Applying Gestalt Diagnosis in Identifying the Interdependencies among Corporate Culture, Subcultures and Leadership Style: A Case Study

The movement of “silent quitting” and the “great resignation” are trends of the post covid era when the lockdowns triggered a shift in the way that many employees viewed their workplace. According to Hopkins and Figaro (2021), with long periods of lockdowns and isolation, workers took the opportunity to reevaluate their lives and priorities and request sustainable organizational practices. Those practices enabled collaborative working processes and relationships and lead to a corporate culture that promote a stable workplace, with cohesive leadership that results in performance (Vargas-Hernandez, 2022). Our research applies Gestalt phenomenological diagnosis along with empirical data, in order to identify the interdependencies among corporate culture, subcultures and leadership style, and presents a causal work diagram illustrating the many and varied interconnections to obtain organizational sustainability. This paper contributes to the growing body of work in the area of organizational diagnosis, by understanding the Gestalt awareness process of the organizational consultant. Our research adds empirical evidence to the above concepts and provides new ways of thinking about the complexity of corporate culture via applying Gestalt practices and allowing the full self of the consultant in the assessment process.