Organisational culture takes shape through everyday leadership actions. Employees observe how managers behave, what they prioritise, how they respond to problems, and whom they reward. These experiences influence how people work, treat colleagues and serve customers.
Leaders can use the LEADER mnemonic (Leadership, Expression, Acceptance, Decisions, Enablers and Rewards) to examine six practical ways they shape culture. The model builds on Edgar Schein’s research on how leaders embed culture, translated into everyday management practice.
L — Leadership: Set the Example
Employees look to leaders to understand the standards that matter. A manager who meets commitments, acknowledges mistakes and treats people respectfully gives employees a clear example to follow. A manager who demands accountability but repeatedly misses deadlines sends a conflicting message.
Leaders should demonstrate the behaviour they expect from others, especially when work becomes difficult. Employees trust standards that leaders apply to themselves.
E — Expression: Make Communication Open and Respectful
The way leaders communicate affects whether employees ask questions, share ideas and report problems. When a manager dismisses concerns or embarrasses someone for raising an issue, others may become reluctant to speak.
Leaders should explain expectations clearly, listen without rushing to judgement, and provide timely feedback. Inviting views is only the beginning. Employees also need to see that their contributions receive fair consideration and an appropriate response.
A — Acceptance: Address What Should Not Continue
Behaviour that goes unchallenged soon becomes part of how work is done. Repeated lateness, disrespect or poor service may continue when managers overlook it. Excusing unacceptable behaviour because someone delivers strong results sends a particularly damaging message.
Leaders should address concerns promptly and fairly, understand the circumstances and agree on corrective action. Standards gain meaning when they apply consistently, including to senior employees and high performers.
D — Decisions: Show What Takes Priority
Decisions reveal the organisation’s priorities. Employees notice how leaders allocate resources, select people for promotion and resolve competing demands. For example, a commitment to quality loses credibility when managers routinely approve shortcuts to meet deadlines.
Leaders should consider both the immediate result and the behaviour a decision may encourage. Explaining difficult choices helps employees understand the reasoning and apply similar judgement in their own work.
E — Enablers: Make the Desired Behaviour Possible
Systems, processes and tools influence how people work. An organisation may encourage initiative while requiring several approvals for minor decisions. It may promote teamwork while setting targets that encourage departments to compete.
Leaders should check whether policies, workflows and performance measures support the culture they want. Clear responsibilities, appropriate authority and access to information make it easier for employees to act on organisational values.
R — Rewards: Recognise the Behaviour You Need
Employees pay attention to who receives praise, bonuses, promotions and new opportunities. These choices signal which contributions the organisation values.
Recognition should reflect both results and how those results were achieved. Recognising only the officer who closed the most cases may overlook the colleague whose coaching helped the whole team improve. Recognising service, integrity, learning and teamwork alongside performance helps reinforce the behaviours the organisation needs.
Culture improvement begins with examining these everyday practices. Leaders can start by identifying one gap between a stated value and what employees actually experience, then taking a visible, practical step to close it.
Future Options Consulting supports organisations in strengthening leadership, aligning HR systems, and translating organisational values into everyday practice.
