A New Team Leadership Culture: Case Study of Kolab’s leadership style
Alaa Alqurashi
University of the People
13-2-2022
, A New Team Leadership Culture: Case Study of Kolab’s leadership style
2
A New Team Leadership Culture: Case Study of Kolab’s leadership style
Introduction
Kolab is a successful leader who is determined to achieve the best in every task she
performs despite going through a difficult childhood life, although the pain became her primary
source of motivation. At the International Education Center (IEC), she introduces a unique goal-
and task-oriented leadership style to her new project team and employees to help achieve the
board's goals of attaining the national level. Her upbringing inspires her, and her attitude and
beliefs are what the board exactly wants. In addition, she wants the employees to adopt an
organizational culture in which the vision statement, goals would guide them, and the path to
achieve them. Lastly, the employees are resistant to changes as they stick to Hanh's strategies.
The Organization’s and Kolab’s Cultural Value Dimensions
The organizational culture built upon Hanh's foundation is characterized by shared final
output, teamwork, and employee relationships. The employees used to have leisure time or break
to meet, talk, chat and interact with one another. The strategy could allow employees to exchange
or share ideas to improve the organization (Schmitz, 2012). On the other hand, Kolab's culture is
characterized by tasks, goals, achievements, and accountability foot every project. Although she
is goal-and-tasks oriented, her strategies hardly encourage teamwork, employee engagement, and
interaction. She makes all the decisions, solely delegates tasks, and does not provide break times
for the employees to interact and share ideas.
How to Integrate the Kolab’s and the Organization's Cultural Value Dimensions
The two parties’ cultural values can be integrated through coordination, collaboration, and
employee engagement. Kolab should hold several meetings with the board and employees and
allow everyone to present their ideas toward organizational success. She should promote teamwork
Alaa Alqurashi
University of the People
13-2-2022
, A New Team Leadership Culture: Case Study of Kolab’s leadership style
2
A New Team Leadership Culture: Case Study of Kolab’s leadership style
Introduction
Kolab is a successful leader who is determined to achieve the best in every task she
performs despite going through a difficult childhood life, although the pain became her primary
source of motivation. At the International Education Center (IEC), she introduces a unique goal-
and task-oriented leadership style to her new project team and employees to help achieve the
board's goals of attaining the national level. Her upbringing inspires her, and her attitude and
beliefs are what the board exactly wants. In addition, she wants the employees to adopt an
organizational culture in which the vision statement, goals would guide them, and the path to
achieve them. Lastly, the employees are resistant to changes as they stick to Hanh's strategies.
The Organization’s and Kolab’s Cultural Value Dimensions
The organizational culture built upon Hanh's foundation is characterized by shared final
output, teamwork, and employee relationships. The employees used to have leisure time or break
to meet, talk, chat and interact with one another. The strategy could allow employees to exchange
or share ideas to improve the organization (Schmitz, 2012). On the other hand, Kolab's culture is
characterized by tasks, goals, achievements, and accountability foot every project. Although she
is goal-and-tasks oriented, her strategies hardly encourage teamwork, employee engagement, and
interaction. She makes all the decisions, solely delegates tasks, and does not provide break times
for the employees to interact and share ideas.
How to Integrate the Kolab’s and the Organization's Cultural Value Dimensions
The two parties’ cultural values can be integrated through coordination, collaboration, and
employee engagement. Kolab should hold several meetings with the board and employees and
allow everyone to present their ideas toward organizational success. She should promote teamwork
