Sample Book Review on Leadership



            In his book, Organizational culture and leadership, the author, Schein (2004), affirms that the operations in an organization are reasonably simple to study; for instance, leadership malfunctions, marketing shortsightedness, and pride anchored in past achievement to mention a few. In an endeavor to comprehend the rationale behind such happenings, culture plays a significant role. In an era where leadership is frequently swashed as a vital variable in determining the triumph or malfunction of organizations, it becomes significant to observe the two sides of the leadership coin; the way leaders build culture and the way culture identifies and builds leaders. Challenges that leaders encounter at every phase of organizational development are totally dissimilar, partially since the function that culture works out at every phase is entirely dissimilar. Dynamic progressions of culture generation and organization are the core of leadership and make people comprehend that organizational culture and leadership are two faces of a single coin.

The capacity to identify the restrictions of a person’s culture and to develop the culture adaptively is the core and eventual leadership challenge. To triumph over this challenge, organizational leadership has first to comprehend the kinetics of culture (Schein, 2004). When leadership materializes as a collective set of actions instead of a single individual’s attribute, a feeling of ownership of group results occurs. There is a feeling of delight in identifying that every person in the group has the responsibility and can generate a leadership involvement; this, in return, reinforces the team’s sense of worth. Majority of the leaders do not know how much suppositions they undervalue are passed along in everyday conduct by the manner in which they control the decision-making progression, time, and opportunity. When the external circumstances changes, demanding fresh forms of reactions, it will not only be hard for a leader to gain knowledge of new things, but even more challenging to hold members that have gotten used to the manner in which the leader conducted things formerly.

The easiest elucidation of the manner in which leaders express their message is that they achieve it through charisma, the mysterious capacity to sway the interest of the subordinates and convey key suppositions and ideals in a brilliant and apparent way. The setback with charisma as an imbedding method is that leaders that possess it are uncommon, and their influence is difficult to foretell. The things that leaders are cautious about, reward, respond to, and organize emotionally convey most evidently their priorities, objectives, and postulations (Schein, 2004). If leaders are cautious about too many things or when their design of concentration is not consistent, subordinates will employ other indications or their knowledge to choose what is significant, resulting to a more varied set of postulations and scores of subcultures.

When organizations encounter crises, the way leaders and others handle it generates fresh norms, standards, and operating processes, and discloses significant underlying postulations. Crises are particularly important in culture generation and spread since the intensified psychological participation in such periods raises the degree of knowledge. Crises increase anxiety, and the necessity to ease anxiety is a great inducement of new knowledge. When people share extreme psychological encounters and jointly learn the way to lessen anxiety, they are in a better position of remembering what they have gone through and rightfully employ that knowledge in future experiences. The capacity to engage other people and give them attention also guards leaders from trying to alter things that are not supposed to be changed (Schein, 2004). Bringing in leaders from the outside is vital since some of the postulations working in the organization might not match the new leader’s presumptions yet could still be vital to the triumph of the organization.

Leaders as change managers have to be clear concerning the eventual objectives, the new manner of operation that is to be attained, though that does not necessarily denote that everybody will realize that objective in the same manner. Engagement of the learner does not signify that that he/she has an alternative concerning the critical objectives, but signifies that he/she has an option of the way to succeed. Leaders could enforce new means of carrying out things, formulate new objectives and approaches, and modify reward and management networks, but no one of these alterations will generate cultural variation unless the innovative manner of executing things leads to greater success and offers the members a fresh set of collective encounters. Different forms of changes that leaders enforce on their organizations demand just new learning thus will not be opposed (Schein, 2004).


            The lessons gained from this study are that an organizational culture designs the manner of operation and conduct that the stakeholders in an organization share and whose outcome directs their way of approach to their tasks and affiliations to one another. Organizational leadership can generate patterns of collective ethics and convictions that include the norms and anticipations in the organization. Organizational culture, the shared behavior of the members of an organization, resolves the manner in which the organization functions and eventually drives its operation and capacity to produce sustainable triumph. In any organization, culture is a crucial factor of any triumphant organization that leaders should seek to reinforce. A constructive culture can aid in the attraction and retention of loyal and dedicated workers, who, in return, can reinforce affiliations with clients, leaders, and other stakeholders. Similar to other assets, organizational culture has to be examined and fostered to make sure that it reveals the organization and its goals (Schein, 2004).

Another lesson learnt is that leaders normally fine-tune their leadership skills to realize the objectives of their organizations, and this could boost worker’s job satisfaction and motivation. It is thus fundamental to comprehend the connection amid leadership, organizational culture, and worker’s job satisfaction. Organizational culture is crucial, playing a major function in the generation of a healthy workplace. In conveying and enhancing organizational behavior to workers, the realization and reception of it can positively impact their behavior and approaches. With excellent relations between the leadership and workers, the workers will generate a higher involvement to the team participation and group effort, thus boosting job satisfaction (Schein, 2004).


I disagree with this book that dissimilar changes that leaders impose on their organizations demand just new learning thus will not be opposed. In most cases, employees prefer maintaining the status quo for fear of negative impacts of change, and they will resist any plans of change by the leadership. With successful leadership, changes and organizational culture are not imposed; they are developed with daily and open communication. Every employee comprehends the objectives of the organization, and every worker can contribute into their improvement. When involved in the change process, workers feel that they are a significant section of the organization and that every task matters. The outcomes of such a good leadership encompass high self-esteem, retention of workers, and sustainable triumph.

Enforcing changes generates bad leadership, which can similarly be felt throughout the entire organization, though not in a good manner. Under bad leadership, organizational culture becomes a worthless expression where leaders assert its existence while workers shake their heads in aggravation. There is a dearth of evident, constant communication and involvement from leadership to the workers; in that case, organizations are managed by hearsay, politics, and despotism. Workers are unsure of the organization’s objectives for triumph, and they have no notion concerning the way they conform to that representation, or their degree of significance toward realizing them. Nevertheless, organizations cannot afford to operate under poor leadership and claim to be after success.


Challenges that leaders come across at every segment of organizational development are very dissimilar, somewhat since the purpose that culture works out at every phase is utterly dissimilar. The capability to discover the constraints of a person’s culture and extend the culture adaptively is the core and eventual leadership challenge. To overcome this challenge, organizational leadership has to realize the kinetics of culture. When organizations bump into crises, the manner in which leaders and others handle it produces fresh norms, principles, and working processes, and discloses noteworthy principal postulations. I differ with this book that dissimilar changes that leaders impose on their organizations command just new learning thus will not be opposed. With triumphant leadership, changes and organizational culture are not enforced; they are built through daily and open communication.







Schein, E. H. (2004). Organizational culture and leadership (3rd ed.). Hoboken, NJ: John Wiley & Sons.








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