Catalysts that influence leaders' value system development towards a prosocial value orientation

Abstract

AbstractThe purpose of this research is to explore antecedents of leaders' value systems towards a prosocial value orientation. Using a socio‐cognitive model on stages of adult values' development, the spiral dynamics model, the study revealed specific catalysts over the life span of a leader. A qualitative, exploratory method was used to gain new insights by conducting 19 semi‐structured interviews with senior leaders in various industries in South Africa. Key findings include that as leaders develop, their value systems adjust, causing them to transcend in the spiral dynamics model, from the self‐enhancement focused to the other focused or self‐transcendent values. Catalysts play a nuanced role in this development, where early life role models cultivate other‐focused values, whereas career role experiences activate self‐focused values of achievement and resilience. When leaders received opportunities for taking on larger roles, they seem to transition to caring more about people and integrity and setting an example of integrity. The study offers a conceptual framework to deepen our understanding of the development of leaders' value systems and the importance of reflection. Organizations could benefit from taking note of these recommendations to develop their leaders' prosocial value orientations.