LAUSR

Abstract The purpose of this article is to present qualitative research results from a multiple case study on variations in organizational culture and leadership influence between three children’s mental health and child welfare agencies in Ontario, Canada. Organizational culture is central to organizational effectiveness and performance given the government context of increasing accountability and efficiency, and leaders are key players in establishing the culture within their agencies. The results indicate significant variations between the agencies regarding: mission, vision, values; organizational structure; trust and safety; communication and sharing information; staff recognition and wellness; performance management and discipline. Contributing internal and external pressures are noted as contextual influences. Practice implications for leaders in children’s service organizations are highlighted: living mission, vision, values in practice; creating flexible organizational structures; cultivating trust and safety; sharing information and open communication; meaningful staff recognition and wellness activities; and strength-based, consistent performance evaluation.