Assessing the leadership culture is the first and foremost activity that an organization has to follow. After this, there comes parallel assessment that includes the process of clarification and engagement in the executive members (Hirschmann, 2004). An organization’s history and present situation determine the best move in this regard at the initial stage. Facilitating change in the culture of the leadership is required that needs concentrating on the leverage points to modify the culture of the leaders.
An aggregate assessment of agility is required within organizations to access the agility of the current leadership. This, in turn, helps the leadership of a concerned organization to access their competency. An organization is considered as an efficient organization which matches the speed of change with the degree of independence of the internal and external organizational work atmosphere. Achiever leadership finds its implementation when the rate of change is speedy and on the other hand, catalyst leadership finds its application where the pace of change is moderate. Factors such as the degree of interdependence and the duration of sustained success determine whether an effective coordination is prevailing in the respective enterprise or not. In the competitive market’s turbulent economy, largely required implementation of catalyst form of leadership particularly at the management level can be easily formed (Joiner and Josephs, 2007). Using of achiever culture of leadership will yield benefit if the management of an organization in the middle of the hierarchy is the expert. When the middle management of an organization is an expert, the concerned management tends to interfere overwhelmingly to the works of the subordinates. This type of work culture in an organization is considered more as achiever leadership. In this type of leadership culture, middle management takes a much more strategic approach to their role and at the same time entrusts a significant amount of work to the lower level. Until and unless the top performers master the adoption of change of culture, the change in culture in any organization will not take place. By carefully assessing the change in pace and the degree of prevalence of interdependence agility can be fostered. Catalyst management or leadership teams are the top performers in an organization and characterized by their high performance (Josephs and Joiner, 2013).
In the economy growth, the leadership agility is much required for carrying the success of an organization. The leadership agility is the vision for a leadership development professional. The condition introduces him as a new leader and makes the new leadership competencies as good as the demands of the global economy. The leadership agility creates a new form of a small percentage of the leaders who are highly agile (Leavy and McKiernan, 2009). The leadership agility theory has four major levels such as Expert, Achiever, Co- creator and Catalyst.