional nor transformational leadership Predominantly to Moderately Bureaucratic or Internally Competitive TA score: +7 to +14 TF score: - 14 to +6 Highly transactional in orientation and lacking in much transformational leadership. Garbage Can TA score: - 14 to - 7 TF score: - 14 to - 7 Serious lack of leadership. Culture cannot be described since there is no clear purpose. Everyone pursues their own activities and there is little cooperation. Pedestrian Organization TA score: - 6 to +6 TF score: - 7 to - 14 Culture uses formal arrangements to accomplish tasks. Risk taking is avoided and there is little change. Structure is mechanistic and commitment to the organization is absent. (Bass & Avolio, 1993)
- 9. Validity & Reliability of ODQ • High internal consistency reliability for transformational culture scales (α=.88) • High internal consistency reliability for transactional culture scales (α=.74) – Increases to .79 if item 19 is omitted. • Why?? Because item 19 did not relate to transactional culture as expected • Correlational analysis showed high convergent validity (Parry & Proctor- Thomson, 2001). 9
- 10. ODQ Effect on Organization Accurate perception of culture allows for • Better strategic planning • Development of effective cultures • Reinforcement of existing successful cultural practices • Higher productivity, low turnover, better quality work 10
- 11. ODQ Limitations • ODQ was developed during the trend for transformational leadership theory (Bass & Riggio, 2006). • Instrument has not been further conceptualized or modified since date of development in early 1990s (Parry & Proctor-Thomson, 2001). • Overly simplistic, lacking comprehensive analysis of organizational culture, and limited in terms of effective practitioner use. 11
- 12. Discussion • May be potentially useful for understanding interaction between leadership and culture • Avoid considering transactional as negative and transformational as positive. • Better to rethink transactional to represent both negative and positive factors • Future development should establish positive and negative conceptualization of transactional culture. 12
- 13. Questions to Consider Which of the nine culture profiles would your organization or company fall under? Would the culture of your unit, department, or organization benefit more from transformational or transactional leadership?
- 14. References 14 Avolio, B., Waldman, D., and Yammarino, F. (1991). Leading in the 1990s: The four Is of transformational leadership. Journal of European Industrial Training, 15, 9-16. Bass, B. & Avolio, B., (1992). Organizational Description Questionnaire. Redwood City, CA. Bass, B. & Avolio, B., (1993). Transformational leadership and organizational culture. Public Administration Quarterly, 17, 112-122. Bass, B.M. & Bass, R. (2008). The Bass Handbook of Leadership: Theory, Research, and Managerial Applications, 4th ed., New York, NY: Free Press. Bass. B.M., & Riggio, R.E. (2006). Transformational Leadership, 2nd ed. Mahwah, NJ: Psychology Press Parry, KW and Proctor-Thomson, S. (2001) Testing the validity and reliability of the Organizational Description Questionnaire. International Journal of Organizational Behaviour, 4(3), 111-124. Schein, E. (2010). Organizational Culture and Leadership. 4th ed. San Francisco, CA: Jossey-Bass. Xenikou, A. & Furnham, A. (1996). A correlational and factor analytic study of four measures of organizational culture. Human Relations, 49(3), 349-371.
- 15. November 3, 2011 Thank You! 15
Editor's Notes
- The full range of leadership introduces four elements of transformational leadership: Individualized Consideration – the degree to which the leader attends to each member's needs, acts as a mentor or coach to the member and listens to the member’s concerns and needs. The leader gives empathy and support and keeps communication open. The leader also shows appreciation, respect, and recognition for individual contribution that each member provides for the team. Intellectual Stimulation – leader challenges assumptions, takes risks, stimulate and encourage creativity in their followers. They nurture and develop people who think independently. For this leader, learning is highly valued and unexpected situations are seen as learning opportunities. The members ask questions, think deeply about things, and figure out better ways to execute their tasks. Inspirational Motivation – articulates a vision that is appealing and inspiring to members. Leaders with inspirational motivation challenge members with high standards, communicate optimism about future goals, and provide meaning for the task at hand. Members need to have a strong sense of purpose if they are to be motivated to act. Purpose and meaning provide the energy that drives a group forward. The visionary aspects of leadership are supported by communication skills that make the vision understandable, precise, powerful and engaging. The members are willing to invest more effort in their tasks, they are encouraged and optimistic about the future and believe in their abilities. Idealized Influence – Provides a role model for high ethical behavior, instills pride, gains respect and trust.
- Examples of organizational cultures: Pred/Mod transMany innovative global corporations High Contrast Military organizations Loosely Guided University department CoastingU.S. auto companies vs Japan & Germany auto Pred/Mod bureauCivil service agencies PedestrianVolunteer agencies Garbage canComplaints about committees in industry or gov
- The ODQ was developed corresponding to transformational-transactional leadership typology in order to provide a framework for the consideration of organizational culture (Bass & Avolio, 1993). It is probable that an instrument such as this would have the ability to influence strategic design and organizational effectiveness. An accurate perception of organizational culture may allow strategic planning and development of effective cultures and reinforcement of existing successful cultural practices. Ultimately organizational development of this nature may result in higher productivity, lower turnover, and greater quality of work.
- Culture can be described in many ways other than those forms that can be positioned within the structures set by the ODQ. Alternative scales measuring organizational culture illustrate this point by reinforcing the importance of breadth and multidimensionality of the construct of culture. For instance, Organizational Culture Inventory (Cooke & Lafferty, 1989) includes twelve sub-scales of cultural dimensions; Organizational Beliefs Questionnaire (Sashkin, 1984) measures ten subscales; Organizational Culture Profile (O’Reilly, Chatman & Caldwell, 1991) has eight subscales. Among other factors that are examined in these instruments include: openness to change, task-oriented organizational growth, negativism and resistance to new ideas, positive social relations in the workplace. Perhaps a few of the cultural dimensions from these instruments can be incorporated within ODQ.
- It is worth noting that the ODQ, and the model and typology of organizational cultures derived from it, may be potentially useful tools not only for better understanding the nature of particular organizations, but also for understanding how transformational and transactional leadership interact with elements of organizational culture. However, when applying the ODQ, one should consider that there could be factors that represent positive transactional practice. It may be more useful to conceptually rethink transactional culture so that it represents positive factors in addition to the negative factors. Future research is needed to establish positive and negative conceptualization of transactional culture as it translates both theoretically and practically.