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Values-based Leadership
Unit 3.1 – Point to Ponder Activity
Stacey Crawford
Royal Roads University
Faculty Advisor:
Elizabeth Cull
Quantitative Support of Values-based Leadership 2
(O’Toole, 1996, p. 79), and is often readily rejected as ineffective, to the contrary, the
fundamental moral principles and universal values” (preface x). However, the majority of
leaders today are recognized as strong, decisive, and tough individuals who are
term corporate results using pacesetting techniques and aggressive tactics, “if applied
poorly or excessively…the pacesetting approach can leave employees feeling pushed too
hard” (Goleman et al, 2002 p. 72). Perhaps more damaging, this sustained approach
negatively affects morale and leaves people feeling that the leaders are so focused on
their goals that they don’t care about the people they are relying on to achieve those
It is commonly understood that employees who feel good at work will likely try
harder to satisfy their customer, or perform their organizational role, in a manner that
ultimately improves the bottom line. In creating an environment that helps people feel
more optimistic about their role and contribution to the organization, we can credit this
healthy climate to the values-based leader who supports relationships and the emergence
environment demands results from its leader that are generally quantitative, not
qualitative in nature.
There is not a lot of room for subjectivity when it comes to profits, and so, to
Goleman, Boyatzis, and McKee (2002). As it relates to the values of strong morale and
For every 1 percent improvement in the service climate, there’s a 2 percent increase in
revenue.” (Spencer, L. paper as cited in Goleman et al, 2002, p. 15). Goleman, Boyatzis,
and McKee support this result further through their own research data, concluding that,
“Our data show, that, more often than not, pacesetting poisons the climate–particularly
because of the emotional costs when a leader relies on it too much” (p. 73).
A good leader takes us places we have never been before, and perhaps there is no
better quantitative measure of values-based leadership than individuals that have changed
the principles that govern the lives of entire nations. Utilizing a common vision, and
supported by the moral principles of trust, respect, integrity, and service (O’Toole, 1996,
p. 99), we need look no further than the great servant leaders that include Gandhi, Martin
Pree is a well known author who espoused the virtues of values-based leadership, as well
Quantitative Support of Values-based Leadership 4
as served as CEO of Herman Miller, one of the most profitable of the entire Fortune 500
(O’Toole, 1996, p. 114). Perhaps somewhat subjective, no one can deny that Max De
Pree was able to combine the values of trust, dignity, and self-realization while attaining
inability to learn and clarify the values that govern their own life (Kouzes & Posner,
2002, p. 394). In my opinion, it’s the inability or lack of desire to learn how to interrelate,
how to address opposing values with integrity and respect. Navigating leadership without
References
Anderson, Dean & Ackerman Anderson, Linda (2001). Beyond change management:
Bass/Pfeiffer
De Pree, M. (1989). Leadership is an art. Retrieved May 24, 2005, from Royal Roads
http://learn.royalroads.ca/ID/ViewContent.aspx?
intOrganizationID=37059&intItemID=119761&StyleSheet=admin.css
Goleman, D., Boyatzis, R. & McKee, A. (2002). Primal leadership: Realizing the power
Kouzes, J. & Posner, B. (2002). The leadership challenge. Third edition. San Francisco: