Values-based Leadership Research Articles

Tata as a Sustainable Enterprise: The Causal Role of Spirituality

The year 2018 is the 150 anniversary of the Tata group. This article is an attempt to examine the role of spiritual family values in shaping Tata as a sustainable business. Jamsetji Nusserwanji Tata, the founder of Tata, was a trained Parsi priest, who was greatly influenced by Humata or good thoughts, Hukhta or good words, and Hvarshta or good deeds toward others. Since its founding in 1868, the Tata leadership legacy has persistently followed those watchwords of the Zoroastrian faith. The extant workplace spirituality literature posits that the role of spiritual and religious values is vital for organizations and individuals to prosper. Employing historical data and biographical method, we trace the history of Tata to examine the causal mechanism between spirituality and sustainable business, under the influence of stakeholder concept, sustainability and family values-based leadership. Implications for research and practice are discussed.

Model Kepemimpinan Kepala Madrasah dalam Meningkatkan Mutu Sumber Daya di Madrasah Ibtidaiyah Ma’arif Giriliyo I Wukirsari Imogiri Bantul

Madrasah education quality improvement is very related to the capacity and ability of the head master, because in the era of autonomy of education as currently the madrasa was given the freedom to develop the quality of education that exists in the madrasa. A model of leadership and how to lead the head of his Agency's response to the madrasa became one of the benchmark and the means to improve the quality of education in madrasah that she leads. The issues examined in this paper is focused on the model of leadership in improving the quality of head master resource madrasa MI Ma'arif Giriloyo I. This research is a descriptive research using qualitative approach, data collection is carried out by means of interviews, observation and documentation of data sources against primary and secondary. The results of this research show that; Value-based leadership is a leadership model in Madrasah Ibtidaiyah Giriloyo I basically a leadership that basing on the principle of cooperation from the head master resource components to the entire madrasa with values are developed within an organization as well as in line with religious values, social and Islamic culture around the madrasa. In the exercise of his leadership of the head master using principles of management i.e. input, process and output.

Realizing the potential for leadership in social work

Summary Ongoing racism, structural inequity, dehumanizing institutional bureaucracies, unresponsive service delivery systems, and gaps in services for emerging needs are just some of the pervasive challenges in need of social work leadership. The multidisciplinary nature of social work practice also requires value-based leadership processes on multiple ecological levels to address the challenges inherent within social delivery systems. Social work encourages all social workers to lead these change efforts, but research on front-line social work leadership is lacking. Constructionist conceptualizations of leadership as social influence processes provide a unit of analysis to examine front-line leadership. A secondary analysis of qualitative data examining social work practice that promotes well-being and social justice revealed leadership processes in multiple social work practice settings. Findings Front-line social workers demonstrate three overarching leadership processes in their practice: challenging injustice and changing mindsets, conduit for change, and organizing resources and relationships. Applications Conceptualizing leadership as social influence processes identifies and acknowledges the leadership of front-line social workers, expanding the profession’s capacity to collectively articulate and initiate change with a range of social problems and systemic challenges in organizations and communities.

A Tent Model of Value-Based Leadership from the Perspective of Dynamic Development

A Tent Model of Value-Based Leadership from the Perspective of Dynamic Development

Confucian Value-Based Leadership Communication: A study on Tun Dr. Mahathir Mohamad

The study on leadership communication is one of the most often researched topics on leadership. However, there have been only a few studies focused on Confucian value-based leadership in a multicultural society. Therefore, this study is designed to develop a leadership communication model that works in an intercultural context. The aim of the study is twofold, first, is to identify the attributes of Dr. Mahathir’s vision formation and vision articulation associated with Confucian values, which focus on leadership communication; and second, is to provide a Confucian model of leadership that can be applied by multi-cultural leaders. This study analysed 37 speeches and interviewed 15 Chinese leaders. Findings reveal that Dr. Mahathir applied numerous attributes in developing his speech content, such as value-based cores, growth and ideological goals to capture his audience’s minds and hearts simultaneously. This study identifies three main attributes of Dr. Mahathir’s vision articulation; they include clarity, inspirational imagery and challenge. Five Confucian values which are relevant to the Chinese community and Dr. Mahathir’s leadership communication are also presented in this study. The Confucian values are Zhi (wisdom), Xin (trust), Xiao (filial piety), Ren (benevolence) and Zhong yong (moderation). This study also contributes to the expansion of the leadership communication research in Malaysia and other Asian countries. Keywords: Confucian values, leadership communication, vision, Dr. Mahathir Mohamad, intercultural

The Role and Implications of Values-based Leadership

This paper aims at analysing conceptually spiritual leadership in the organizational field. First, we identify if a relation between spirituality and leadership can exist and then if and how this i...

DEVELOPMENT OF LEADERSHIP BASED ON VALUE ON FAMILY COMPANY TO SUSTAIN THE BUSINESS SUCCESS FROM GENERATION TO GENERATION

One of the family business challenges is how to sustain the business success from generation to generation. PT Sandimas Intimitra made a strategic decision to develop values-based leadership when the founder decided to retire and the second generation took over the leadership roles of business. This paper based on three research questions: (1) at what level is the leadership capacity of the current managers, (2) what kinds of values are relevant to be cultivated for the whole organization (3) what are the initiative programs to be developed for cultivating the values role for the whole organization?. This study used a mixed method approach, which is a combination of quantitative and qualitative approaches. A qualitative approach was used to answer the question “what kind of values are relevant to be cultivated?”. The qualitative approach used the 5D cycles of appreciative inquiry. While the quantitative approach used descriptive statistics to answer: “at what level is the leadership capacity of the current management board” and “what are the initiative programs to be developed for cultivating the values role for the whole organization” The conclusion of this research are: (1) PT Sandimas Intimitra need to increase the leadership capacity of the current managers, (2) there are seven values that are relevant to the new vision and mission to be cultivated, namely: integrity, responsibility, sense of belonging, learning, creative, consistent and quality, (3) the management of PT Sandimas Intimitra prosecuted for more serious role as a role model, promoter, and protector of the seven values especially creative, quality and consistent values.

Linking Leaders’ CSR Values with Dual-focus Transformational Leadership by Value-based Leadership

By integrating the theory of value-based leadership with the dual- focus model of transformational leadership, this study provides a comprehensive perspective for understanding the effects of value...

Values-Based Leadership

Values-Based Leadership

Kepemimpinan Berbasis Core Values Sekolah Unggulan di Malang

AbstractVortex of globalization necessitates a school establishes certain advantages and challenges of the proliferation of educational institutions, if private schools are not improving the human resource and does not indicate a particular advantage innovations from other schools will be degraded public trust. A school principal requires a model of leadership in creating a level of trust and quality of academic services that exceed the expectations of internal and external school school. School leadership puts the organization a competitive advantage as a core value as the value inherent in a school community. The competitive advantage of the organization is how the organization creates value service performance advantages of low cost and product differentiation. Two such approaches are needed schools that want to deliver maximum quality academic services and demonstrate excellence by means of efficiency. The goal is to assess school leadership based on core values, characteristics of quality implementation in schools and the implementation of the concept of quality assurance systems. Three objectives are based on research and discussion of literature that leadership with the guarantee is related to the value system that was built through the vision that inspired each school community. The vision of leadership based on values ​​that are mutually agreed upon has spawned a school of excellence amidst the proliferation of educational institutions. Educational institutions are not seen as a social investment, but the institution has become a noble industry. Based on the explanation, the leadership of principals need to have different perspectives on quality assurance paradigm is very different between the service field service with the service areas of goods. Notch education that are in the area of ​​services.Keywords: core values-based leadership, excellent schools

A COMMITMENT TO EQUAL ACCESS, DIVERSITY, AND INCLUSION

Today, when we are trying to cope with negative public discourse from the highest offices in our government, the call for leaders who are committed to sustaining democracy must be heard. Whatever our work, platform, or forum, we must find the language that heals, the inclusion that unifies. Leaders at every level are called to make a difference, and demonstrate that respect for all people is alive. American journalist Dan Rather recently stated, “Facts and the truth are not partisan. They are the bedrock of our democracy. And you are either with them, with us, with our Constitution, our history, and the future of our nation, or you are against it,” he concluded. “Everyone must answer that question.” Harry Hesselbein, my husband John’s father, was managing editor of the Johnstown Tribune for many years and an active community member. When John graduated from the University of Pittsburgh as a journalism major, he went to work as the night city editor of the Johnstown Democrat. Later, he received a call from the office of Pennsylvania’s governor. He was asked to serve on a new Pennsylvania Community Relations Commission, along with a young Catholic priest in our town, Father Philip Saylor. When there were reports to the Commission of discrimination against a minority in Johnstown, John or Father Saylor would be informed, and it was their job to call on the offender and explain why the discriminatory behavior could not continue. They were equal rights ambassadors. Sometimes, all it takes is the courage of one citizen to break a barrier that is already crumbling. I have always been pleased to be a leader who is a woman, but I have never been more proud to be a woman than after seeing the exuberant turnout of the Women’s March. On January 21, according to www.womensmarch.com/, an estimated 5 million diverse men and women worldwide and 1 million in Washington, D.C., marched, spoke, and made their voices heard. This grassroots effort comprised “individuals and organizations committed to equal access, diversity, and inclusion” and represented the “rights and voices” of values-based people around the world. As great as the ambiguities are, there are remarkable leaders in all three sectors who are taking the lead with a call to action that will mobilize us all. Recently, I was invited by Sonia Rhodes, the chief experience officer of the Advisory Board to speak at the Guggenheim Museum in New York City. Sonia and Angie Boucher created STIR, A Collision of Uncommon Concepts and Conversations, an event that gathered eighteen artists, performers, scientists, innovators, and more than two hundred health care leaders to imagine and design how to “transform every aspect of the health care experience from the inside out.” The goal was to stir the hearts and minds of hospital and health system administrators by stirring up what’s possible in the health care industry. Participants explored ideas outside of the realm of their industry and were encouraged to go beyond the status quo and imagine a new future for caregivers and patients. Attendees left with new connections, new thinking, and new perspectives on what’s possible in health care. As for some of the exciting work at our New York city offices, for a number of years we have collaborated with author Jason Womack, who interviews, in Q&A format, a leader representing the public, private or social sector who inspires great ethical leadership. Our hope is that these interviews will reveal values-based leadership insight from diverse leaders in diverse sectors. You will find these downloadable PDF interviews on our website — some of our latest conversations include: Joanne Rencher, who serves as the Chief Business and Talent Officer at the Girl Scouts of the USA; Jocelyn Mangan, Chief Operating Officer of Snagajob; and Mike Brady, President and CEO of Greyston Bakery. According to the Greyston website, “Mike’s passion lies in the integration of business and social good, particularly through the scaling of Open Hiring™ which provides employment opportunities regardless of background or work history while offering support and services needed to succeed in the workplace and thrive in the community.” I will always think fondly of leaders — historical and contemporary — who heed the call to include, to respect, to make a difference . Frances Hesselbein, Presidential Medal of Freedom recipient, is editor-in-chief of Leader to Leader, founding president of the Drucker Foundation, president and CEO of The Frances Hesselbein Leadership Institute, and former chief executive officer of the Girl Scouts of the USA. In 2015, Fortune magazine named Frances one of the World’s 50 Greatest Leaders.

English

The qualitative research discussed in this article is based on the assumption that school principals as leaders need to establish, develop and maintain a core of shared values in their schools. Our focus is on principals’ current perceptions of values in their schools. This is important because values underpin their decisions and actions and thus influence the members of school organizations. The framework of our research was informed by social constructivism. Data were collected in the form of semi-structured individual interviews with nine school principals that were designed to elicit a detailed picture of the participants’ perceptions of values. The interviews were audio-recorded and transcribed. Thematic analysis was employed because of its flexibility which makes it possible to analyze and report on the patterns identified, to provide a rich and dense description of the results. The results indicate firstly that principals have diverse perceptions of values. Secondly, they highlight the range of contributions and influences values have in their schools. Thirdly, they show that principals connect values in/directly to themselves as leaders, their leadership styles and employ values un/intentionally. We argue for a value-based leadership (VBL) approach because it provides ways of overcoming deficiencies in leadership. It is vital that school principals establish and maintain a core of shared value that underscore the school as an organization that strives for the well-being of all of its members. Key words: Educational leadership, principals, human plurality, value-based leadership, values.

Storytelling: a co-creative process to support value-based leadership

PurposeThe purpose of this paper is to identify constraints and possibilities to develop a value-based leadership in manufacturing using storytelling as a co-creative method and process.Design/methodology/approachA multi-site case study was conducted in which storytelling was used as a data collection tool and co-creative process to explore dimensions in the company’s cultures that could provide a deeper understanding about the constraints and possibilities that exist for developing value-based leadership in manufacturing.FindingsStorytelling has a positive impact on leadership and communication highlighting important aspects of the organizational culture to support sustainable development and innovation.Originality/valueThis study demonstrates how storytelling can be used by leaders in manufacturing to build cultures of innovation and sustainability. And identifies constrains and possibilities for developing value-based leadership.

Growth is the Dynamic Confluence of Strategy, Entrepreneurship, and Values

The author has examined common growth beliefs and the U.S. Growth Model and finds no support for them in any area of business research. He offers instead the Organic Growth Index, the result of ten years of research by the Batten Institute at the Darden School. Six keys to organic growth are presented and above-average growth companies that remained successful are linked to an internal Growth System called Smart Growth. Excerpt UVA-S-0196 Rev. Jan. 2, 2013 Growth Is The Dynamic Confluence of Strategy, Entrepreneurship, AND Values The research on high-performance companies (defined as consistent above-average growth), both public and private, demonstrates that consistent value creation requires a focused strategy that is implemented through a mixture of entrepreneurial activities and exploiting activities enabled by an internal system characterized by values-based (ethical) leadership, culture, and policies. Growth research has demonstrated that growth is much more than a strategy. Growth happens when the right kind of leadership, internal environment, and processes come together to create a small-company-entrepreneurial soul in a large-company body. Growth requires experimental processes, an entrepreneurial mindset, iterative entrepreneurial learning, leadership that accepts entrepreneurial failures, and internal processes that mitigate the natural proclivities of human beings and organizations that inhibit growth. Growth is not a linear or reductionist process. It is a human process that is modeled better by biology and complexity theory than economics or physics. Growth is a change process that requires experimentation, learning, and taking measured risks that can result in mistakes and failures—that contravenes the purpose of an organization, which is to produce standardization, predictability, reliability, and consistency. . . .

Value-based leadership an integral part of a public health leadership curriculum

Value-based leadership an integral part of a public health leadership curriculum

Teaching and Learning Leadership: Assessing Teams in Higher Education

Leadership education and training are challenging, multidimensional undertakings that require a willingness to engage in deep personal growth as the most critical antecedent to learning. This article explores the strategic alignment of values, efficacy, and goals using two tools in practice, which are part of a current research design. The Values-Based Leadership Model & Competency Map [Figure 1] and The Values-Based Leadership Taxonomy [Figure 2] are innovative tools for practitioners in Higher Education that may be applied to other industries as well. The powerful and innovative tools are in practice and are part of a current 2016-2017 research aimed at tracking leadership learning at Norwich University which will benchmark data from 9 other graduate degree programs involving over 800 instructors, staff, and executive leadership positions.

The Role of Ethics in Reducing and Improving the Quality of Coercion in Mental Health Care

Coercion in mental health care gives rise to many ethical challenges. Many countries have recently implemented state policy programs or development projects aiming to reduce coercive practices and improve their quality. Few studies have explored the possible role of ethics (i.e., ethical theory, moral deliberation and clinical ethics support) in such initiatives. This study adds to this subject by exploring health professionals' descriptions of their ethical challenges and strategies in everyday life to ensure morally justified coercion and best practices. Seven semi-structured telephone interviews were carried out in 2012 with key informants in charge of central development projects and quality-assurance work in mental health services in Norway. No facilities used formal clinical ethics support. However, the informants described five areas in which ethics was of importance: moral concerns as implicit parts of local quality improvement initiatives; moral uneasiness and idealism as a motivational source of change; creating a normative basis for development work; value-based leadership; and increased staff reflexivity on coercive practices. The study shows that coercion entails both individual and institutional ethical aspects. Thus, various kinds of moral deliberation and ethics support could contribute to addressing coercion challenges by offering more systematic ways of dealing with moral concerns. However, more strategic use of implicit and institutional ethics is also needed.

Leading from the whole: values-based integrated leadership at EILEEN FISHER, Inc.

Synopsis The case is set in the Fall of 2008 as Susan Schor, Chief Culture Officer, at EILEEN FISHER Inc. is meeting with the other two members of the Facilitating Leader Team, Jim Gundell, Vice President of Retail and e-Commerce and Jonci Coukier, Vice President of Design and Merchandising Processes, as well as founder, Eileen Fisher. Faced with significant projected financial loss in 2009, Susan reflected on the evolution of the company as influenced by her perspective with her organizational behavior expertise and collaborative leadership that embraced a values-based culture. Stories, voices and structures are examined in this retrospective view as Dr Schor sets the stage for how this example of best practice leadership will tackle the challenge at hand. Research methodology The research for this case was conducted over an 18-month period with over 40 interviews, extensive observation of the various teams at EILEEN FISHER Inc., and review of corporate communications, publications and other secondary sources. This case focuses on stories and voices that explain the unique leadership of EILEEN FISHER. The use of extensive quotes allows for an authentic “hearing” of the experiences and values as well as allowing the students to better understand the nature of qualitative data. Some of the discussion questions are posed as experiential exercises as this method allows the students to better relate to understand and apply values concepts. Relevant courses and levels Graduate and undergraduate organizational behavior, leadership, retail management and ethics.

Improving organisational culture through quality improvement, values-based leadership and staff engagement: An NHS trust case study

Wrightington, Wigan and Leigh NHS Foundation Trust (WWL) is a provider of acute general hospital services and specialist elective orthopaedic services in the north of England. This paper aims to share the approach taken at WWL to improve organisational culture change through a focus on quality improvement and staff engagement. This paper explains how this focus has delivered measurable results, not just in quality and staff morale but also in performance, finance and benefits for both patients and staff. Improvements in many performance measures are very visible, particularly delivery of national targets and major reductions in a number of patient harms. Staff engagement figures from internal quarterly surveys and the national NHS Staff Survey report some of the highest levels of staff engagement in the UK. The Trust leadership recognises the excellent progress achieved but are not complacent as this is very much part of an ongoing journey.

Values-Based Leadership Effectiveness in Culturally Diverse Workplaces

Purpose The extant literature is replete with suggestions, findings, etc., about how best to manage or lead a culturally diverse workforce. However, very few studies have focused explicitly on leading with values in a workplace that may be fraught with disparate cultural value systems. In this paper we assess, conceptually, the relative effectiveness of values-based leadership (VBL) in culturally diverse workplaces and attempt to provide an answer to the questions: What factors determine the effectiveness of VBL in culturally diverse workplaces and what is the probability that VBL will be effective in a culturally diverse workplace? Design/methodology/approach We explore VBL within the context of two models. The first model assesses the relative effectiveness of VBL in culturally diverse workplaces from a deterministic perspective. The second model assesses VBL effectiveness from a probabilistic perspective. At the core of the deterministic model is the notion that the relative effectiveness of VBL can be determined by the cultural recompositioning of a firm's workforce. At the core of the second model is the notion that the likelihood of VBL effectiveness can be derived when conditions are created by the interface of the ethnic identity salience of culturally diverse workers and the organizational culture of the firm. Findings A conceptual finding from the deterministic model is that the relative effectiveness of VBL is determined by the historical level of cultural diversity in a firm’s workforce and the rate at which cultural recompositioning takes place in its workforce. A question addressed by the probabilistic model is: What factors create conditions for assessing the likelihood of VBL effectiveness? A conceptual finding from the probabilistic model is that the strength of a firm’s organizational culture and the ethnic identity salience of culturally diverse workers are two major factors that create these conditions. Research limitations/implications One of the major theoretical implications/contributions is the deterministic and probabilistic models introduce new variables (i.e., historically level of cultural diversity in the workforce, rate of cultural recomposition, strength of workers’ ethnic identity salience, and strength of organizational culture) that have the potential to enhance our understanding of VBL by adding to the list of possible determinants of its effectiveness as well as the conditions under which it is likely to be effective. One limitation is the conceptual nature of the models. Empirical validation of the models will be required to test the veracity of the propositions derived from them. Practical implications A major implication for practice is the need for leaders to develop a values management strategy. Such a strategy entails developing or having a strong set of core values for the organization, clearly communicating those values, and having reward and management systems to reinforce those values. This strategy implies that once implemented the tendency for culturally distinct workers (incoming and existing) to identify with their own values will decrease and the tendency for them to identify with the values of the organization will increase. Originality/value Prior studies have not fully explored the conditions under which VBL is likely to be effective in culturally diverse workplaces. Since diversity in the workplace is considered one of the main challenges for human resource management, the models we discuss address a very timely issue and provide a framework that leaders in organizations around the globe might use to better understand and manage the relationships described in the models. This under-explored topic represents a major gap in the literature. Helping to narrow this gap is an important contribution that our conceptual study makes to the literature related to this topic.