| The findings of the qualitative phenomenological study conveyed that executive leaders could establish paradigms for organizational members by incorporating the following themes generated from the research study into the selected style of leadership: (a) motivation, (b) responsibility, (c) loyalty, (d) employee retention, (e) influence, (f) situational leadership, (g) value employees, (h) challenges, (i) morality, and (j) innovation. The study examined the perceptions and lived experiences of 20 executive leaders in the IT industry. Data were analyzed using NVivo 8 software. The research question inquired, "How does an executive's leadership style influence organizational culture in the IT industry?" The issue sub-questions are as follows: (a) How do executives implement their leadership styles in the face of the perceived importance of establishing and maintaining an organizational culture with a foundation of positive ethics, honesty and integrity? (b) Once a leadership style is selected, what techniques are used by executives to adopt that specific style? (c) What criteria are used as a basis for creating or changing the organizational culture? A significant finding in this study was that executive leaders have an influence on organizational culture in the IT industry through decisions, actions, and directives. |
