Leaders Instill Shared Values

The author cannot emphasize enough the importance of alignment between individual and organizational values. Kouzes and Posner (1997) made an excellent point about the increased effectiveness of this alignment. The author worked for a few years with an executive leader who did not share the same values, which was a frustrating waste of time. Overall, this difference in values was one of the main reasons that the initial business plan was not entirely successful and the second venture struggled. Shared values among business leaders are very important because they serve as standing orders, so to speak. When the team members or entire organization wonders how it should react to a new situation, they always refer to their perception of shared values for guidance.

For example, General George S. Patton, Jr. dictated this standing tactical order: “To so use the means at hand to inflict the maximum about of wounds, death, and destruction on the enemy in the minimum amount of time.” In many ways this single order summed Patton’s general approach to warfare and provided direction and values that must have been shared and understood by all his officers. Therefore, the same principles can be seen in other organizational contexts: values shared by all are wholly efficacious.

Specifically, the presence of shared values in an organization results in following byproducts (Kouzes & Posner, 1997):

• A. Strong feelings of member effectiveness
• B. Members are more loyal to the organization
• C. Consensus regarding key organizational goals androles of stakeholders in those goals.
• D. Ethical behavior is encouraged.
• E. Strong norms about working hard and caring about quality are encouraged.
• F. Jobs stress and tension are reduced.
• G. Organizational pride is fostered.
• H. Job performance expectancy.
• I. Feelings of belonging, cohesiveness, and cooperation are advanced.

Reference

Kouzes, J.M., & Posner, B.Z. (1997). The leadership challenge (2nd ed.). San Francisco, CA: Jossey-Bass.