Matakuliah
Tahun
: L0244 – Psikologi Kepemimpinan
: 2010
Leadership and Values
Pertemuan 11 & 12
Introduction
• Personal values may be one of the most important
determinants of how power is exercised or
constrained.
• Mere possession of power leads to ethical
questions about usage of power.
• The challenge of leadership becomes complex in a
diverse and global environment.
Bina Nusantara University
3
Leadership and “Doing the Right Things”
• Leaders face dilemmas that require choices between
competing sets of values and priorities.
• Leaders set a moral example that becomes the model for an
entire group or organization.
• Leaders should internalize a strong set of ethics, principles
of right conduct, or a system of moral values.
• Good leaders tend to align the values of their followers with
those of the organization or movement.
Bina Nusantara University
4
Leadership and “Doing the Right
Things” (continued)
• Four qualities of leadership that engenders trust:
– Vision
– Empathy
– Consistency
– Integrity
• Two contrasting sets of assumptions people make about human
nature:
– Theory X
• Reflects that most people need extrinsic motivation.
– Theory Y
Bina Nusantara University
• Reflects that most people are intrinsically motivated.
5
What Are Values?
• Values: “Constructs representing generalized behaviors
or states of affairs that are considered by the individual
to be important.”
• They play a fairly central role in one’s overall
psychological makeup.
– They can affect behavior in a variety of situations.
• Individuals in the same work unit can have considerably
different values.
• We can only make inferences about people’s values
based on their behavior.
Bina Nusantara University
6
People Vary in the Relative Importance They
Place on Values
Bina Nusantara University
7
Are there Generational Differences in Values?
• Pervasive influences of broad forces at a particular time tend
to create common value systems.
– This may contribute to misunderstandings and tension
between older leaders and younger followers.
• Each generation is molded by distinctive experiences at their
critical developmental periods:
–
–
–
–
The Veterans (1922–1943)
The Baby Boomers (1942–1960)
The Gen Xers (1960–1980)
The Nexters (1980–)
Bina Nusantara University
8
Are there Generational
Differences in Values? (continued)
• Research has also found that there is little evidence
of a generation gap in basic values.
• Research has also identified certain recurring
generational archetypes:
–
–
–
–
Prophet generations
Nomad generations
Hero generations
Artist generations
Bina Nusantara University
9
Moral Reasoning
• An important consideration is how one thinks about valueladen issues or ethical dilemmas.
• Moral reasoning: Process leaders use to make decisions
about ethical and unethical behaviors.
– Manner by which leaders solve moral problems.
• Value differences often result in different judgments
regarding ethical and unethical behavior.
• Kohlberg offers that although the development of moral
reasoning is invariant, not all individuals actually achieve the
highest stages.
Bina Nusantara University
10
Developmental Levels and Stages of Moral Reasoning
Bina Nusantara University
11
How Values Impact Leadership
• Values are primary determinants in what data are
reviewed and how leaders define problems.
• Values affect the solutions generated and the decisions
made about problems.
• Values often influence a leader’s perceptions of
individual and organizational successes and the manner
in which they are achieved.
• Values help leaders choose right from wrong, and
between ethical and unethical behavior.
Bina Nusantara University
12
How Values Impact Leadership (continued)
• Leaders tend to like followers with similar values
and dislike those with dissimilar values.
• Leaders must surround themselves with followers
who possess divergent values.
• Leaders are motivated to act in ways consistent with
their values.
– They typically spend most of their time engaged in
activities that are consistent with their values.
Bina Nusantara University
13
Key Work Values
Bina Nusantara University
14
Leadership Values Profile
Bina Nusantara University
15
Leadership and Organizational Values
• Organizational values: Represent the principals by which
employees are to get work done and treat other employees,
customers, and vendors.
• Organizational culture is affected by top leadership’s
collective values.
• Related to the notion of culture and climate is the employee
“fit.”
• Values are often a key factor in conflict, especially when
choices represent values in opposition.
• Leader must set a personal example of values-based
leadership.
Bina Nusantara University
16
Leadership and Organizational Values
(continued)
• Ethical behavior within (or by) an organization is not only the sum of
collective moralities of its members.
• Cove has developed and popularized an approach called principlecentered leadership.
• Unique roles of each level of interdependency:
– Personal, interpersonal
– Managerial, organizational
Bina Nusantara University
17
Positive Forms of Leadership
• Authentic leadership: Grounded on “to thine own self be
true.”
• It has gained momentum because of these beliefs:
– Enhancing self-awareness.
– Promoting transparency and openness.
– Fostering more inclusive structures and practices.
• Servant leadership: Leader’s role is to serve others.
– Subject to criticism for its tendency to suggest that serving
others is an end in itself.
Bina Nusantara University
18
When Good People Do Bad Things
• Ways people with firm moral principles may behave badly without feeling
guilt or remorse:
– Moral justification
– Euphemistic labeling
– Advantageous comparison
– Displacement of responsibility
– Diffusion of responsibility
– Disregard or distortion of consequences
– Dehumanization
– Attribution of blame
• Darley offers that ethical problems are almost inherent in systems that
measure performance.
Bina Nusantara University
19
What is Culture?
• Culture: Those learned behaviors characterizing the total way
of life of members within any given society.
• The most salient aspect of any culture typically involves
behavior.
• Distinctive actions, mannerisms, and gestures characteristic of
a culture.
• Business leaders must become aware and respectful of
cultural differences and cultural perspectives.
Bina Nusantara University
20
A Framework for Understanding
Cultural Differences
• Seven fundamental dilemmas that people of all cultures
face:
–
–
–
–
–
–
–
Source of Identity: Individual – Collective
Goals and Means of Achievement: Tough – Tender
Orientation to Authority: Equal – Unequal
Response to Ambiguity: Dynamic – Stable
Means of Knowledge Acquisition: Active – Reflective
Perspective on Time: Scarce – Plentiful
Outlook on Life: Doing – Being
Bina Nusantara University
21
Leader Attributes and Behaviors Universally
Viewed as Positive and Negative
Bina Nusantara University
22
Examples of Leader Behaviors and
Attributes That Are Culturally Contingent
Bina Nusantara University
23
Implications of Leadership Practitioners
• Leaders should expect to face a variety of challenges to
their own system of ethics, values, or attitudes.
• Interacting with individuals and groups holding
divergent and conflicting values is inevitable.
• Leaders particularly have a responsibility not to let
their personal values interfere with professional
leader-subordinate relationships.
Bina Nusantara University
24
Summary
• Values are constructs that represent general sets of
behavior or states of affairs that individuals consider to
be important.
• They are a central part of a leader’s psychological
makeup.
• They impact leadership through cultural contexts.
– Various attributes and behaviors are regarded either positively
or negatively.
Bina Nusantara University
25
Reference
•
Hughes., Ginnett., & Curpy. (2009). Leadership: Enhancing
The Lesson of Experience. 6 eds. McGraw-Hill. Boston.
Bina Nusantara University
26