! s no i ts e u q e h t w o nk n ev e t n d i d s yu g e s e ht :s r ew s n a e h t dn i m r e ve n t u B . r ew s n a ot me h t r o f e l bi s so p m i e r e w s n oi t se u q y r a tne m id u r t s om e h t n e v E .g n it c ej o r p d n a g n in n a lp l a ic n an i f ot e ma c t i n eh w no g ni o g s aw t a hw d n at s re d nu y ll u f o t dem e es - ec a lp e lo h w e h t n i y d ob o n , e sr o w s r et t a m e k am o T . s lo r tn o c l aic n an i f f o me t sy s l l a r e vo o n da h r el s yr h C t a h t gn i dn i f sa w I , y ll a ud a r G .t n em p ol e ve d d n a h c ra e se r n o g n ip m ik s o t seu q in h ce t t n em e ga n am r oo p m o rf gn i gn a r , er e h t sme lb o rp f o r e bm u n a f o e r aw a yl e ug a v n e e b e v ah I ,r e ls y rh C ot e m ac I e r of e B ! h sa c fo t u o gn in n u r er e w e W .s k c irb f o n o t a e ki l e m t i h gn i ht e mo s , d ev i r r a I re t fa s h tn o m f o el p u o c A .e ci t su j t i o d o t n i g e b t n s eo d n o it p ir c se d s i h t ne v e t ah t d a b o s s aw t I . mu u ca v a n o g ni k r o w ll a e re w y eh t , d ae t s n I .n o it c ae r e ti s op p o d n a lau q e n a s er e ht , n oi t c a y re v e ro f t ah t n oit o m fo w a l dr i ht s not w eN n i e ve i le b t n d id sy u g es e ht y l tn e ra p p A . el b uo r t p ee d y l l ae r n i s aw I w en k I ne h w s t ah T . p u w er h t t so m l a I d n a m e ts y s t ah t t a k oo l e n o k o ot I . y l t n e dne p ed n i d ek r ow y do b yr e v E . sa w t i wo h s t a ht t u B .g ni r ut c af u na m n i t r ap re t nu o c s ih h t iw hc u o t tn a ts n oc ni t n s aw t ne m tr a pe d g ni r ee n ig n e e h t gni n nu r y u g eh t t a h t , e lp m ax e r o f ,e v e i l e b t n dl u o c I .r e ht o h c a e h t i w gn i kl a t el p oe p t e g o t sg n it e e m f o m et s y s o n , tr a hc l a no i ta z in a g ro e h t ni t n em e c on , p u tes e e tt i mm o c la e r o n s a w e r eh T . f ru t nw o r e h /si h h t iw hc a e , s tn e di s e rp- e ci v e v if - yt r ih t er e w r e ls y rh C ta dn u of I t a h W .

W . gn i o d s aw e s le e n oy n a t a h w tu o ba n m a d a gn i vi g y d obo n h ti w , s er i pm e -i n i m fo h cn u b a sa w t I . an n o d a mi r p a y b na r e n o hca e , se i hc u d e lt t i l f o re t su l c a f o de t si s n o c y n ap m oc e h t s 0 68 1 e h t n i y la t I e ki l s a w 8 7 91 n i r el s yr h C . ll a t a yna p mo c a ek i l n oi t cn u f yl l ae r t n d id re l sy r h C :n o it a le v er r o ja m t s ri f y m no p u de l bm u ts n o o s I .d e if i ts u j er e w se i r row y m t ah t t uo d e nr u t t I

In the 1970s, the giant US automobile-maker Chrysler was on the brink of bankruptcy due to mismanagement, thriving competition, and the US economic downturn during that decade. The global car industry was following the tragic saga of the once mighty car company. It was only a matter of time before Chrysler collapses and buries itself under tons of its unsold cars and debt amounting to millions of dollars, or so they thought. Just when everything seemed lost for Chrysler, Lee Iacocca walked in the company as the new president and CEO. Iacocca was the former president of Ford Motors and he left the company after a fallout with Henry Ford. Iacocca was largely responsible for introducing and marketing the Ford Mustang, the muscle car that has become synonymous with the so called American dream. Among his numerous accomplishments in Ford, Iacocca has sold more than 400,000 units of the Ford Mustang within a year of its launch. He could have opted to work for other companies which competed for his services as top management executive but Iacocca decided to work for Chrysler and accepted the challenge of redeeming it from collapse. In Iacocca: An Autobiography, Lee Iacocca gives this unflattering observation during his first days as Chrysler president:

HOW CORPORATE CULTURE AFFECTS THE PERFORMANCE OF ORGANIZATIONS

By Napoleon G. Almonte

This deteriorating Chrysler corporate culture translated not only into massive revenue loss but eventually to near bankruptcy and the impending demise of the whole organization. Low morale among the employees, corporate security leaks, and workers poor performance were reflected in the balance sheet. GM and Ford were reporting record sales and profits in 1978. GM alone sold close to 5.4 million cars, while Ford sold 2.6 million. Chrysler, as usual, was a distant third, with less than 1.2 million. More important, their [our] share of the American market had dropped just as badly, from 12.2 percent to 11.1 percent within a single year a tremendous decline. Even worse, Chrysler had lost 7 percent in owner loyalty during the past two years. When [I] Iacocca arrived on the scene, [our] Chryslers loyalty rate was down to 36 percent. (Iacocca, 1984). Despite of these seeming insurmountable odds, Iacocca was able to turn the fate of Chrysler around from a poor performing corporation into a profitable high performing company that posted record revenue sales less than ten years after he took over the helm. How did Iacocca do it? He transformed Chryslers corporate culture. By his own example, Iacocca slashed his salary to $1/month to show that sacrifices had to be made in order to resurrect the flagging corporation. He bared that the people in Chrysler must own the company and by doing so, Iacocca infused a new blood in its corporate culture. Their boat was sinking and everybody in it must do ones part to keep it afloat until they all reached the shore. This meant values must be practiced, everyone giving much more than what was expected, and expecting everybody to give it the best shot. Iacocca made the revitalized vision of the company clear to everybody. With his sound work ethic, passion, enthusiasm, and optimism, Iacocca invigorated the morale and set new standards. While he did internal restructuring, he sought external help. Almost miraculously, Iacocca was able to convince the US Government to grant Chrysler a bail-out plan, reorganized a lean and mean corporate hierarchy, improved processes and system, hired new competent people, and authored a long-term recovery map. At the end, Chrysler was able to pay its $ 1 billion debt to the US Government and other financial institutions even ahead of deadline. Chrysler sold better cars, increased sales, and raised the revenue of the company. Clearly, Chryslers rebirth was due to its transformed corporate culture that resulted into high performance. Lee Iacocca is one of the best evidences of how leadership is intrinsically connected with corporate culture and organizational performance. This iconic example of Chrysler is just one of the many corporate success stories attributed to high-performance due to an excellent organizational culture. Other companies like Google, Microsoft, Exxon Mobile, Samsung, and Toyota are also prime examples of companies with compelling corporate cultures that lead to high-performance. It is almost impossible for companies to be high-performing without excellent corporate culture. But what exactly is corporate culture? Corporate culture is the collective character, values, habits, perspectives, and lifestyle of an organization that influences the behavior, effectiveness and efficiency of the employers. The structure and framework of corporate culture are highly influenced and infused by the leaders of the organization. Excellent corporate leaders extend themselves in the lifeblood of the organization and the employees adapt high performance standards based on the performance of their leaders. Enron is a classic case of a former high-performing company that fell out of grace due to the corrosion of its culture. Enron was an American energy company that went bankrupt because of unethical investment practices, non-transparent accounting, greed, and deceptive culture that misled board members and shareholders. The company shareholders lost nearly $11 billion when its shares plummeted to less than $1 per share in November 2001 from a high of $90 per share in the 2000. Over all, Enron lost $63.4 billion in assets, the second largest corporate bankruptcy in US history.

.e ro f eb na h t s ev i tc e ps r e p tn e re f fi d m o rf se i ci l o p e ta r op r o c dn a s no i t aro p ro c w ei v n a c ew , e r utl u c eh t f o e cn a tr o p m i e h t gn i zi n go c e r yb t a h t tse g gu s e W . s eg a tn a v da e v i ti t ep m oc r i eh t f o ec r uo s a si t a ht er u tl u c e ta r op r oc ri e ht ni a tn i a m ot s no i si c ed la n oi t a r s a d e re d is n oc eb n ac s mri f e s en a pa J fo sr o iv a h eb e v it a vr e sn o c y lg n im e e s e se h t ,s t lu s er l ac i r ipm e ru o mo r f ,r e v e w o H .s d ra o b tn e me g an a m r i e ht n i sr o tc e ri d re d is t u o d et p od a s m ri f e se n a pa J fo e g a tn e cr e p de t i mi l a yl n o ; me t sy s e c na nr e vo g e t ar o pr o c el y t s . S. U , d et n ei r o- r ed l o her a h s eh t o t n oi t is n a r t a e d am e v a h ot m e e s t o n di d s mr i f t so m , no i ti d d a n I. s re d lo h er a h s o t sd n ed i vi d no h g uo n e t on d n a yt i li b at s l ai c n ani f no e c na t ro p mi h c u m oo t tu p s mr i f e s en a p aJ eh t d ia s os l a s a w t I . yt i li b at i fo r p re w ol r i eh t fo e ti p s ni s ee y ol p m e ff o y al o t r a ep p a t on d i d ye h t , yc i lo p t n em yo l pm e e h t ro f s A . a id e m ss a m eh t d n a ss e r p eh t n i eg n ah c ot e c n at si s er r i eh t ro f d ez i c it ir c e re w sm r if e s en a p aJ , ) ed a ce d ts o l eh t del l ac s e mi t em o s( n a pa J n i s 0 00 2 -s 0 99 1 e h t m o rf n ru t nw o d ci m on o c e g no l eh t g ni r uD . sm r i f es en a pa J tn e ce r f o roi v ah e b la n oi t az i n a g r o e h t d n at s re d nu p l eh o s la s tl u se r l ac i ri p me r u O . s ei c il o p d na s ei ge t ar t s r ie h t s tc e ff a yl tn a ci f in g is hc i hw ,l a t ip ac la n oi t az i na g ro eb o t t i re d is n oc e ru t lu c g nor t s h t iw s mr i f e s en a p aJ t ah t ec n ed i ve e ht e d ivo r p e W .s m ri f es e na p a J ot e r ut l uc f o ec n a tr o pm i eh t t uo b a e c ne d i ve e vi t at i tn a uq e l tt i l ,r e ve w oh , ne e b sa h er e h T .) 1 89 1 so ht A d n a e la c sa P , 1 89 1 ih cu O ( s er u tl u c e ta r op r o c d e po l e ve d e s eh t m o r f s e ga t na v da e vi t it e pm o c ni a tb o d n a s e ru t lu c e t a rop r oc po l ev e d o t t h gu o h t n ee b e va h se i na p m o c es e na p aJ . ec n am r of r e p dna s e ic i lo p et a ro p r o c f o tn a ni m re t ed l a ic u r c a si , a im e da c a n i e rus a em o t d ra h d n a ,s u o ug i bm a , el b av r es b o n u s a d ew e i v yl l au s u ,e r ut l u c et a ro p ro C .s r ot c af r e ht o na h t r e ta e rg d n a e d uti n ga m ni e lb a re d is n o c e b ot d nu o f e r a s t ce f f e e ru t lu c e se h T . e cn a m rof r ep e t ar o pr o c e c na h n e gn i dd e bm e st i d na e r ut l uc e ht t a ht d em r if n o c os l a e v ah e w ,e m i t e ma s eh t t A . s er u tc u r ts la i cn a n if d na , er u t cur t s tn e me g an a m , y ci l o p tne m yo l pm e sa h cu s s ei ci l op e ta r op r oc t ce f f a y l tn a ci f in g is h tg n er t s st i d n a e r ut l uc e ta r op r o c ta ht nw o hs e v ah ew , 00 02 - 6 89 1 m or f a t ad s m ri f e se n ap a J g ni s U . re t t am s e od er u tl u c e ta r op r o C

The root of Enrons fall could be traced also to its culture of greed and deception that has developed through the years while the company was gaining more success. According to McLean and Elkind in their book The Smartest Guys in the Room, "The Enron scandal grew out of a steady accumulation of habits and values and actions that began years before and finally spiraled out of control." (Wikipedia, 2012). Enron is another case where corporate performance directly impacted corporate culture. However, corporate culture is intangible. It could not be adequately measured by quantitative data. Corporate culture is primarily influenced or created by leadership, organizational behavior, collective values, belief systems, and the mission-vision. As soon as performance dips, it is imperative for corporate leaders to evaluate and monitor their organizational culture. Tangibles such as strategy, revenue projection, marketing plans, manufacturing processes, systems, and work processes are not stand alone imperatives in organizations. These tangibles must be founded on sound intangibles a corporate culture built on integrity, values, talent, and character. Does Corporate Culture Matter? An Empirical Study on Japanese Firms by Shinichi Hirota, Katsuyuki Kubo and Hideaki Miyajima offers this conclusion on the link between culture and performance of organizations:

In What Great Companies Know About Culture, Deidre Campbell further develops the concept of the relationship between corporate culture and corporate performance:

. d lr o w e h t ni ' s se n is u b g ni o d ' fo e va h e w w ei v c i ts i l o h eh t s et a rt s no m e d dn a , e lba u la v , la i ce p s s i dn e l b s ih T . s re d lo h ek a t s re ht o d na s r em o ts u c y b t uo d na e d is n i d oo t sr e d n u s i dn a rb e h t t ah t e ru s n e d lu o hs e k il a pi h sr e d ae l ro i ne s d na s ee y ol p m e ta h t s n ae m s ih T .e c n eid u a la n re t xe t na t ro p m i ts o m d no c es eh t s a sro t se v ni de t ic tn e cr e p 5 3 . t ni o p l ai c ur c s i h t d n at s re d nu ot ec n ei d u a l an r et x e t n at r op m i t som e ht s a sr e mo t su c d e kn ar s t ne d no p se r fo t n e cr ep 0 7 .e c al p kr o w ta e r g a gn i eb o t t n em t im m o c s 'y n ap m oc e ht e ta c in u m mo c ot e vi t ar e pm i s' t i ,ec n ei d ua s ih t ro F .e v o m yr e ve ri e ht h ct a w l l iw s re d lo h ek a ts h ci h w e z ing o ce r s e in a pm o c e s eh T .ec n ei d ua ri e ht w on k y e h T . n wo ri e h t ro r ri m t a ht se u la v h t i w sei n ap m oc k ee s s re m r of r ep r a ts , l ab o lg s i t ne la t r of n oi t it e pm o c e re h w dl r ow a n I .t n ec r e p 02 re d nu h ca e h t i w dn i he b de l ia r t s n o it ar e po y li a d o t l a ci t i rc el i hw y ti v it c ud o r p d na ,n o it a vo n ni ,y t l ayo l r e mo t su c , s se n e v i t it e pm o C . t ne c re p 0 7 t a no it n et e r/ t ne m ti u rc e r d n a t ne c re p 0 8 ta e r ut l u c d ek n ar s e in a pm o c ,s n o ita r ep o y li a d ti f en e b t so m t ne m ti m mo c e ca l pk r o w fo s tn e me l e h ci h w d ek s a ne h W . no i tn e te r t n ela t o t la c it i r c si e r u tl u c ta h t e zi n go c er y e h T . s ei t in u t ro pp o t n em p ol e ve d r e er a c e di v or p d n a n oi s si m d n a rb e t ac i nu m mo c t a ht es o h t er a, s tn e dn o ps e r f o tn e cr e p 5 7 y b de t ro p er s a , y ti l ib a ts ts o m e h t r e ffo ta h t s ma r g or p d a et s n I . y tn i at r ec n u ci m on o c e g ni r ud y ti l ib a ts e d i vor p s ti f en e b t a hw g n i nim r et e d ne h w t n ec r e p 5 e r em a d e kn a r s ei t i nut r op p o r ee t n ul o v d na , seg a ss a m , e ra c dl i hc ,s a i ret e fa c s a hc u s , st i fe n e b e t is n o l a no i ti d ar T . sg ni r ef f o R H de u la v t so m g n ir e di s no c ne h w tne c r ep 5 1 y l no d ek n a r e m it xe l f d n a , ev a e l y l im a f , e cn a ru s ni ht l a eh e ki l st i fe n eb de n oi h s af- d lO . gn i da r gp u e r 'y e h T . t ne m ts e v ni f o l e ve l e h t y da e ts d le h e va h t n ec r ep 07 gn i n ia me r e h T . sk r ep ee y ol p m e d n a , st i fe n eb ht l ae h ,em i t- x el f s a h c us ,s m a rg o rp e fi l -k r ow ni er o m gn i ts e vn i e r a s ei n ap m o c dek na r -p o t fo t ne c r ep 0 3 , s m ar g or p gn i ta n i mi l e ro k ca b g ni t tu c n ah t re h ta R . ss e ni s ub r o f do og y l pm i s s ' tI : y l gn id n uo s er k c ab e ma c e s no ps e r eh T .s e ey o lp m e r ie h t ni e r om t se v ni y e h T :n o mm o c n i o d s ei n ap m o c es o ht ta h w s 'e r eH .g n i kn ar ec a lp k ro w l a bo l g e h t n i se i na p mo c 5 2 p o t eht f o 0 2 m or f s es n o p s e r d er e nr a g ye v ru s e h T . tn e mn o ri v n e kr o w ev i ti s o p a f o eu l av e h t tu o b a s ei n ap m oc d e kn a r- p o t mor f s ev i tu c ex e r oi n e s ks a ot e t ut i ts n I kr o W o t ec a lP t ae r G e h t h t i w p u de m ae t ,r e ll e ts r aM - n os r uB , yn a pm o c y m ,I O R eht d na t sr e dn u re t te b o T . sr ot i te p mo c " e lb a kr a me r n u yl l ar u tl u c" h ti w d e r apm o c n eh w ec n am r of r ep e tar o pr o c n i l a it n er e ff i d eh t f o t n ec r ep 0 3- 0 2 r o f tn uo c c a na c e ru t l u c e v i tc e ff e , el c yC e r ut l u C e h T ko o b t se t al s i h n i e to r w t te k se H . L se m a J .f o rP s A ? t ee h s ec n a la b eh t d n a tn e mt s ev n i e ey o lp m e ne e w te b n oi t al e r ro c tc e ri d a e r eh t s i t u B . e lg o oG dn a , S AS , pp At e N , tf o so r ci M s a h c u s se i na p mo c y g ol o nh c et g no rt s -y l la r ut l uc er a t s i l se i na p mo C la n oi t an i t lu M ts e B s 'd l ro W 11 0 2 e h t no s re m ro f re p p o t e h t gn o mA .e t ut i ts n I k r oW o t e ca l P ta e rG y b d es a e le r y lt n ec e r gn i kn a r w e n a n i yl t ne n im o rp d e ru t a ef er a y eh t w on d n a ,l l e w mr o fr e p o t dn e t er u t lu c ec a lp k ro w g no r t s a o t d e tt i mm o c er a o h w se i n apm o c es o h T .e l po e p ri e h t n i t se v ni d lu o hs y e ht w o nk sr e da e l t a e r g , tn em n or i vn e ss e ni s ub d e tn ed e ce r pn u si h t n i ne v E

Olu Ojo in another study entitled Impact Assessment Of Corporate Culture On Employee Job Performance concludes that corporate culture has an impact on employee performance. The researcher looked at the impact of corporate culture in employee performance with evidence from the Nigerian banking industry. Ojo administered questionnaires to respondents who were randomly selected from selected banks. The respondents were asked to give their opinion and views on whether corporate culture has an impact on employee performance. Later on, Ojo deduced from the the study that corporate culture is very important in every organization and that it has a positive impact on employee performance. He also asserts that culture affects the level of organizational productivity in a positive way. At the end of the paper, Ojo offers these recommendations:

The successful turn around of Chrysler under the leadership of Lee Iacocca, the downfall of Enron due to its corrupt corporate culture, and the various papers cited in this article give solid evidence of the impact of organizational culture to organizational performance. Profitability of the company is not the sole gauge of performance. It is the same with not-for-profit organizations. They base their accomplishments on quality of service rendered and number of stakeholders served. International humanitarian organizations like the United Nations, Red Cross and Red Crescent are high performing organizations whose performances are not qualified in terms of profit but by the fulfillment of objectives set in a given timetable. In the end, we are led to the bottom line of corporate culture leadership. Viewed from any perspective, corporate culture is foremost created by leaders. Culture is created by the values, vision, and character of leaders and the leadership philosophies that guide them. Take either a Hitlerian or a
.y c ne i ci f f e p u o rg d na t n em t im m o c e cn a hn e s uh t dn a n oi t a zin a gr o e ht f o sr e bm e m g nom a y ti m ro f in u e ga r uo c n e ll i w si h t sa y na p m o c e ht f o f fa t s dn a re b m e m l la n o g ni d ni b e b t s u m fo er u tl u c la n oi t az i na g r O . ec n am r of r e p rie h t tc e ff a ll i w s ih t s a er u tl u c dl o e h t f o n o it a c if i do m eh t n r ae l o t e d a m d n a de i fi t o n eb l l a fo t s ri f t s u m s e ey o lp m e ,d e gn a h c e b t s um e r ut l uc l a no i ta z i nag r o na e r eh w s es a c n I . b oj s i h n o m ro f re p l l i w e h wo h e n im r et e d l li w t a h t er u tl u c s n oi t az i na g r o eh t h t iw ep o c o t e e yol p me eh t f o y t il i ba e ht si tI .t o n r o m eh t hti w e p oc na c e h r e ht e h w wo n k ot s eu l av d n a eru t lu c s n oi t az i na g r o e ht h ti w t sr i f f l es m i h e z il a nr e tn i o t d e wo l l a e b dl u oh s e h , nw o s i h m or f s fe i le b d n a e r u t luc t n er e ff i d y le t el p m o c a s a h t ah t n oi t az i na g r o n a s ni o j e h n eh w d n a ht i w s kr o w e h t ah t s f e ile b d n a e ru t lu c t n er e f fid sa h l a ud i vi d ni yr e v E . e c na mr o fr e p b oj s ee y ol p m e ri eh t e vo r pm i ot r e dro n i e r u tl u c r i eh t g ni yf i do m n i d e ts e re t n i e r a ta h t s n oi t az i na g r o re ht o d n a sk n ab y d u ts e s ac f o t n em e ga n a m eh t o t ed a m e ra s n oi t a dn em m oc e r gn i wo l lo f e h T .s s en i su b ro f d oo g s i t i e s ua c eb t ub , o d o t g ni h t t hg i r e h t si ti es u ac e b e ca l pk r o w t ae r g a e b y ln o t o n dl u oh s s ei n ap m oc t a h t d ed n im e r e r a ew , s e mi t c im o no c e gn i gn e ll a h c n I .e n il m o tt o b e h t gn it c ap m i y le v it i so p l l a st s oc e v a s dn a , n oi tn e te r d n a tn e mt i ur c e r ev or p mi , y ti v it c ud o r p e sa e rc n i ll i w tn e m ts e vn i fo d ni k siht ,e t ar t sn o me d s ei n ap m o c de k na r -p o t e h t s A .s ee y ol p me r ie h t n i t n e mts e vn i m r et - g no l a f o t lu s er e ht si e ca l pk r o w t ae r g a gn i eB . t hg i n rev o n ep p ah l l iw t a h t noi t is n ar t a t on s i e c alp k ro w t ae r g a gn i mo c e B

Hirota,S., Kubo, K. and Miyajima, H., (2007). Does Corporate Culture Matter? An Empirical Study on Japanese Firms, accessed from http://www.rieti.go.jp/jp/publications/dp/07e030.pdf

. se h sa eh t mo rf es i r o t e lb a s a w I ,e lp o ep do o g f o s to l m o r f pl e h e ht ht i w d na ,k c u l ht i w ,n o it a ni m re t e d hti W . e su o he r aw e h t t a htu r t fo t n em o m ta h t f o es ua c eb l l a s ti , h gu o n e yl eg n ar t s t uB . or e h a m I , y ad o T . h ta e d h t iw h su r b s ti m or f d e re v o cer re l sy r hC , yl e ta n ut r o F .e vr e se d I n a ht e r o m sa w r e ls y rh C t a p i h s e h t ht i w nw o d g ni o g t uB . h gu o ne d a b s aw d r o F ta d er i f g n ie B .s s e m s i ht ot n i f l es y m t o g da h I w oh d er e dn o w I n e hw r el s yr h C t a sy a d y n a m er ew er e hT . yc t pu r k na b f o r e kc i hw a n i ht i w em a c r el s yr h C , p u d en g i s I re t fa ra e y A .e r if e h t ot ni n ap g n iy r f e h t mor f tn e w I , t uo d e n r u t t i s A . e vi t is o p g n ih t e mo s o t ni y g re n e r u oy d n a re gn a ru o y wo l p o t , ys ub p ee k o t t s eb s ya w l a s t i ,y t is r ev d a d n a ss er t s t a er g f o s e mi t n I .n ev e t e G . e m d ed n im e r y ra M ,d a m t eg t no D . ev i tc u do r p g ni h t em os od ot yr t d n a y gr e n e ta h t f o e mo s e k at dl u o c I , rO . s tl u se r s uo r t sa s id h ti w , fl e sy m t sn i a ga r eg n a ta h t nr u t d l u o c I : ec i oh c e lp m is a d a h I dn a , re g na f o l lu f s aw I .e m r o f h c um oo t s aw n oi t ai l im u h c il b up e t ar e bi l ed e ht tu B .d e ru d n e ev a h d lu o c I ni a p e t av i rp eh T .r e ta l s k e ew f o e l pu o c a yl n o r e ls y rh C f o yc n ed i se r p e h t no ek a t ot e m d e hs u p ta ht e su o h er a w e h t t a g ni nr o m t a h t s a w t i de c n iv no c m I .t i ek a hs d n a sr e dl u oh s e ht y b e t a f r uo y ba r g ot t og e v u oy t a ht d a b o s me e s s g n ih t n e hw s e mi t er a er e h T .y ti s re v da f o t u o n ro b s i e vi t cu r ts n o c g n i ht e mo s n eh w e f il s e n o yre v e ni s e mi t e r a er e h T

Ojo, O. (2009) Impact Assessment Of Corporate Culture On Employee Job Performance, accessed from http://www.saycocorporativo.com/saycoUK/BIJ/journal/Vol2No2/article9.pdf Iacocca L., with Novak (1984) Iacocca: An Autobiography W. Bantam Books, USA, 1984 Campbell, D. (2011). What Great Companies Know About Culture, accessed from http://blogs.hbr.org/cs/2011/12/what_great_companies_know_abou.html References: Stalinist leadership mindset and you create a totalitarian culture. Take a Mandela or Gandhinist leadership mindset and you create a servant-leadership culture. It always works both ways. The leaders of Enron and similar companies were led by leaders who imbibed a character of greed that germinated a culture of greed in the company. To end, these words of Lee Iacocca explain how his character of leadership created a corporate culture that resulted into the outstanding performance of Chrysler: