Leadership and emerging cultural patterns in a new television station

Bibliographic Data

ID20193065
AuthorsChristine Daymon
Year2000
Volume6
Issue2
Pages169-195
Publication date2000-12-01
Open AccessNo
TypeARTICLE
VenueStudies in Cultures Organizations and Societies (JOURNAL)
Journal identifiersISSN: 1024-5286
PublisherInforma UK Limited (PUBLISHER • GB)
DOI10.1080/10245280008523546
OpenAlexW2035973252
LanguageEN
References cited27

This longitudinal case study explores cultural patterns in a new British television company, tracking it from its inception into its third year. Qualitative research methods provide evidence to suggest that despite formal leaders’ intentions to achieve control and consensus, organisation members produce their own, diverse interpretations of leaders’ deliberate (and unintentional) messages. By drawing on inherited expectations and professional associations, members construct their own cultural worlds. Yet, the same professional norms and associations, which the literature suggests are salient in all media organisations, also provide legitimacy for individual leaders’ actions and therefore reinforce their cultural integrating role. Therefore, it is suggested that although organisation members are active in shaping culture, leaders of new media organisations of this nature are significant as sources of cultural cohesion, division and ambiguity, and thus they are influential in encouraging the formation of complex cultural patterns

Ambiguity · Legitimacy · Political science · Politics · Public relations · Salient · Sociology · International Student and Expatriate Challenges · Law · Management and Organizational Studies · Psychology · Public Relations and Crisis Communication · Social Psychology

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