| The interaction of organizational leadership culture and strategic management initiatives in not-for-profit healthcare agencies is an understudied phenomenon. This qualitative study evaluates the impact of organizational leadership culture on the performance of strategic management initiatives. Specifically, this study was an efficacy assessment of a not-for-profit healthcare organization in the early stages of its strategic implementation, using an evaluative case study. The case study itself is the unit of measure and the participants in the study are the leadership group from the organization. The leadership group that participated was 15 senior and second level leaders, representing 75% of the leaders at these levels of the organization. The participants ranged in age from 75 to 31 years and represented leadership experiences of 5 months to 35 years with the organization. The data show not only how organizational leadership culture affects strategic implementation activities, but also that without constant focus on the organization's espoused culture, it drifts and loses focus on strategic thinking and relies simply on managing day to day. By providing evidence that organizational leadership culture affects strategic performance, the study adds to the body of knowledge about both organizational culture and strategic implementation, as it applies specifically to not-for-profit mental health facilities. Also demonstrated is the need for nearly constant attention to the espoused organizational leadership culture to ensure its consistent transmission. From the study findings in conjunction with the current body of knowledge about organizational culture and strategic implementation, one can begin to generalize its data to other, not-for-profit healthcare facilities. |
