Asian Journal of Social Science Studies; Vol. 4, No. 4; 2019

ISSN 2424-8517 E-ISSN 2424-9041

Published by July Press

The Influence of Organisational Culture on Leadership: A Case Study

of Baidu Corporation, China

Yinfei Xue

Queen Mary University of London, London, UK

Correspondence: Yinfei Xue, Queen Mary University of London, London, UK.

Received: October 25, 2019 Accepted: November 15, 2019 Online Published: December 5, 2019

doi:10.20849/ajsss.v4i4.676 URL: https://doi.org/10.20849/ajsss.v4i4.676

Abstract

Corporate culture and leadership are central to the performance of the firm in many ways. Culture outlines

essential practices and patterns that guide the leaders' control. The connection between cultural influences on

corporate leadership has been examined from various perspectives. A productive culture can determine the

success of a company, and its interaction with leadership is an exciting area of examination in research.

Objectives of the Study:

This study’s primary aim was to establish how the corporate culture influences

leadership in various ways in the corporate environment using the case study of Baidu Corporation in China.

Also, the study intended to examine different leadership styles and influence on organisational performance.

Methods:

The study was carried out in Baidu, Inc., China, a target of 100 participants using mixed-structured

email questionnaire. The study also utilised various research techniques, including the mixed-method method in

the study process.

Results and Findings:

The study found that there is a secure link between corporate culture and the kind of

leadership adopted in an organisation. Also, the study established various aspects of employee opinion, with

evidence that employees favour certain leadership styles such as transformational leadership style over others.

Keyword:

Baidu, leadership, corporate culture

1. Introduction

1.1 Background

Two of the most researched topics that intertwine each other and have been a subject of continued research are

organisational culture and leadership. The cultural context of great significance on an organisation, and

determines various aspects such as practices, beliefs, and set of norms that impacts an organization daily. As

noted by Tsai (2011), organisation culture is defined as the set of values and beliefs that exists in a firm for an

extended period. Organisation culture is fundamental since it influences and shapes employees' attitudes and

beliefs towards the achievement of set goals and objectives. Moreover, the culture of an organisation is the

broader environment, which defines and influences the function of the leadership. In most occasions, the

leadership of an organisation shapes its environment and directly affects beliefs and practices. As a result, this

demonstrates the significance of leadership and culture, which makes the concepts subject to further discussion.

Leadership and culture are strongly interdependent on each other, and as highlighted Nikcevic (2016), this makes

it difficult to determine the concept that influences the other. Nevertheless, researchers can approach this area by

clearly defining their goals and objectives. In most research articles, researchers show that the two concepts

intertwine with each other, but more emphasis is given on culture because of how it shapes beliefs and leadership

styles. The conflicting nature of the concepts enables researchers to examine the two elements from different

angles while applying diverse theoretical schools. One researcher Klein et al. (2013), affirmed that various

leadership styles either affects or shapes organisational cultures, in addition to practices. Nevertheless, research

by Nikcevic (2016) shows that analytical approaches such as structural interpretivism and functionalism show an

intertwined association between the concepts, which means that one thought can influence the other. In this

research study, the aim is to focus on cultures as the primary determinant of leadership, and it draws from

theoretical analysis from different pieces of literature that underpin the relationship.

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Vol. 4, No. 4; 2019

1.2 Research Question

How does the concept of culture influence the leadership in Baidu Corporation?

How does the cultural impact on leadership shape the performance and direction of the firm?

1.3 Aims and Objectives



To develop a distinctive connection between the culture of an organisation and its leadership.



Determine and underpin the different ways that the culture of an organisation affects the style of leadership

in a firm or corporate environment.



To investigate and demonstrate how organisational culture affects leadership and how it contributes to

shaping the direction of a corporation, such as Baidu.

2. Literature Review

2.1 Overview

Just like any social set-up with a set of practices and norms that guide social interactions, corporate culture is a

strong determinant of business identity. According to Alnasseri et al. (2013), organisational culture promotes

identity of the firm hence upholding the critical distinction from other competitors as a crucial way of enhancing

competitiveness. The significance of having a distinct corporate culture has been on the rise in recent times. For

instance, Aydin (2018) noted that with an influential organisational culture, corporate entities could firmly

enhance proper control of their leadership needs and styles. In China, for example, there has been an apparent

effort by the government to improve organisational culture as a central way of enhancing proper leadership and

productivity (Hawes & Chew, 2011). The rising consideration of culture as a key component in the performance

of the firms underlines its significance in the modern-day business environment. Also, issues concerning

multiculturalism, diversity and enhanced performance among the employees are factors directly affected by

cultural and leadership relationships.

On the other hand, it is imperative to highlight that the influence of culture on leadership in the corporate world

differs from one industry to another, which in turn, affects the ultimate performance of the businesses. Zhang

and Liu (2006) had earlier noted ineffective organisational cultures in industries such as the construction industry

in China, which led to reduced profitability and lack of equality. However, Hawes and Chew (2011) highlighted

a change in the practices with the government recognising efficient organisational culture to spearhead economic

growth. The underlying consensus from the majority of the research in literature is that cultures, as well as

leadership within an organisation, have a powerful sway on performance, promotion of ideas and enhancing

understanding (e.g. Hawes & Chew, 2011; Alnasseri et al. 2013; Nikcevic, 2016; Aydin, 2018). For this reason,

regardless of the industry of operation, a proper corporate culture and leadership styles are imperative for the

success of the firms.

Thus, in this literature analysis, this research places particular concentration on the three significant scenarios.

They include the relationship between organisational culture and leadership as expounded in the literature (e.g.

Tsai, 2011; Nikcevic, 2016; Aydin, 2018). Also, another substantial factor to consider is the influence of the

organisational culture on the leadership styles (e.g. Aripin et al. 2013; Akhavan et al. 2014; Hersey & Blanchard,

2014; Aydin, 2018). The final analysis involves an exploration of the impacts of the corporate culture on

leadership and how it shapes the organisation (e.g. Pennington et al. 2003; Szczepańska-Woszczyna, 2015;

Lousa & Monico, 2018). From the literature, it is evident that culture and leadership are strongly intertwined

factors that influence organisational performance. The interdependence of these aspects means that while

cultural influence determines the kind of leadership adopted within a firm, it is also possible that culture could

easily be manipulated or changed by a leader (Aydin, 2018). Nonetheless, organisational culture remains an

integral factor in determining the type of leadership styles and techniques that involves bureaucratic systems or

transformational leadership styles (Nikcevic, 2016). The influence of culture on leadership, however, is a

prevalent scenario in most multinationals across the world. It is considered as a catalyst for enhanced

organisational performance as well as job satisfaction among the employees.

2.2 The Relationship Between Organisational Culture and Leadership

The existing relationship between organisational culture and leadership is productive, wherein the two concepts

are dominant in the formation of a robust corporate culture. This has led to different researchers trying to

research on the characteristics of the relationship and what makes corporate culture and leadership style so

intertwined (Aydin, 2018). The overall relationship between the two concepts could be two-fold, wherein culture

significantly influences leadership, whereas leadership, on the other hand, influences culture (Nikcevic, 2016).

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The literature tends to support this two-fold nature. Different scholars have tried to study on this two-fold nature

and varied other activities, such as Lousa & Monico (2018), Pennington et al. (2003), Rahmisyari (2015), and

Klein et al. (2013). On the other hand, other scholars have taken a different approach in studying the impact of

culture on organisational leadership; these scholars include Nikcevic (2016), Tsai (2011), Aydin (2018), and

Al-Tameemi & Alshawi (2014). The different approaches taken by these scholars demonstrate that no matter

what there is a deep connection between organisation and culture. For instance, the differing approaches, as

noted by Nikcevic (2016) shows the degree of inter-dependence between the concepts and why it is problematic

to establish a concept that influences the other.

On the contrary, there is enough evidence in the literature to highlight specific functions of both culture and

leadership. For example, in a simple corporate setting, culture influences work processes, beliefs, and diverse

activities from the employees and managers perspectives (Tsai, 2011). Similarly, organisational leadership is

essential in developing command measures whose aim is to spearhead the corporate culture of an organisation

and other related activities (Akhavan et al., 2014). A firm is built based on a particular culture. For researchers

arguing from the interpretivism perspective, they note that the organisational belief lies in the fact that culture is

a constituent of the whole organisation. Additionally, every organisation's aspects is a reflection of its culture

(Allaire & Firsirotu, 1984). On the other hand, the researchers arguing from the perspective of

structural-functionalism highlights that organisation exists, but culture is more of an asset to that organisation

whereby the leadership can control and shape it to have maximum influence (Nikcevic, 2016). The two different

views and position offers a clear indication that there is a robust and challenging relationship between the

concepts of leadership and culture, and none exists without the other in a corporate environment.

Therefore, the common understanding and point of views from the literature are that culture influences the

organisational leadership, but the latter also determines the outcomes of the former. For example, Aydin (2018)

underlined that while most researchers believe that the organisation is the culture itself, it remains vulnerable to

possible manipulation. The cultural influence of a corporate entity is so strong that it can determine the

leadership success or mishaps of the leaders, which explains the cases of success in one company and failure in

another by the top executives (Alnasseri et al., 2013). Serious concerns have often been associated with the

cultural standpoint of some organisations which has necessitated flexibility as a critical factor. In certain

instances, culture can be manipulated to a certain degree by the leaders, which could be essential or detrimental

(Aydin, 2018). The influence of organisational culture is robust such that it can determine the success or failure

of leadership in various ways.

For instance, if a leader takes charge of an organisation with less progressive visions and maintains it, there is a

high chance for failure. If he/she changes some aspects of the culture positively, success is likely to follow. On

the same line, if any corporate executive takes charge of an organisation with a progressive culture and tries to

manipulate it, there is a likelihood of leadership failure. These scenarios are just a reflection of various dynamics

of the culture-leadership relationship in a corporate environment as examined in literature by different scholars

(e.g. Tsai, 2011; Alnasseri et al. 2013; Nikcevic, 2016; Aydin, 2018). Thus, for the corporate stakeholders and

leaders, having a strong understanding of these dynamics is instrumental in decision-making and maintenance of

the appropriate corporate culture.

2.3 The Influence of Organisational Culture on Leadership Styles

Organisational culture significantly influences leadership styles. Aripin et al. (2013) organisations exist because

of certain set of practices that affect the performance of employees and managers while dispensing their

managerial duties. Tsai (2011) points out that organisational culture is made up of different tangible and

intangible beliefs and perceptions, which contributes to the functionality of various aspects of the organisation.

Also, Nikcevic (2016) ascertains that according to the interpretivism approach, culture positively impacts

different functionalities of an organisation. Leadership foundations in an organisation adhere to a particular

cultural guideline. Although the top management in the organisation has the duty and responsibility to issues

commands and directions, it has to do so based on the cultural framework that defines the organisation.

When a new organisation is formed, there is a new cultural framework developed. However, such a framework is

not static as it is subjected to changes as highlighted in research by Al-Tameemi and Alshawi (2014). In such a

case, the formation of a leadership style to accompany and uphold a culture is essential to keep the culture intact

or improve it to the desired culture. In most cases, organisations that have excelled often adhere to the set of

practices and activities that have been shaped by the concept of culture. Most likely, these practices and activities

constitute the cultural formation of an organisation (Tsai, 2011). Rahmisyari (2015) highlights that in the case

the perfoamance of a firm is unimpressive, the management mitigates that by changing certain patterns of

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practices that will significantly match organisational culture, and will positively impact results. As a result, the

existing cultural formations are directly affected by the leadership style that a firm deploys, for it upholds

required values.

Conversely, in most organisations, elements such as the overall leadership and employee performances' are

dependent on its cultural context. A vibrant culture defines itself and can influence the pace of a firm's

performance without maximum efforts from its leadership (Aripin et al., 2013). As noted before in this

discussion, the business and its practices exist with a culture born during the business's inception, and the

continued role of the leadership/management is for the enhancement of optimum control. Akhavan et al. (2014)

elaborated on the leadership styles and the concepts of educational leadership that are necessary when both the

commanding and supportive behaviour are high.

The implementation of command leadership is when the command behaviour is high, whereas supportive

behaviour is low. The supportive leadership style in an organisation is used whenever the supportive behaviour is

high, whereas the command behaviour is weak. Lastly, a leadership style such as authoritative is critical when

the command behaviour and supportive behaviour are at their lowest. Hersey & Blanchard (2014) defines

organisational culture as the behavioural elements and practices portrayed by employees that compels praise or

appraisal from the management. Akhavan et al. (2014) while referring to the applications of different leadership

styles, the researchers noted that culture is significant, and it subsequently influences the leadership of an

organisation.

Moreover, corporate culture affects the behavioural and perceptions of its subjects that include the management

and employees. As a result, the performance of an organisation becomes increasingly dependent on its concept

of culture embedded in its way of doing things. Based on this perspective, culture entails the inner feelings that

are unseen by experience in the organisation's systems of operation. Aydin (2018) supports that notion by

highlighting that culture in the same way in a community affects the whole composition of a human being. As

such, with these assertions in mind, the formulation leadership styles are dependent on the existing cultural

practices in the organisation (Akhavan et al. 2014). For instance, a firm is free to utilise supportive, authoritative,

command, or educational leadership approaches based on the cultural composition of a firm.

2.4 Impacts of Corporate Culture on Leadership and How They Shape Organisations

Whenever culture has an impact on the way organisations formulate and aligns its leadership strategies, it leads

to the emergence of new transformations. Al-Tameemi and Alshawi (2014) reveal that culture has a

transformative effect, but it depends on the leadership style of a firm. Pennington et al. (2003) add by noting that

leadership could only be observed and understood based on the concept of culture. Therefore, it is worth noting

that everything that the organisational culture must underpin a leadership implements. For instance, culture

promotes behaviours’ such as information and knowledge dissemination and it determines the best way to such

functionality (Akhavan et al. 2014). In the organisation context, it is the culture that will prompt the management

to promote specific innovative actions and practices, or particular improvement in the performance of its

employees (Lousa & Monico, 2018: Aripin et al. 2013). In brief, it is the culture of an organisation that will

determine the new adoptions or improvements to be made on the existing organisational practices. The

management of an organisation or its leadership style in adherence to its cultural dimensions is critical in shaping

the corporate culture of an organisation.

Conversely, it is imperative to underline that the effectiveness of culture on the leadership of any organisations

depends on the systems set in place to advance the cultural needs. Nikcevic (2016) highlighted that some

organisations have different norms and practices in their leadership patterns. While some favour the bureaucratic

system that places massive powers to top executives, others favour equal participation styles. Companies aim to

enhance strong entrepreneurial influence, with innovative cultures to spearhead the achievement of

organisational objectives, and the corporate culture is at the core of all the strategies (Szczepańska-Woszczyna,

2015). The changing sphere of the business has led to significant changes in cultural adoptions of many

corporates. Globalisation is an emerging factor buoyed by technology. Concerning the globalisation aspect, Jalal

(2017) discussed the adoption of multiculturalism in most multinational enterprises. Cultural changes are a vital

component of organisational progress (Aydin, 2018), and most multinational corporations bank on cultural

diversity and multiculturalism to enhance job performance and satisfaction.

Therefore, the impact of corporate culture on leadership is manifested in a variety of ways, which in turn shapes

the organisation towards the desired objectives. According to Tsai (2011), organisational culture directly shapes

leadership behaviour, which in turn contributes to job satisfaction. Culture has become an essential cornerstone

of corporate growth, and this has been evident as firms strive to adopt measures that satisfy the needs of their

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employees (Jalal, 2017). Increasing dynamics such as industry competition, workforce retention, and the

demands of globalisation have necessitated cultural interventions in shaping the leadership needs for prosperity

(Aydin, 2018). Thus, the impact of corporate culture on leadership is an area on the rise, which is perceived as a

strong influence performance and job satisfaction.

2.5 Theoretical Analysis

The two concepts of leadership and culture have been studied extensively under the subjection of different

theoretical perspectives and in different ways. For example, Dauber et al. (2010) developed a generic theory of

organisational culture wherein the researchers placed on the specific domain the following elements corporate

culture and identity, the strategy, processes, organisational structure, design and the organisational performance

and behaviours’. The different elements on the domain affect the way an organisation controls its cultural space

and designs its corporate leadership structures.

The most significant theoretical analysis of leadership and culture has been demonstrated when examining

structural interpretivism and functionalism perspectives. Researchers Allaire and Firsirotu (1984) looked at

different elements of organisational culture with emphasis on structural functionalism. According to the writers,

the structural functionalists like Radcliffe Brown believed that culture is an adaptive mechanism by which a

group of people are allowed to exist within an environment with a set of guidelines to control their existence.

Structural functionalism considers culture as a fundamental asset controllable by the styles of leadership that a

firm adopts. Also, structural-functionalism considers culture to engross cognitive aspects, which enables the

people within it to express various behavioural issues and practices (Nikcevic, 2016). However, some scholars

have emphasised leadership above culture, insisting on the inspiration of the leaders to create new cultural

patterns. For example, Pennington et al. (2003) underlined the role that leaders play in creating culture, and also

through leadership, a lot of new patterns of practices can be formulated to adapt to the organisational needs.

Conversely, the overall consensus in the literature that organisations exist with culture means that leaders can

only enhance some changes instead of creating new cultures (Tsai, 2011). There could be massive problems for

the leaders who attempt to manipulate organisational culture to suit their leadership styles and techniques. They

involve either leadership failures by the promotion of a poor culture that may only lead to poor performance.

On the other hand, according to Boromisza-Habashi (2012), the interpretivism approach places culture above

leadership, such that the organisation itself is “culture” and all the activities enshrined in it reflect the

functionality of that particular culture. The functionality of the culture determines the various aspects of

leadership and the outcomes in terms of the performance for the organisation (Tsai, 2011). In recent times, the

increasing interest in corporate culture has been seen as key to successful business performance (Hawes & Chew,

2011). The mutual influence of both culture and leadership on one another exhibits a variety of advantages for

the organisation, but interpretivism proposes the prioritisation of the culture first above leadership. As supported

by Tsai (2011), organisational culture represents the overall values and beliefs of the organisation that even

leaders are encouraged to adopt and implement. The close association between culture and leadership presents

the leaders with the flexibility concerning changes in leadership styles as well as improvement in various aspects

of culture. Thus, the extensive conceptual analysis of culture and leadership by Allaire and Firsirotu (1984) and

Boromisza-Habashi (2012) presents a wider perspective of the relationship between the two aspects. In general,

from the literature, the overall verdict on the association between culture and leadership depends on the position

and standpoint of the researcher; however, both factors have a direct influence on one another.

3. Research Methodology

3.1 Study Context

This study was undertaken in Baidu Inc. Corporation, a multinational Internet services company headquartered

in Beijing, China. Various factors facilitated the choice of Baidu as the case reference. The company's

multinational nature means that its corporate culture is instrumental in the development of multiculturalism, and

leadership is integral in the development of such factor. With the vastness of the organisation and various

difficulties in the access of the information from the corporation, this study utilised a variety of research

techniques to acquire enough data. The data presented the picture of Baidu’s organisational culture and the

influence on the type of leadership the company has opted for in their operations, both in China and abroad.

3.2 Research Design

This study employed a case study research design for the exploration of the question research question

comprehensively. The appropriateness of the case studies as a methodological exploration strategy has been

promoted by the flexibility of the research design and the ability to investigate and conceptualise various

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complex problems in real-world settings (Harrison et al., 2017). According to Zainal (2007), case studies have

faced criticism for their lack of robustness; however, the writer acknowledges its ability to allow the researcher

to explore complex issues. Given the nature of the study, the case study was likely to boost the qualitative

approaches that prioritise the participation of the subjects in the study. It is an approach that emphasises on the

essential nature of the individual's participation and character in both their cultural and social lives (Chowdhury,

2014). Hence, by using this research design, it significantly aided in the understanding of the social aspects of

the study and the connection to the cultural environments.

3.3 Mixed Research Methods

A mixed research method is a process through which research adopts both the qualitative and quantitative study

techniques within a single study to attain target results. This study utilised the mixed methods, combining both

the qualitative and quantitative techniques in the data collection as well as the analysis process. In the analysis

and compilation of the results, data triangulation enhances corroboration, convergence as well as correspondence

of outcomes from different research methods. According to Schoonenboom and Johnson (2017), the primary

objective of the researchers in using the mixed methods is to expand and strengthen the conclusions of the study,

and also contribute to the published literature. Thus, for this study, both the qualitative and quantitative research

methods were undertaken to enhance the extensiveness of the study process. Furthermore, the use of the mixed

methods during this study ensured flexibility and effective process of data collection and analysis.

3.3.1 The Use of Qualitative Methods

The vastness of the Baidu as a corporate organisation meant that there was always going to be the availability of

challenges in the effective examination of the people within their natural working settings. During the study, the

qualitative method was used to gain knowledge into the values of the company, the cultural drives and the

impacts on the leadership. According to Hammarberg et al. (2016), qualitative research is deemed appropriate

when examining research questions concerning experience, meaning and perspective, mostly from the view and

perception of the subject under study. Thus, in this study, interviews as qualitative data collection methods were

administered to gain participant opinion concerning culture and leadership within Baidu Corporation.

3.3.2 The Use of Quantitative Methods

During the process of this study, the utilisation of the quantitative techniques was deemed appropriate for the

collection of the significant quantitative data with a direct impact or significance to the outcomes of the research.

As ascertained by Schoonenboom and Johnson (2017), the role of mixing the research methods is to enhance the

depth of the research. In the same way, the quantitative methods for this study were utilised where there were

limitations applying the qualitative techniques. For example, since getting direct interviews with every member

of the Baidu corporate was practically difficult the study opted for the administration of the questionnaire to

gather quantitative data with crucial impact on the outcomes of the results.

3.4 Sources of Data

The mixed-methods approach undertaken for this study necessitated a diverse choice of sources of the research

data for this study. Thus, there was both the application of the primary data obtained from the study process,

supplemented by secondary data to enhance the depth of the study process. Both the primary and the secondary

sources of data provided an in-depth avenue for analysis in this study. The application of both the primary and

the secondary data sources for this study process was encouraged by the increasing use of mixed methods to

enhance expanded conclusions. While the primary data provided the first-hand information about the influence

of organisational culture in Baidu, the secondary sources provided quality information about the industrial

overview of the company’s culture and leadership styles. Thus, both the primary data and the secondary data

were instrumental in specific ways.

3.4.1 Primary Data

The first-hand data collected through the utilised data collection methods formed the primary data for the study.

In this study, the sources of the primary data included telephone interviews scheduled and expected to get

conducted among five heads of different sections, including the head of human resources in Baidu. Also, another

source of the primary data included the administered online questionnaires, which provided a critical source of

quantitative data that aided effective analysis and the compilation of the results.

3.4.2 Secondary Data

While the primary data formed the key foundation for the analysis, the availability of the relevant secondary data

sources provided an extra option for the extensive analysis of the results. Most of the secondary sources suitable

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for this study process entailed the available industry information and data concerning the organisational practices

obtained from the internet databases and the company's website. Another source of secondary data for this study

was the relevant literature and statistics concerning the area of corporate culture and organisational leadership.

The secondary information utilised was obtained from the databases with free use available for the public use

within accepted practices. Therefore, with the existence of the vast sources of the secondary data, the primary

data was extensively supported to enhance the depth of the study.

3.5 Data Collection Methods

Using the technique of the mixed method during the study process adds a new dimension in the collection of the

data for the study. Nonetheless, the defining point emerges during the data collection process. Both the

qualitative and quantitative data collection methods differ, and for this reason, the study opted to mix data

collection methods with higher significance and relevance for the study. The primary goal was to obtain the most

relevant data to address the research question and enhance validity and credibility. Therefore, this study used two

major data collection methods, including the administering of the online questionnaire and telephone interviews.

3.5.1 Questionnaires

The administration of the questionnaire emerged as the best option to gain insights into the opinions and

thoughts of several employees concerning the impact of their organisational culture on the leadership. The study

administered email questionnaires to five different departments in Baidu. The feedback was expected after three

weeks from the time of administration, and only granted one reminder of respondents to submit back the

completed questionnaires on an optional basis. Thus, the study utilised mixed questionnaires, a type of

questionnaire that combines both the open-ended and closed formatted questions and prevalent in the social

sciences (Abawi, 2013). The need for a mixed questionnaire was to capture the extensive opinions of participants

concerning their culture and leadership.

3.5.2 Interviews

With interviews being central in getting the key information concerning the opinions and perceptions of people

within the organisation, the study emphasised the telephone interviews to gain feelings of the respondents.

During the study, however, only one interview out of the scheduled five was completed, most significantly with

the head of human resources in Baidu, who provided a clear picture on their cultural influence and leadership

concerns within the corporation.

3.6 Sample

The study was carried out in Baidu Corporation, Beijing, targeting 100 participants. Among the key

considerations in the sample characteristics were the number of male and female participants (gender), their age,

and ethnicity. Given the anonymous nature of the study, the process relied mostly on the outcomes or the

feedback of the study to establish the various traits in the number of respondents who were employees of Baidu.

Ethnic origin, gender, and age as well the position held in the company were instrumental in obtaining key

information for the qualitative analysis concerning the cultural influence of the company. Age, gender and

ethnicity were rated the most significant attributes of the study population critical in supporting the actual image

of Baidu corporate culture.

3.7 Purposive Sampling

The nature of the data obtained during the study prompted the need for the selection of an appropriate sampling

technique during the study. Therefore, purposive sampling was preferred to retain critical aspects from the

sample that would aid in the crafting valid conclusions. According to Tongco (2007), purposive sampling also

referred to as judgment sampling, is the intentional selection of the data categories based on the qualities

embedded in them that can advance the study needs. The researcher decides what to be known and seeks to

utilise the values that can enhance the needs of the study. Therefore, the purposive sampling process in the

course of this study was carried out along key attributes of the participants, as mentioned before. The sampling

process was undertaken along with the age of participants, gender, and ethnicity. Purposive sampling is a

technique that offers an easy process of analysis and it further helps in shaping a study’s outcome in a direction

deemed accurate.

3.8 Ethical Considerations

Ethical consideration is a significant aspect in the process of research since it positively impacts on the reliability

and validity of research. The consideration of ethics in any research is fundamental, for it generates a clear

guideline of researching. Moreover, it allows a researcher to avoid breaching personal boundaries and putting the

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Asian Journal of Social Science Studies

Vol. 4, No. 4; 2019

Interesting patterns emerged when the workers were asked to opine on their work-life balance at Baidu. The

majority of them were clear on the matter, with 46% of the respondents stating that the work-life balance at

Baidu needs improvement. On the other hand, the results also revealed an equal percentage of the workers at 27%

who felt that work-life balance was weak, and those who thought it was enhanced. Work-life balance is an

integral aspect of the life of the worker in the modern corporate world. It is a working culture that most

organisations have come to take seriously to enhance the happiness of their workers. Most workers at Baidu do

not believe that their work-life balance is enhanced, and it is a pattern that gauges the company's leadership in

the treatment of employees.

4.3.4 Workplace Schedule

Table 2. Opinion on work schedule in Baidu

State of work schedule

The percentage of respondents

Tight

25%

Balanced

45%

Needs Improvements

30%

Working schedules instrumental in the daily working processes of the employees as it enables them to plan for

their working activities. From the research conducted during this study, only 45% of the workers at Baidu felt

that their work schedules were balanced. 25% of the respondents highlighted the strict nature of the working

process at Baidu, and further 30% felt that the working schedule needs improvements at the company. The

working schedules within larger corporations such as Baidu are a greater part of the organisational culture

advanced by the leadership techniques enhanced in the company. Leadership within an organisation determines

the work processes, and most instance, the pressure the employees would feel during working hours depends on

the intense programs set by the management. In most cases, a corporate culture that employs transformational

leadership is most likely to satisfy the needs of its workforce through participatory working procedures. On the

other hand, the transactional leadership model places massive power on the leaders, while workers perform their

duties in obedience while expecting returns (Simpson, 2012). In numerous corporate entities, transactional

models are utilised to enhance the profit-making goals of the firms, but this sometimes comes at the expense of

the workers’ social welfare.

4.3.5 Worker-Leader Relationship

Table 3. Worker-leader relationship at Baidu

State of the Worker-leader Relationship

Responses from the workers

Interactive

35%

Hierarchical

60%

Needs improvements

Another critical aspect in the corporate culture is the relationship between the workers and the corporate leaders

who are also the supervisors. During the study, a large percentage (60%) of the respondents believe that Baidu's

work-leader relationship is highly hierarchical. 35% of the participants noted that the relationship is interactive,

while only 5% felt that the association needs improvements. The feeling in the company among the workers is

that the relationship between the workforce and the company leadership is based on the bureaucratic system. In

most instances, a hierarchical culture often limits the power of the average employee, and the possible

association is centred on orders and obedience. Corporate culture and the leadership styles adopted determine the

kind of relationship the employees have with their bosses. In this case, the majority of the employees at Baidu

have a strong belief that they are led hierarchically. The motivation behind these kinds of systems depends on the

goals and objectives of the organisation, but Kouzes and Posner (2015) noted that leadership should be

inspirational and enable the followers to act.

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http://ajsss.julypress.com

Asian Journal of Social Science Studies

Vol. 4, No. 4; 2019

101

corporate culture at Baidu, which directly affects the outcomes of leadership at the company on various levels.

From the analysis of the opinion concerning the corporate culture of Baidu, the influence of organisational

culture becomes apparent.

4.5 Role of Corporate Culture

From the results and the analysis section, corporate culture plays an integral role in shaping organisational

leadership. It has a direct influence on what transpires within the ranks of authority in the firm. However, there

are other numerous factors to consider as well, given the formation of the culture is something influenced by the

values of the people behind the creation of the business. According to Sukkar (2017), culture influences

organisational leadership. However, the formation of the culture differs from one place to another. The cultural

perception of an organisation the European countries broadly differ from that in the Asian nations. Hawes and

Chew (2011) highlighted the bureaucratic nature of most Chinese companies. In this case, top executives remain

the primary enforcers of the significant commands and orders. Organisational culture is highly influenced by the

local values, but most significantly, by the role of a multicultural and diverse workforce. There is an apparent

lack of diversity in many of the top Chinese companies, and this also impacts the styles of leadership adopted.

For instance, Sukkar (2017) highlighted that cultural influence affects people from different regions, not only on

individual levels but also during the interactions with other people. The social norms and values differ from one

region to another, and the corporate culture of Baidu in China is most likely to follow the patterns of the Chinese

organisational outline.

4.6 The Link Between Culture and Leadership

The connection between culture and leadership within an organisation is mutual, and as the culture develops

over-time, it becomes a building block of leadership in an organisation. Nonetheless, culture has always been a

non-constant issue. As supported by the views and the opinion of the respondents, there was a significant feeling

that some aspects of the organisations could be changed. In the same way, cultures can change (Aydin, 2018),

but in this process, they are also at risk of being manipulated to suit individual goals of a leader. For the

corporate entity like Baidu operating in several regions, dealing with multiculturalism is critical. For example,

According to Forbes (2013), Baidu is more like a product of Silicon Valley, with its founder Robin Li, having

been a former employee at the Silicon Valley. The common belief is that Baidu is built on the values similar to

those of American tech society. However, it is also possible that the company's various businesses in many

locations promote disparity in its social values. In China, Baidu has to adapt to the expected level of corporate

culture and leadership expectations to compete. In the same way, the company would adopt a relevant

organisational structure in the US, Brazil and any other country it operates.

4.7 The Influence of Culture on Leadership

Consequently, as the corporate culture shapes, the leadership styles follows, and at some point in the company’s

life-cycle, changes in the leadership can contribute to the resultant evolution of culture. Baidu's corporate culture

is the basis of their leadership style in China, and this directly impacts on the working environment. The

recipient of the leadership techniques in any organisation are the employees, and for this reason, culture is a

significant aspect of their existence in the corporate world. Employees prefer leadership styles that enable them

to get involved in important matters and decision-making directly, but this is not the case in many firms with

bureaucratic cultures. Kouzes and Posner (2015) noted that leaders have a responsibility of building a culture to

enable others act and develop. In this case, leaders become the creators of culture so that it can influence their

actions and leadership traits. While they can influence the outcomes of culture, including manipulating it, it is

still within the same culture that leaders would execute their leadership plans. Thus, no organisation can exist

without a culture, and the results from Baidu indicate a strong influence of the local corporate culture on their

activities. From the analysis, it is also apparent that the people within a culture may be open to changes,

especially when they deem it as a necessary factor.

5. Conclusion

Leadership and culture are critical factors in the shaping of the organisations and the creation of the operational

paths. From the case study of Baidu, numerous conclusions can be drawn similar to other corporate scenarios

across the world. There are valid reasons why managers should pay attention to culture as a component of the

organisation. First of all, culture is integral in shaping organisational performance and practice, as well as the

establishment of corporate identity (O’Donnell & Boyle, 2008). Culture creates values, rituals and beliefs from

the past that new employees would learn as legends as they comprehend dos and don’ts in their new working

environment. The evolvement of organisations sees massive changes, sometimes in their cultural practices. As

culture shapes leadership, over time, the process of organisational change and transformation affects various

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Asian Journal of Social Science Studies

Vol. 4, No. 4; 2019

102

components of culture. What is evident in Baidu is that workers feel there are some aspects they think could be

changed to enhance efficiency. Also, Aydin (2018) underlined that cultures could be prone to manipulation or

change by the leaders. The process of initiating change by the leader can be crucial only if it is done for the best

of the firm. Martin (2013) warns culture can be a very critical aspect during the organisational change process,

which could lead to either success or failure. It is both a blessing and a curse. Thus, when leaders aim to change

various practices of the culture, they should also be careful that their actions do not impact negatively on the

company’s progress.

Conversely, as earlier found and highlighted throughout this study, the key to thriving organisational culture is

leadership. The success or failure of the organisation is based on the leadership modes that the organisation

adopts. For a more extended period, the bureaucratic system of governance has proved to be a practical aspect of

leadership commonly used in many organisations. However, Simpson (2012) reckons that it is a system that only

grants the seniors the power to enforce and the juniors to carry out implementation. In recent times, the calls for

the organisational leadership transformation have seen calls for the adoption of styles such as transformational

leadership, which creates a fair environment for the employees to get involved. Culture strongly influences the

leadership a company adopts or decides to change to enhance competitiveness. Cultural elements such as the

shared values, the organisational rituals, practices and patterns can be either instrumental or detrimental. The

most significant function of culture is that it enables the leaders to gauge and determine the best for the company.

Thus, the ability of culture to be changed through leadership presents an excellent opportunity for the

enhancement of positive changes. Times are rapidly changing, and the increased competition means that

companies need to adapt to the latest changes to stay relevant (Rijal, 2016). In the technological field,

organisations such as Baidu face stiff competition from others such as Yandex and Google. Thus, to stay as a

stronger competitor, Baidu needs to utilise leadership to enhance positive cultural changes centred on innovation

and creativity.

Consequently, leadership is key to the progress of all the organisational goals. As found before in this study,

employees within a corporate, who are a critical part of the culture, have their perceptions of perfect leadership.

As discovered, the majority of the workers prefer a transformational form of leadership. Nevertheless, it is also

significant to underline that these leadership styles depend on the ability of the leader in executing his or her

plans. Regardless of the leadership style stipulated within an organisation, an incapable leader will always find

himself or herself on the wrong end with less inspiration for his/her followers. Adopting transformational

leadership also requires a leader with the ability and characteristics to inspire, and should also be charismatic.

Also, he or she should promote intellectual stimulation among his/her team and also recognising that every

employee has specific concerns, needs and desires. Commonly, most of the leaders in the corporate environment

flourish under the bureaucratic systems, with their primary functions being only to enforce rather than to inspire.

Thus, a productive culture sets the tone for the implementation of the leadership styles that suit the needs of the

company. Culture and leadership are closely related and complement each other, but an organisation must first

exist with a set of cultural patterns before the implementation of leadership forms. The leaders' role is to uphold

the fundamentals of culture by adapting to its demands or changing the culture in response to the possible

internal and external calls for change. When culture grows old or outdated within a corporate scenario, it calls

for a change, and for a successful transformation, only effective leadership is required. Leadership should suit

the demands of corporate cultures for enhanced sustainability but a leader must adhere to the useful cultural

outlines that control and guide the organisational activities.

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Appendix

A Questionnaire Survey Sheet for Baidu, Inc. China

Conducted by [Yinfei Xue]

Participant information sheet

Dear ………………..., [insert name of participant]

You are invited to take part in a study that is being conducted for a research project as part of the Master’s

degree in FT Management at Queen Mary University of London.

This is a research questionnaire seeking your views concerning the organisational culture and its effects on

leadership of the firm. It is important to note that your participation is voluntary, and your genuine feedback is

highly appreciated. The study intends to treat the feedback seriously, and strictly confirm that it is intended only

for academic purposes.

The interview will take roughly

5 minutes and can be held at a time and place that is convenient for you.

If you decide to take part in the study, y

ou will be asked a series of questions, however, you do not have to

answer any question if you do not wish to and you are able to withdraw from the study at any time. Prior to the

interview you will be asked to sign a consent form that outlines more about your rights during the project and

guarantees confidentiality of your information. The interview will be recorded and will later be transcribed. This

will enable me to capture what is said in the interview without being distracted by the need to take notes.

However, you can ask not to have your interview recorded or ask to have the recording device stopped at any

time during the interview. Your transcribed interview will be kept for 12 months in a secure place and then

destroyed.

Once all interviews have been conducted, a transcription / detailed notes will be analysed and examined in an

anonymised form, and compared with information from other interviewees. No information that could identify

you as an individual will be used in writing up the research.

The research will be written up in the form of a dissertation to be submitted as a requirement for my MSc degree.

Although the dissertation itself is not published, academic publications based on this work may also be

developed. These too will be anonymised, both with respect to individual interviewees and their organisations.

A copy of the transcribed interviews and the final dissertation can be made available to you on request.

Kind regards,

Yinfei Xue

http://ajsss.julypress.com

Asian Journal of Social Science Studies

Vol. 4, No. 4; 2019

105

Part One: Participant Information

Tick appropriately in the box [√]

Age range: 18-35 [ ] 36-45 [ ] 45-55 [ ] Over 55 [ ]

Gender: Male [ ] Female [ ] Other [ ]

Ethnicity: European [ ] African [ ] American [ ] Asian [ ] Other [ ]

Position held: Administrative [ ] Technology [ ] Operations [ ] Support [ ] Other [ ]

Part Two: Organisational Culture

Choose one item e.g. A

How can you term your working environment? ________________

Friendly B. Hostile C. Strict

How can you term teamwork in your organisation? _______________

Strong B. Weak C. Needs improvement

How is work-life balance in your organisation? _________________

Enhanced B. Weak C. Needs improvement

How can you term your work schedule? ______________

Tight B. Balanced C. Needs improvement

How can you term your relationship with your supervisors

Interactive B. Hierarchical C. Needs improvement

10.

In your own words, describe your working experience at Baidu

___________________________________________________

11.

State briefly how you feel your working culture could be improved.

___________________________________________________

Part Three: Organisational Leadership

Tick appropriately in the box [√]

12.

What is the form leadership style does your organisation employ?

[ ] Bureaucratic [ ] Transformational [ ] Transactional [ ] Not sure

13.

Do you have confidence in the leadership style adopted in your workplace?

[ ] Yes [ ] No

14.

What would be your preferred leadership style for your working organisation?

[ ] Bureaucratic [ ] Transformational [ ] Transactional [ ] Not aware

15.

Do you believe that the leadership adopted reflects the cultural beliefs of your organisation?

[ ] Yes [ ] No [ ] Not Sure

16.

Describe your relationship with your supervisors using e.g. formal, strict, friendly, rigid or flexible

__________________________________________________________

17.

In your own opinion, do you believe that the existing leadership gets the best out of you?

__________________________________________________________

18.

Give reasons why your organisational leadership needs to change or needs to remain the same

__________________________________________________________

19.

In your opinion, mention ways in which your organisation can enhance effective leadership if you feel it

does not suit you.

__________________________________________________________

20.

In your opinion, highlight how you would maintain your organisation’s leadership if you feel it is up to the

standards.

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Asian Journal of Social Science Studies

Vol. 4, No. 4; 2019

106

__________________________________________________________

Participant Consent Form

I have read the Information Sheet and have had the details of the study explained to me. My questions have been

answered to my satisfaction, and I understand that I may ask further questions at any time.

I understand I have the right to withdraw from the study at any time and to decline to answer any particular

questions.

I agree to provide information to the researcher(s) on the understanding that my name will not be used without

my permission (

The information will be used only for this research and publications arising from this research

project.

)

I understand that I have the right to ask for the recording device to be turned off at any time during the interview.

Please tick:

agree

to the interview being recorded.

do not

agree to the interview being recorded.

I agree to participate in this study under the conditions set out in the Information Sheet.

Name of Participant

Date

Signature

End.

Copyrights

This is an open-access article distributed under the terms and conditions of the Creative Commons Attribution

license (http://creativecommons.org/licenses/by/4.0/).

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