Culture is fundamental to the success or failure of any organisation and nation. The popular saying that culture eats strategy for breakfast underscores how impactful a culture can be. Organisational changes have been known to fail due to deviation from the DNA of the organisation, which sometimes owe their existence to the values of the founding chief executive officer and the team that set up the organisation. In the same manner, leadership culture exerts overarching influence on the success or failure of nations.
When corruption makes the headlines, the focus is usually on the individuals involved. Yet corruption and waste are rarely just the result of personal greed. More often, they are symptoms of a leadership culture where power becomes too concentrated, accountability is weak, and those at the top are disconnected from those they serve. This “power gap” is one of the greatest enablers of corruption in both organisations
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