Denison Leadership Model: Contradictions

Contradictions

While research shows that the four traits in the model each has a positive impact on performance, some of the traits, at least on the surface, may appear to contradict others. For example, highly consistent cultures may become inbred, and may be the most difficult to change. In contrast, highly adaptive cultures may have difficulty in achieving the high rates of efficiency or shared sense of purpose often found in cultures that are well integrated.

In a similar sense, the traits of Mission and Involvement may also seem contradictory: the meaning and direction established by an organizational mission may limit the involvement of some of the organization's members. As many organizations have discovered, simply declaring a new organizational mission does not necessarily imply the support and commitment of the organization's members. By the same token, high involvement among an organization's members does not necessarily imply a clear sense of direction and purpose.