What you permit, you promote.

The leader establishes the expectations and the organization follows. These expectations can be very permissive with no recognizable structure, or the expectations can be clear and reasonable. What the leader permits becomes the cultural norms of the organization. The leader must take a "no-compromise" position when actions violate values and standards. Passive leaders and leaders who are held hostage by the excuse of personal issues generate a rationale for challenging the no-compromise stance and create mediocrity. When staff own the organization's values and standards, they become the standard bearers, coaches, and enforcers of the drive to excellence.