{"id":348843,"date":"2025-07-13T13:17:50","date_gmt":"2025-07-13T11:17:50","guid":{"rendered":"https:\/\/sauldie.org\/de\/kulturtransformation-fuehrungskraefte-rolle-tipps\/"},"modified":"2025-11-03T23:10:20","modified_gmt":"2025-11-03T22:10:20","slug":"cultural-transformation-leaders-role-tips","status":"publish","type":"post","link":"https:\/\/sauldie.org\/en\/cultural-transformation-leaders-role-tips\/","title":{"rendered":"Mastering cultural transformation: KIROI step 4 for leaders"},"content":{"rendered":"

Cultural transformation within a company is a challenging but essential process. Managers in particular play a central role in this process by acting as a driving force and role model. The fourth step of the KIROI model clearly shows how leaders can effectively support cultural transformation in order to establish long-term sustainable change.<\/p>\n

The role of managers in cultural transformation<\/h2>\n

Managers make a significant contribution to the success of a cultural transformation. They are more than just managers: they are creators and multipliers. Studies show that cultural transformations are particularly successful when managers themselves take responsibility and authentically exemplify the new values. For example, clients from the healthcare, manufacturing and IT sectors often report that the role model function of their management is crucial to the success of cultural change. This creates a role model effect that has an impact on the entire company and accelerates the transformation.<\/p>\n

In everyday life, this manifests itself in managers reflecting on their own behavioural patterns, showing openness and having the courage to question old habits. This was the case in a municipal administration that used intensive coaching to support its management team in establishing a more open and trusting communication culture. Or a medium-sized industrial company that used regular team workshops to break down resistance and breathe life into new innovation values.<\/p>\n

Another practical example is an international IT service provider where managers clarified their values through targeted individual coaching sessions and strengthened their role as cultural drivers. This enabled them to bring about a sustainable cultural transformation throughout the entire organisation.<\/p>\n

Integration of new values into daily management behaviour<\/h3>\n

Cultural transformation means not only formulating values, but also anchoring them in management behaviour. Managers must integrate these values into decision-making processes and workflows. In practice, regular coaching and further training help to promote the necessary ability to reflect and openness. For example, a leading energy supplier reports that team coaching sessions in the management circle have created a common attitude that is reflected in all operational units.<\/p>\n

Similarly, a public research institute has created \u201eresonance\u201c throughout the management team through continuous leadership development, which in turn strengthens a culture of mutual appreciation. Such a culture helps employees to feel part of the organisation and identify with its goals. It sustainably increases commitment and performance.<\/p>\n

BEST PRACTICE at a customer (name withheld due to NDA agreement): In a six-week coaching process, the management team of an international logistics company learnt how to set cultural impulses that break down resistance and awaken a spirit of innovation. The managers now regularly organise joint reflection sessions and are thus actively involved in shaping the cultural transformation.<\/p>\n

Practical tips for managers to support cultural transformation<\/h2>\n

In order to successfully accompany the cultural change, leaders should take a few essential steps:<\/p>\n