Exploring the Relationship of Organizational Culture and Implicit Leadership Theory to Performance Differences in the Nuclear and Fossil Energy Industry.

摘要

Notable performance differences exist between nuclear and fossil power generation plants in areas such as safety, outage duration efficiency, and capacity factor. This study explored the relationship of organizational culture and implicit leadership theory to these performance differences. A mixed methods approach consisting of quantitative instruments, namely the Organizational Culture Assessment Instrument and the GLOBE Leadership Scales, and qualitative interviews were used in this study. Subjects were operations middle managers in a U.S. energy company that serves nuclear or fossil power plants. Results from the quantitative instruments revealed no differences between nuclear and fossil groups in regards to organizational culture types and implicit leadership theories. However, the qualitative results did reveal divergence between the two groups in regards to what is valued in the organization and how that drives behaviors and decision making. These organizational phenomenological differences seem to explain why performance differences exist between nuclear and fossil plants because, ultimately, they affect how the organization functions.