LEADERSHIP
by
Teresita C. Merced
Leadership
a Report by Teresita C. Merced
1
Order of Presentation
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Leadership and “Doing the Right Things”
Leadership and Values
What are Values?
How do Values Develop?
Identify and Live Your Personal Values
Why Identify and Establish Your Values?
Core Values
Excellence in All We Do
Leadership
a Report by Teresita C. Merced
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Order of Presentation
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Leadership : the Key to Cultural Transformation
Values-Based Leadership
Characteristics of Values-Based Leadership
Treat People With Dignity and Respect
How Values Impact Leadership?
Leadership and Organizational Values
Build an Organization Based on Values
Leadership
a Report by Teresita C. Merced
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Leadership and “Doing the Right Things”
• Gardner (1990) and Burns (1978) stressed the
centrality and importance of the moral
dimension of leadership
• Gardner said leaders ultimately must be judged
on the basis of a framework of values, not just
effectiveness
• Burns (1978) maintains that leaders who do not
behave ethically do not demonstrate true
leadership.
Leadership
a Report by Teresita C. Merced
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Leadership and“Doing the Right Things”
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Bennis and Goldsmith (1997) describe four
qualities of leadership that engender trust : vision,
empathy, consistency, and integrity.
Vision – leaders pull people together on the basis
of shared beliefs and a common sense of
organizational purpose and belonging
Empathy - understand the world as we see and
experienced it.
Consistency - changes are understood as a process
of evolution in light of relevant new evidence.
Integrity – leader who demonstrates commitment
to higher principles through their actions.
Leadership
a Report by Teresita C. Merced
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Leadership and Values
• Peter Drucker and Warren Bennis, 2 most
respected names in business, leadership is doing
the right things; management is doing things
right.
• In other words, leadership - doing the right
things” is deciding the best course of action to
take.
• Once the best course or direction has been
decided, management - doing things right” picks
up the ball, looks at the objectives established by
leadership
Leadership
a Report by Teresita C. Merced
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What are Values?
• Are “constructs representing generalized behaviors
or states of affairs that are considered by the
individual to be important” (Gordon, 1975 p.2)
• Patrick Henry’s “Give me liberty, or give me death”
expresses the value he placed upon political
freedom.
• Values may be terminal and instrumental.
• Terminal values refer to desired end states while
instrumental values refer to modes of behavior
(Rokeach 1973).
Leadership
a Report by Teresita C. Merced
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Terminal Values
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An exciting life
A sense of accomplishment
Family security
Inner harmony
Social recognition
Friendship
Leadership
a Report by Teresita C. Merced
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Instrumental Values
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Being courageous
Being helpful
Being honest
Being imaginative
Being logical
Being responsible
Leadership
a Report by Teresita C. Merced
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How Values Develop?
Parents
Religion
Peers
Personal
Value
System
Technology
Media
Education
Leadership
a Report by Teresita C. Merced
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How Values Develop?
Skills /
Comptetencies
Knowledge
Intelligence
Experience
Personality
Traits and
Preferences
Leadership
a Report by Teresita C. Merced
Values /
Interests
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Identify and Live Your
Personal Values
• Values are traits or qualities that are considered
worthwhile; they represent your highest
priorities and deeply held driving forces
• Value statements are grounded in values and
define how people want to behave with each
other in an organization, an institution, a
company, or a family. They are statements about
how the organization will value customers,
suppliers, and the internal community.
Leadership
a Report by Teresita C. Merced
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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, flexibility
Leadership
a Report by Teresita C. Merced
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Why Identify and Establish Your
Values?
• You demonstrate and model your values in
action in your personal and work behaviors,
decision making, contribution, and interpersonal
interaction.
• You use your values to make decisions about
priorities in your daily work and home life.
• Your goals and life purpose are grounded in
your values.
Leadership
a Report by Teresita C. Merced
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Core Values
• Integrity, First - the bedrock of any leader's
character; describes one's ability to adhere to
the highest set of standards and values; "moral
compass" that allows us to do what is right even
when no one is looking. Once you lose your
integrity it's hard to earn back, but as long as
you maintain it, nobody can take it from
you. Everything we do starts with integrity.
Leadership
a Report by Teresita C. Merced
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Core Values
• Trust. We earn the trust of our co-workers,
customers, leaders, and followers through a pattern
of unquestioned integrity. When we lose our
integrity, the trust we built is lost.
• Courage. A leader of integrity possesses moral
courage and does what is right even when the
personal cost is high. Doing the right thing is
sometimes harder, but is always worth the effort.
• Honesty. Honesty must be our hallmark. Our word
must be our bond. Honest people don't pencil-whip
reports, don't cover up safety violations, and don't
falsify documents. The bottom line is leaders of an
honest organization do not lie, even in the face of
negative consequences.
Leadership
a Report by Teresita C. Merced
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Core Values
• Responsibility. Leaders acknowledge their responsibilities
during failure as they do during success. True character is
displayed when times get tough as well as during times of
glory.
• Accountability. No leader shifts blame or takes credit for the
work of others. Integrity equates to accepting the
consequences of our actions, no matter how extreme they
may be.
• Justice. A leader practices justice. Those who do similar
things must get similar rewards or similar corrective actions.
• Feedback. Free flow of information within the
organization. Feedback from all directions is possible in an
environment where integrity has built an atmosphere of
trust.
Leadership
a Report by Teresita C. Merced
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Core Values
• Respect. Respect everyone as human beings, the rules
that govern our activities, and respect the systems that
make up our organization. Also includes selfrespect. A leader of integrity does not behave in ways
that would bring discredit upon them or the
organization to which they belong.
• Humility. A leader grasps the importance of
responsibilities, but also realizes they are only one part
of a larger system.
• Group Integrity. Leaders conduct themselves in a
forthright and candid manner, use their abilities to
influence and build support and commitment from
others by giving and receiving information effectively
and efficiently.
Leadership
a Report by Teresita C. Merced
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Excellence in All We Do
• Product and Service Excellence. Values-based leaders focus on
providing products that fully respond to customer wants
along with anticipating customer needs.
• Operations and Resources Excellence. Leaders aggressively
implement policies and procedures to ensure the
best possible management of their organization's crucial
resources. Involves a commitment to total team effort, and
a quest for continuous improvement.
• Personal Excellence. Leaders seek out avenues for
personal growth. Opportunities for self-improvement
include actively participating in training programs,
continually refreshing their educational backgrounds, and
seeking feedback on their performance. Valuesbased leaders also encourage the personal growth of their
Leadership
employees.
a Report by Teresita C. Merced
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Excellence in All We Do
• Human Resources Excellence. Leaders recruit, train,
promote, and retain those who will do the best job for
their organization.
• Safety Excellence. Leaders demand that their employees
work not only in a safe manner, but also ensure they are
provided with a safe working environment.
• Sense of Urgency and Initiative. Leaders display a sense
of professional enthusiasm by working beyond money
or status, and a propensity to pursue goals with energy
and persistence. Leaders initiate actions and make
decisions in a timely manner, avoiding excessive delays
associated with over analyzing a situation.
Leadership
a Report by Teresita C. Merced
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Leadership : Key to Cultural
Transformation
• Cultural transformation or whole system change
cannot occur without a change in the behaviors
of the leaders.
• Organizations begin by mapping the values of
the senior executives before they map the values
of employees
Leadership
a Report by Teresita C. Merced
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Leadership and Shareholder Value
• Fact 1: Employee fulfillment drives customer
satisfaction.
• 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.
Leadership
a Report by Teresita C. Merced
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Values-Based Leadership
• Values are becoming the preferred mode of
decision-making in business.
• It is not surprising therefore to find ample research
showing that adaptable and values-driven
companies are the most successful organizations on
the planet.
• When organizations unite around a shared set of
values, they become more flexible, less hierarchical,
less bureaucratic, and they develop an enhanced
capacity for collective action.
• Shared values build trust, and trust is the glue that
enhances performance.
Leadership
a Report by Teresita C. Merced
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Characteristics of Values-Based
Leadership
• A strong desire to do right, to do the best, and to treat
others as they would like to be treated.
• Values are not imposed, rather, selected. Values-Based
leaders have critically examined these values and made a
conscious 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 they
embrace and live these values and bad consequences if
they reject and don't follow them.
• Help leaders be their best.
Leadership
a Report by Teresita C. Merced
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Treat People With Dignity & Respect
• Respect for Others. Appreciates the
fundamental worth of all people as human
beings.
• Control of Emotions. Expects all members of
their organization to refrain from displaying
inappropriate emotions in such a way that would
bring discredit upon themselves and/or their
organization.
• Acceptance of Diversity. Not only accepts
diversity as a given, but also build off its
strengths.
•
Leadership
a Report by Teresita C. Merced
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Treat People With Dignity & Respect
• Self-Control. Ensures employees refrain from
improper behaviors that cause hurt, anger, and
frustration in others, inappropriate jokes, sexual
advances, and racial or religious intolerance are
unacceptable and undermine strong workplaces.
• Feedback. Employees are provided with the
proper feedback for personal excellence.
Employees deserve honest feedback and most
will be deeply appreciative of it.
Leadership
a Report by Teresita C. Merced
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How Values Impact Leadership
• Values play a key role in the choices made by
leaders (Curphy,2003; England & Lee, 1974)
• Leaders with strong Commercial values focus on
financial results and shortcomings; those with
strong Aesthetic values are more likely to review
quality indicators.
• Values also affect the solutions generated and
the decisions made about problems.
Leadership
a Report by Teresita C. Merced
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How Values Impact Leadership
• Leaders with a strong Recognition value, might
likely choose a riskier solution that would thrust
them in the spotlight.
• Values often influence a leader’s perceptions of
individual and organizational successes as well as
the manner in which these successes are achieved.
• Leaders with strong Science values will define
organizational success differently than those with
strong Power values.
Leadership
a Report by Teresita C. Merced
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Leadership & Organizational Values
• Just as there are personal values, organizations also
have organizational values representing the
principals by which employees get work done and
treat other employees, customers, and vendors.
• Whether values truly represent operating principals
or so much spin for potential investors will depend
on the degree of alignment between the
organization’s stated values and the collective values
of top leadership (Hogan &Hogan, 1996; Hogan &
Curphy, 2004).
Leadership
a Report by Teresita C. Merced
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Leadership & Organizational Values
• Top leadership’s collective values play a significant
role in determining organizational culture.
• Research shows that employees with values similar
to the organization or team are more satisfied and
likely to stay; those with dissimilar values are more
likely to leave (Hogan & Hogan, 1996; Hogan &
Curphy, 2004).
• One reason why leaders fail is due to a
misalignment between personal and organizational
values.
Leadership
a Report by Teresita C. Merced
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Leadership & Organizational Values
• Covey (1990) developed and popularized an approach
called principle-centered leadership.
• Personal, the first imperative is to be a trustworthy person
that depends on both one’s character and competence.
• Leading a high-performing group depends on skills such as
team building, delegation, communication, negotiation, and
self-management.
• An organization will be most creative and productive when
its structure, systems (e.g. training, communication, and
reward), strategy, and vision are aligned and mutually
supportive. Put differently, certain organizational
alignments are more likely to nurture and reinforce ethical
behavior among its members than others.
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a Report by Teresita C. Merced
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