1. LEADERSHIP Values 1

2. Leadership and Doing the Right Things Gardner (1990) and Burns (1978) stressed thecentrality and importance of the moraldimension of leadership Gardner said leaders ultimately must be judgedon the basis of a framework of values, not justeffectiveness Burns (1978) maintains that leaders who do notbehave ethically do not demonstrate trueleadership.2 3. Leadership andDoing the Right Things Bennis and Goldsmith (1997) describe fourqualities of leadership that engender trust : vision,empathy, consistency, and integrity. Vision leaders pull people together on the basisof shared beliefs and a common sense oforganizational purpose and belonging Empathy - understand the world as we see andexperienced it. Consistency - changes are understood as a processof evolution in light of relevant new evidence. Integrity leader who demonstrates commitmentto higher principles through their actions.3 4. Leadership and Values Peter Drucker and Warren Bennis, 2 mostrespected names in business, leadership is doingthe right things; management is doing thingsright. In other words, leadership - doing the rightthings is deciding the best course of action totake. Once the best course or direction has beendecided, management - doing things right picksup the ball, looks at the objectives established byleadership 4 5. What are Values? Are constructs representing generalized behaviorsor states of affairs that are considered by theindividual to be important (Gordon, 1975 p.2) Patrick Henrys Give me liberty, or give me deathexpresses the value he placed upon politicalfreedom. Values may be terminal and instrumental. Terminal values refer to desired end states whileinstrumental values refer to modes of behavior(Rokeach 1973). 5 6. Terminal Values An exciting life A sense of accomplishment Family security Inner harmony Social recognition Friendship 6 7. Instrumental Values Being courageous Being helpful Being honest Being imaginative Being logical Being responsible7 8. How Values Develop?ParentsReligion PeersPersonal ValueSystem Media TechnologyEducation 8 9. How Values Develop? Skills / ComptetenciesKnowledge Experience Personality Values /IntelligenceTraits and Interests Preferences 9 10. Identify and Live YourPersonal Values Values are traits or qualities that are consideredworthwhile; they represent your highestpriorities and deeply held driving forces Value statements are grounded in values anddefine how people want to behave with eachother in an organization, an institution, acompany, or a family. They are statements abouthow the organization will value customers,suppliers, and the internal community.10 11. Examples of Values ambition, competency, individuality, equality,integrity, service, responsibility, accuracy, respect,dedication, diversity, improvement, enjoyment/fun,loyalty, credibility, honesty, innovativeness,teamwork, excellence, accountability,empowerment, quality, efficiency,dignity,collaboration,stewardship, empathy,accomplishment, courage, wisdom, independence,security, challenge, influence, learning, compassion,friendliness, discipline/order, generosity,persistency, optimism, dependability, flexibility11 12. Why Identify and Establish Your Values? You demonstrate and model your values inaction in your personal and work behaviors,decision making, contribution, and interpersonalinteraction. You use your values to make decisions aboutpriorities in your daily work and home life. Your goals and life purpose are grounded inyour values. 12 13. Core Values Integrity, First - the bedrock of any leaderscharacter; describes ones ability to adhere tothe highest set of standards and values; "moralcompass" that allows us to do what is right evenwhen no one is looking. Once you lose yourintegrity its hard to earn back, but as long as youmaintain it, nobody can take it from you.Everything we do starts with integrity.13 14. Core Values Trust. We earn the trust of our co-workers,customers, leaders, and followers through a patternof unquestioned integrity. When we lose ourintegrity, the trust we built is lost. Courage. A leader of integrity possesses moralcourage and does what is right even when thepersonal cost is high. Doing the right thing issometimes harder, but is always worth the effort. Honesty. Honesty must be our hallmark. Our wordmust be our bond. Honest people dont pencil-whipreports, dont cover up safety violations, and dontfalsify documents. The bottom line is leaders of anhonest organization do not lie, even in the face ofnegative consequences. 14 15. Core Values Responsibility. Leaders acknowledge their responsibilitiesduring failure as they do during success. True character isdisplayed when times get tough as well as during times ofglory. Accountability. No leader shifts blame or takes credit for thework of others. Integrity equates to accepting theconsequences of our actions, no matter how extreme theymay be. Justice. A leader practices justice. Those who do similarthings must get similar rewards or similar corrective actions. Feedback. Free flow of information within theorganization. Feedback from all directions is possible in anenvironment where integrity has built an atmosphere oftrust. 15 16. Core Values Respect. Respect everyone as human beings, the rulesthat govern our activities, and respect the systems thatmake up our organization. Also includes self-respect.A leader of integrity does not behave in ways thatwould bring discredit upon them or the organization towhich they belong. Humility. A leader grasps the importance ofresponsibilities, but also realizes they are only one partof a larger system. Group Integrity. Leaders conduct themselves in aforthright and candid manner, use their abilities toinfluence and build support and commitment fromothers by giving and receiving information effectivelyand efficiently.16 17. Excellence in All We Do Product and Service Excellence. Values-based leaders focus onproviding products that fully respond to customer wantsalong with anticipating customer needs. Operations and Resources Excellence. Leaders aggressivelyimplement policies and procedures to ensure thebestpossible management of their organizations crucialresources. Involves a commitment to total team effort, anda quest for continuous improvement. Personal Excellence. Leaders seek out avenues for personalgrowth. Opportunities for self-improvement includeactively participating in training programs, continuallyrefreshing their educational backgrounds, and seekingfeedback on their performance. Values-based leaders alsoencourage the personal growth of their employees. 17 18. Excellence in All We Do Human Resources Excellence. Leaders recruit, train,promote, and retain those who will do the best job fortheir organization. Safety Excellence. Leaders demand that their employeeswork not only in a safe manner, but also ensurethey areprovided with a safe working environment. Sense of Urgency and Initiative. Leaders display a sense ofprofessional enthusiasm by working beyond money orstatus, and a propensity to pursue goals with energy andpersistence. Leaders initiate actions and make decisionsin a timely manner, avoiding excessive delays associatedwith over analyzing a situation.18 19. How Values Impact Leadership Values play a key role in the choices made byleaders (Curphy,2003; England & Lee, 1974) Leaders with strong Commercial values focus onfinancial results and shortcomings; those withstrong Aesthetic values are more likely to reviewquality indicators. Values also affect the solutions generated andthe decisions made about problems.19 20. How Values Impact Leadership Leaders with a strong Recognition value, mightlikely choose a riskier solution that would thrustthem in the spotlight. Values often influence a leaders perceptions ofindividual and organizational successes as well asthe manner in which these successes are achieved. Leaders with strong Science values will defineorganizational success differently than those withstrong Power values. 20 21. Leadership : Key to Cultural Transformation Cultural transformation or whole system changecannot occur without a change in the behaviorsof the leaders. Organizations begin by mapping the values ofthe senior executives before they map the valuesof employees 21 22. Leadership and Shareholder Value Fact 1: Employee fulfillment drives customersatisfaction. Fact 2: Customer satisfaction drives shareholder value. Fact 3: Leadership development drives employee fulfillment. Fact 4: Cultural alignment can occur at any level of consciousness, but only full spectrum consciousness creates sustainable high performance and long-term resilience. Fact 5: Achieving full-spectrum organizational consciousness requires full-spectrum leaders.22 23. Values-Based Leadership Values are becoming the preferred mode ofdecision-making in business. It is not surprising therefore to find ample researchshowing that adaptable and values-drivencompanies are the most successful organizations onthe planet. When organizations unite around a shared set ofvalues, they become more flexible, less hierarchical,less bureaucratic, and they develop an enhancedcapacity for collective action. Shared values build trust, and trust is the glue thatenhances performance. 23 24. Characteristics of Values-BasedLeadership A strong desire to do right, to do the best, and to treatothers as they would like to be treated. Values are not imposed, rather, selected. Values-Basedleaders have critically examined these values and made aconscious decision to live by them. Values guide leaders in a way of living that feels good(and right) after the fact. Values-Based leaders expect good consequences if theyembrace and live these values and bad consequences ifthey reject and dont follow them. Help leaders be their best. 24 25. Treat People With Dignity & Respect Respect for Others. Appreciates thefundamental worth of all people as humanbeings. Control of Emotions. Expects all members oftheir organization to refrain from displayinginappropriate emotions in such a way that wouldbring discredit upon themselves and/or theirorganization. Acceptance of Diversity.Not only acceptsdiversity as a given, but also build off itsstrengths.25 26. Treat People With Dignity &Respect Self-Control. Ensures employees refrain fromimproper behaviors that cause hurt, anger, andfrustration in others, inappropriate jokes, sexualadvances, and racial or religious intolerance areunacceptable and undermine strong workplaces. Feedback. Employees are provided with theproper feedback for personal excellence.Employees deserve honest feedback and mostwill be deeply appreciative of it. 26