In this session we will explore the conditions under which leadership for proactive change is enabled and thriving, as compared to a culture where managerialism dominates to preserve the status quo. Edgar Schein (2010) defined organizational culture as: a pattern of shared basic assumptions that the group learned as it solved its problems of the external adaptation and internal integration, that has worked well enough to be considered valid, and therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.” Geert Hofstede defined culture as "the collective programming of the mind that distinguishes the members of one group or category of people from others" (Kirkman, Lowe & Gibson, 2017). A first observation from these definitions is culture is learned and is thus identifiable and malleable. A second observation is the inherent and embedded tension that arises from culture being anchored in the successes of past practices which are simultaneously in need of evolution to ensure future survival. A third observation is that many organizations, especially complex systems like healthcare, are comprised of multiple and strong subcultures where members may hold strongly to differing collective programming of the mind and professional identities. In this session techniques will be identified to manage the meta-story that can create a culture for leadership to survive rather than perish. References Kirkman, B. L., Lowe, K. B., & Gibson, C. B. (2017). A retrospective on Culture’s Consequences: The 35-year journey. Journal of International Business Studies, 48, 12-29. Schein, E. H. (2010). Organizational culture and leadership (Vol. 2). John Wiley & Sons.