92 Chapter 10. Organizational Culture and Project Leader Effectiveness Michael Elmes, Innovation Management Program, School of Management, Syracuse University David Wilemon, Innovation Management Program, School of Management, Syracuse University Project Management Journal 19, no. 4 (September 1988) I N THE PAST FIVE YEARS , corporate culture and its influence on organizations has been the focus of significant research and study. Scholars are now examining the implications of this research for managers who operate within a particular culture or set of cultures. Some managers might be de- scribed as "culture reactors." Through lack of experience and awareness they are often controlled by the norms and values of their cultures and see few opportunities to influence or change them. They also have difficulty understanding and adapting to differing norms and values across a variety of organizational cultures. By contrast, managers who are "culturally proactive" have strong feelings for their organization's culture--a deeper awareness about how it shapes behavior. These same