Leadership a Report by Teresita C. Merced1 LEADERSHIP by Teresita C. Merced.

Leadership a Report by Teresita C. Merced

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LEADERSHIPLEADERSHIP

byby

Teresita C. MercedTeresita C. Merced


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Order of PresentationOrder of Presentation

• Leadership and “Doing the Right Leadership and “Doing the Right Things”Things”

• Leadership and ValuesLeadership and Values• What are Values?What are Values?• How do Values Develop?How do Values Develop?• Identify and Live Your Personal ValuesIdentify and Live Your Personal Values• Why Identify and Establish Your Values?Why Identify and Establish Your Values?• Core ValuesCore Values• Excellence in All We DoExcellence in All We Do


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Order of PresentationOrder of Presentation

• Leadership : the Key to Cultural Leadership : the Key to Cultural TransformationTransformation

• Values-Based LeadershipValues-Based Leadership• Characteristics of Values-Based Characteristics of Values-Based

LeadershipLeadership• Treat People With Dignity and RespectTreat People With Dignity and Respect• How Values Impact Leadership?How Values Impact Leadership?• Leadership and Organizational ValuesLeadership and Organizational Values• Build an Organization Based on ValuesBuild an Organization Based on Values


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Leadership and “Doing the Leadership and “Doing the Right Things”Right Things”

• Gardner (1990) and Burns (1978) Gardner (1990) and Burns (1978) stressed the centrality and importance stressed the centrality and importance of the moral dimension of leadershipof the moral dimension of leadership

• Gardner said leaders ultimately must Gardner said leaders ultimately must be judged on the basis of a framework be judged on the basis of a framework of values, not just effectivenessof values, not just effectiveness

• Burns (1978) maintains that leaders Burns (1978) maintains that leaders who do not behave ethically do not who do not behave ethically do not demonstrate true leadership.demonstrate true leadership.


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Leadership and“Doing the Right Leadership and“Doing the Right Things”Things”

• Bennis and Goldsmith (1997) describe four Bennis and Goldsmith (1997) describe four qualities of leadership that engender trust : qualities of leadership that engender trust : vision, empathy, consistency, and integrity. vision, empathy, consistency, and integrity.

• Vision – leaders pull people together on the basis Vision – leaders pull people together on the basis of shared beliefs and a common sense of of shared beliefs and a common sense of organizational purpose and belongingorganizational purpose and belonging

• Empathy - understand the world as we see and Empathy - understand the world as we see and experienced it.experienced it.

• Consistency - changes are understood as a Consistency - changes are understood as a process of evolution in light of relevant new process of evolution in light of relevant new evidence.evidence.

• Integrity – leader who demonstrates commitment Integrity – leader who demonstrates commitment to higher principles through their actions. to higher principles through their actions.


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Leadership and ValuesLeadership and Values

• Peter Drucker and Warren Bennis, 2 Peter Drucker and Warren Bennis, 2 most respected names in business, most respected names in business, leadership is doing the right things; leadership is doing the right things; management is doing things right. management is doing things right.

• In other words, In other words, leadershipleadership - doing the - doing the right things” is deciding the best right things” is deciding the best course of action to take. course of action to take.

• Once the best course or direction has Once the best course or direction has been decided, been decided, managementmanagement - doing - doing things right” picks up the ball, looks things right” picks up the ball, looks at the objectives established by at the objectives established by leadershipleadership


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What are Values?What are Values?• Are “constructs representing generalized Are “constructs representing generalized

behaviors or states of affairs that are behaviors or states of affairs that are considered by the individual to be considered by the individual to be important” (Gordon, 1975 p.2) important” (Gordon, 1975 p.2)

• Patrick Henry’s “Give me liberty, or give me Patrick Henry’s “Give me liberty, or give me death” expresses the value he placed upon death” expresses the value he placed upon political freedom. political freedom.

• Values may be Values may be terminalterminal and and instrumental.instrumental. • Terminal values refer to desired end states Terminal values refer to desired end states

while instrumental values refer to modes of while instrumental values refer to modes of behavior (Rokeach 1973).behavior (Rokeach 1973).


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Terminal Values Terminal Values

•An exciting lifeAn exciting life •A sense of accomplishmentA sense of accomplishment•Family securityFamily security • Inner harmony Inner harmony •Social recognition Social recognition

•FriendshipFriendship


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Instrumental ValuesInstrumental Values

•Being courageousBeing courageous•Being helpfulBeing helpful•Being honestBeing honest•Being imaginativeBeing imaginative•Being logicalBeing logical•Being responsibleBeing responsible


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How Values Develop?How Values Develop?

ParentsParents Religion PeersReligion Peers

Personal Personal ValueValue

System System MediaMedia

TechnologyTechnology EducationEducation


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How Values Develop?How Values Develop?

Skills / Comptetencies

Knowledge Experience

IntelligencePersonality Traits and

Preferences

Values /Interests


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Identify and Live Your Identify and Live Your Personal ValuesPersonal Values

• ValuesValues are traits or qualities that are are traits or qualities that are considered worthwhile; they represent considered worthwhile; they represent your highest priorities and deeply held your highest priorities and deeply held driving forces driving forces

• Value statementsValue statements are grounded in are grounded in values and define how people want to values and define how people want to behave with each other in an behave with each other in an organization, an institution, a company, or organization, an institution, a company, or a family. They are statements about how a family. They are statements about how the organization will value customers, the organization will value customers, suppliers, and the internal community. suppliers, and the internal community.


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Examples of ValuesExamples of Values

• ambition, competency, individuality, equality, ambition, competency, individuality, equality, integrity, service, responsibility, accuracy, integrity, service, responsibility, accuracy, respect, dedication, diversity, improvement, respect, dedication, diversity, improvement, enjoyment/fun, loyalty, credibility, honesty, enjoyment/fun, loyalty, credibility, honesty, innovativeness, teamwork, excellence, innovativeness, teamwork, excellence, accountability, empowerment, quality, accountability, empowerment, quality, efficiency, dignity, collaboration, efficiency, dignity, collaboration, stewardship, empathy, accomplishment, stewardship, empathy, accomplishment, courage, wisdom, independence, security, courage, wisdom, independence, security, challenge, influence, learning, compassion, challenge, influence, learning, compassion, friendliness, discipline/order, generosity, friendliness, discipline/order, generosity, persistency, optimism, dependability, persistency, optimism, dependability, flexibilityflexibility


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Why Identify and Establish Why Identify and Establish Your Values?Your Values?

• You demonstrate and model your values You demonstrate and model your values in action in your personal and work in action in your personal and work behaviors, decision making, contribution, behaviors, decision making, contribution, and interpersonal interaction. and interpersonal interaction.

• You use your values to make decisions You use your values to make decisions about priorities in your daily work and about priorities in your daily work and home life. home life.

• Your goals and life purpose are grounded Your goals and life purpose are grounded in your values. in your values.


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Core ValuesCore Values

• Integrity, First - Integrity, First - the bedrock of any the bedrock of any leader's character; describes one's ability leader's character; describes one's ability to adhere to the highest set of standards to adhere to the highest set of standards and values; "moral compass" that allows and values; "moral compass" that allows us to do what is right even when no one is us to do what is right even when no one is looking. Once you lose your integrity it's looking. Once you lose your integrity it's hard to earn back, but as long as you hard to earn back, but as long as you maintain it, nobody can take it from you. maintain it, nobody can take it from you. Everything we do starts with integrity.Everything we do starts with integrity.


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Core ValuesCore Values• TrustTrust. We earn the trust of our co-workers, customers, . We earn the trust of our co-workers, customers,

leaders, and followers through a pattern of unquestioned leaders, and followers through a pattern of unquestioned integrity. When we lose our integrity, the trust we built is lost.integrity. When we lose our integrity, the trust we built is lost.

• CourageCourage. A leader of integrity possesses moral courage and . A leader of integrity possesses moral courage and does what is right even when the personal cost is high. Doing does what is right even when the personal cost is high. Doing the right thing is sometimes harder, but is always worth the the right thing is sometimes harder, but is always worth the effort.effort.

• HonestyHonesty. Honesty must be our hallmark. Our word must be . Honesty must be our hallmark. Our word must be our bond. Honest people don't pencil-whip reports, don't our bond. Honest people don't pencil-whip reports, don't cover up safety violations, and don't falsify documents. The cover up safety violations, and don't falsify documents. The bottom line is leaders of an honest organization do not lie, bottom line is leaders of an honest organization do not lie, even in the face of negative consequences.even in the face of negative consequences.


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Core ValuesCore Values• ResponsibilityResponsibility. Leaders acknowledge their . Leaders acknowledge their

responsibilities during failure as they do during success. responsibilities during failure as they do during success. True character is displayed when times get tough as well True character is displayed when times get tough as well as during times of glory. as during times of glory.

• AccountabilityAccountability. No leader shifts blame or takes credit for . No leader shifts blame or takes credit for the work of others. Integrity equates to accepting the the work of others. Integrity equates to accepting the consequences of our actions, no matter how extreme they consequences of our actions, no matter how extreme they may be. may be.

• JusticeJustice. A leader practices justice. Those who do similar . A leader practices justice. Those who do similar things must get similar rewards or similar corrective things must get similar rewards or similar corrective actions.actions.

• FeedbackFeedback. Free flow of information within the . Free flow of information within the organization. Feedback from all directions is possible in organization. Feedback from all directions is possible in an environment where integrity has built an atmosphere an environment where integrity has built an atmosphere of trust.of trust.


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Core ValuesCore Values• RespectRespect. Respect everyone as human beings, the . Respect everyone as human beings, the

rules that govern our activities, and respect the rules that govern our activities, and respect the systems that make up our organization. Also systems that make up our organization. Also includes self-respect. A leader of integrity does includes self-respect. A leader of integrity does not behave in ways that would bring discredit not behave in ways that would bring discredit upon them or the organization to which they upon them or the organization to which they belong. belong.

• HumilityHumility. A leader grasps the importance of . A leader grasps the importance of responsibilities, but also realizes they are only responsibilities, but also realizes they are only one part of a larger system. one part of a larger system.

• Group IntegrityGroup Integrity. Leaders conduct themselves in a . Leaders conduct themselves in a forthright and candid manner, use their abilities forthright and candid manner, use their abilities to influence and build support and commitment to influence and build support and commitment from others by giving and receiving information from others by giving and receiving information effectively and efficiently.effectively and efficiently.


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Excellence in All We DoExcellence in All We Do• Product and Service ExcellenceProduct and Service Excellence. Values-based leaders . Values-based leaders

focus on providing products that fully respond to focus on providing products that fully respond to customer wants along with anticipating customer needs. customer wants along with anticipating customer needs.

• Operations and Resources ExcellenceOperations and Resources Excellence. Leaders . Leaders aggressively implement policies and procedures to ensure aggressively implement policies and procedures to ensure the best possible management of their organization's the best possible management of their organization's crucial resources. Involves a commitment to total team crucial resources. Involves a commitment to total team effort, and a quest for continuous improvement. effort, and a quest for continuous improvement.

• Personal ExcellencePersonal Excellence. Leaders seek out avenues for . Leaders seek out avenues for personal growth. Opportunities for self-improvement personal growth. Opportunities for self-improvement include actively participating in training programs, include actively participating in training programs, continually refreshing their educational backgrounds, and continually refreshing their educational backgrounds, and seeking feedback on their performance. Values-based seeking feedback on their performance. Values-based leaders also encourage the personal growth of their leaders also encourage the personal growth of their employees. employees.


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Excellence in All We DoExcellence in All We Do• Human Resources ExcellenceHuman Resources Excellence. Leaders . Leaders

recruit, train, promote, and retain those who recruit, train, promote, and retain those who will do the best job for their organization. will do the best job for their organization.

• SSafety Excellenceafety Excellence. Leaders demand that their . Leaders demand that their employees work not only in a safe manner, but employees work not only in a safe manner, but also ensure they are provided with a safe also ensure they are provided with a safe working environment. working environment.

• Sense of Urgency and InitiativeSense of Urgency and Initiative. Leaders display . Leaders display a sense of professional enthusiasm by working a sense of professional enthusiasm by working beyond money or status, and a propensity to beyond money or status, and a propensity to pursue goals with energy and persistence. pursue goals with energy and persistence. Leaders initiate actions and make decisions in a Leaders initiate actions and make decisions in a timely manner, avoiding excessive delays timely manner, avoiding excessive delays associated with over analyzing a situation. associated with over analyzing a situation.


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Leadership : Key to Cultural Leadership : Key to Cultural TransformationTransformation

• Cultural transformation or whole Cultural transformation or whole system change cannot occur without system change cannot occur without a change in the behaviors of the a change in the behaviors of the leaders. leaders.

• Organizations begin by mapping the Organizations begin by mapping the values of the senior executives values of the senior executives before they map the values of before they map the values of employees employees


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Leadership and Leadership and Shareholder ValueShareholder Value

• Fact 1:Fact 1: Employee fulfillment drives customer Employee fulfillment drives customer satisfaction.satisfaction.• Fact 2:Fact 2: Customer satisfaction drives shareholder Customer satisfaction drives shareholder

value.value.• Fact 3:Fact 3: Leadership development drives employee Leadership development drives employee fulfillment. fulfillment. • Fact 4:Fact 4: Cultural alignment can occur at any level Cultural alignment can occur at any level

of of consciousness, but only full spectrumconsciousness, but only full spectrum consciousness creates sustainable high consciousness creates sustainable high performance and long-term resilience. performance and long-term resilience. • Fact 5: Fact 5: Achieving full-spectrum organizational Achieving full-spectrum organizational consciousness requires full-spectrum consciousness requires full-spectrum

leaders. leaders.


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Values-Based LeadershipValues-Based Leadership

• Values are becoming the preferred mode of Values are becoming the preferred mode of decision-making in business. decision-making in business.

• It is not surprising therefore to find ample It is not surprising therefore to find ample research showing that adaptable and research showing that adaptable and values-driven companies are the most values-driven companies are the most successful organizations on the planet. successful organizations on the planet.

• When organizations unite around a shared When organizations unite around a shared set of values, they become more flexible, set of values, they become more flexible, less hierarchical, less bureaucratic, and less hierarchical, less bureaucratic, and they develop an enhanced capacity for they develop an enhanced capacity for collective action. collective action.

• Shared values build trust, and trust is the Shared values build trust, and trust is the glue that enhances performance. glue that enhances performance.


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Characteristics of Values-Characteristics of Values-Based LeadershipBased Leadership

• A strong desire to do right, to do the best, and A strong desire to do right, to do the best, and to treat others as they would like to be treated. to treat others as they would like to be treated.

• Values are not imposed, rather, selected. Values are not imposed, rather, selected. Values-Based leaders have critically examined Values-Based leaders have critically examined these values and made a conscious decision to these values and made a conscious decision to live by them. live by them.

• Values guide leaders in a way of living that Values guide leaders in a way of living that feels good (and right) after the fact. feels good (and right) after the fact.

• Values-Based leaders expect good Values-Based leaders expect good consequences if they embrace and live these consequences if they embrace and live these values and bad consequences if they reject and values and bad consequences if they reject and don't follow them. don't follow them.

• Help leaders be their best. Help leaders be their best.


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Treat People With Dignity Treat People With Dignity & Respect& Respect

• Respect for OthersRespect for Others. . Appreciates the Appreciates the fundamental worth of all people as fundamental worth of all people as human beings. human beings.

• Control of EmotionsControl of Emotions. . Expects all Expects all members of their organization to refrain members of their organization to refrain from displaying inappropriate emotions from displaying inappropriate emotions in such a way that would bring discredit in such a way that would bring discredit upon themselves and/or their upon themselves and/or their organization. organization.

• Acceptance of DiversityAcceptance of Diversity. Not only . Not only accepts diversity as a given, but also accepts diversity as a given, but also build off its strengths. build off its strengths.

•


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Treat People With Dignity Treat People With Dignity & Respect& Respect

• Self-ControlSelf-Control. Ensures employees . Ensures employees refrain from improper behaviors that refrain from improper behaviors that cause hurt, anger, and frustration in cause hurt, anger, and frustration in others, inappropriate jokes, sexual others, inappropriate jokes, sexual advances, and racial or religious advances, and racial or religious intolerance are unacceptable and intolerance are unacceptable and undermine strong workplaces. undermine strong workplaces.

• FeedbackFeedback.. Employees are provided Employees are provided with the proper feedback for personal with the proper feedback for personal excellence. Employees deserve honest excellence. Employees deserve honest feedback and most will be deeply feedback and most will be deeply appreciative of it. appreciative of it.


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How Values Impact How Values Impact LeadershipLeadership

• Values play a key role in the choices Values play a key role in the choices made by leaders (Curphy,2003; England made by leaders (Curphy,2003; England & Lee, 1974)& Lee, 1974)

• Leaders with strong Commercial values Leaders with strong Commercial values focus on financial results and focus on financial results and shortcomings; those with strong shortcomings; those with strong Aesthetic values are more likely to review Aesthetic values are more likely to review quality indicators. quality indicators.

• Values also affect the solutions generated Values also affect the solutions generated and the decisions made about problems. and the decisions made about problems.


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How Values Impact How Values Impact LeadershipLeadership

• Leaders with a strong Recognition value, Leaders with a strong Recognition value, might likely choose a riskier solution that might likely choose a riskier solution that would thrust them in the spotlight. would thrust them in the spotlight.

• Values often influence a leader’s Values often influence a leader’s perceptions of individual and organizational perceptions of individual and organizational successes as well as the manner in which successes as well as the manner in which these successes are achieved. these successes are achieved.

• Leaders with strong Science values will Leaders with strong Science values will define organizational success differently define organizational success differently than those with strong Power values.than those with strong Power values.


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Leadership & Leadership & Organizational ValuesOrganizational Values

• Just as there are personal values, Just as there are personal values, organizations also have organizational organizations also have organizational values representing the principals by which values representing the principals by which employees get work done and treat other employees get work done and treat other employees, customers, and vendors. employees, customers, and vendors.

• Whether values truly represent operating Whether values truly represent operating principals or so much spin for potential principals or so much spin for potential investors will depend on the degree of investors will depend on the degree of alignment between the organization’s alignment between the organization’s stated values and the collective values of stated values and the collective values of top leadership (Hogan &Hogan, 1996; top leadership (Hogan &Hogan, 1996; Hogan & Curphy, 2004). Hogan & Curphy, 2004).


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Leadership & Leadership & Organizational ValuesOrganizational Values

• Top leadership’s collective values play a Top leadership’s collective values play a significant role in determining significant role in determining organizational culture. organizational culture.

• Research shows that employees with Research shows that employees with values similar to the organization or team values similar to the organization or team are more satisfied and likely to stay; are more satisfied and likely to stay; those with dissimilar values are more likely those with dissimilar values are more likely to leave (Hogan & Hogan, 1996; Hogan & to leave (Hogan & Hogan, 1996; Hogan & Curphy, 2004). Curphy, 2004).

• One reason why leaders fail is due to a One reason why leaders fail is due to a misalignment between personal and misalignment between personal and organizational values. organizational values.


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Leadership & Leadership & Organizational ValuesOrganizational Values• Covey (1990) developed and popularized an Covey (1990) developed and popularized an

approach called principle-centered leadership.approach called principle-centered leadership.• Personal, the first imperative is to be a trustworthy Personal, the first imperative is to be a trustworthy

person that depends on both one’s character and person that depends on both one’s character and competence. competence.

• Leading a high-performing group depends on skills Leading a high-performing group depends on skills such as team building, delegation, communication, such as team building, delegation, communication, negotiation, and self-management. negotiation, and self-management.

• An organization will be most creative and An organization will be most creative and productive when its structure, systems (e.g. productive when its structure, systems (e.g. training, communication, and reward), strategy, training, communication, and reward), strategy, and vision are aligned and mutually supportive. and vision are aligned and mutually supportive. Put differently, certain organizational alignments Put differently, certain organizational alignments are more likely to nurture and reinforce ethical are more likely to nurture and reinforce ethical behavior among its members than others. behavior among its members than others.

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