Charles Handy’s theory of organisational culture proposes that businesses typically adopt one of four dominant cultural types: power, role, task, and person culture. Each type is underpinned by different values, expectations, and behaviours, and these cultural patterns shape how decisions are made, how employees interact, and how effectively an organisation responds to change.
1. Power Culture (Zeus)
A power culture centres around a strong figure or a small group of influential leaders who hold most of the decision-making authority. Power is concentrated at the core of the organisation, and direction flows outward from this central point.
Key characteristics include:
- Fast decision-making
- Strong leadership presence
- Few formal procedures
- High adaptability—when the leader is decisive
This type of culture often appears in young organisations, entrepreneurial ventures, or smaller corporations where the CEO or founder retains significant control. While power cultures can be dynamic and efficient, they may also lead to inconsistency or dependency on one central leader.
2. Role Culture (Apollo)
A role culture emphasises order, predictability, and clearly defined responsibilities. The organisation resembles a well-structured bureaucracy where each individual has a specific role, supported by detailed rules and procedures.
Typical features include:
- Hierarchical structures
- Stability and routine
- Strong reliance on policies
- Slow but methodical decision-making
Role cultures are common in government bodies, large corporations, and organisations where accuracy, compliance, and risk control are essential. The advantage is consistency; the drawback is rigidity and slower responsiveness to change.
3. Task Culture (Athena)
A task culture is focused on achieving results through teamwork, expertise, and problem-solving. Work is often organised around project teams, each formed to deliver a specific outcome.
Defining traits include:
- Collaboration and shared expertise
- Flexible structures
- High innovation and adaptability
- Success measured by project outcomes
This culture thrives in environments such as consulting firms, creative agencies, IT companies, and research teams—anywhere where the ability to respond quickly and creatively to new challenges is essential.
4. Person Culture (Dionysus)
A person culture places individuals at the centre. The organisation exists primarily to support the goals, development, and autonomy of its members.
Core features include:
- High levels of independence
- Minimal hierarchy
- Focus on personal growth and expression
- Peer relationships over formal authority
You often find person cultures in professional partnerships (e.g., law firms, architects, research institutions) or creative startups where employee individuality and innovation are highly valued. These environments can be empowering, but they may struggle with coordination and collective decision-making.
