Slide 1Leadership and ValuesIntroductionLeadership and “Doing the Right Things”Leadership and “Doing the Right Things” (continued)What Are Values?Are there Generational Differences in Values?Recognized GenerationsAre there Generational Differences in Values? (continued)Moral ReasoningKohlberg’s Moral Development LevelsDevelopmental Levels and Stages of Moral ReasoningHow Values Impact LeadershipHow Values Impact Leadership (continued)Key Work ValuesLeadership Values ProfileLeadership and Organizational ValuesLeadership and Organizational Values (continued)Positive Forms of LeadershipWhen Good People Do Bad ThingsWhat is Culture?A Framework for Understanding Cultural DifferencesLeader Attributes and Behaviors Universally Viewed as Positive and NegativeExamples of Leader Behaviors and Attributes That Are Culturally ContingentImplications of Leadership PractitionersSummary6-11-2McGraw-Hill/Irwin copyright © 2009 by The McGraw-Hill Companies, inc. All Rights ReservedLeadership and Values“Leadership cannot just go along to get along… Leadership must meet the moral challenge of the day.”~Jesse JacksonChapterChapter66666-3Introduction•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.6-4Leadership 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.6-5Leadership 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•Reflects that most people are intrinsically motivated.6-6What Are Values?•Values: “Constructs representing generalized behaviors or states of affairs that are considered by the individual to be important.”–“beliefs of a person or social group in which they have an emotional investment (either for or against something)” -WordReference.com English Dictionary •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.6-7Are 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–)6-8Recognized Generations•Veterans: Generational group that came of age in the Great Depression and World War II—represent a wealth of lore and wisdom and have been the stabilizing force in organizations.•Baby Boomers: Generational group of postwar babies that came of age in times of violent social protests, lifestyle experimentation, and pervasive questioning of establishment values; this group is beginning to gray, but they still have a lot of passion and commitment for work; they want to create a level playing field for all, but they hold too many meetings for GenXers.•GenXers: Generational group who grew up during the Watergate scandal, energy crisis, higher divorce rates, MTV, and corporate downsizing; tend to be technologically savvy, independent, and skeptical of institutions and hierarchy; entrepreneurial and embrace change and are not much for job security—they are loyal to a vocation more than an organization; more likely than previous generations to seek balance in their lives.•Nexters: Generational group that was born in 1980 or later (current college students) and making significant generalizations is risky this early in the generational development; however, they generally share an optimism based on how their parents raised them and they tend to doubt the wisdom of traditional racial and sexual categorizing.6-9Are 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 - Born after a great war or other crisis when there is rejuvenated community life and consensus around a new societal order. –Nomad generations - Born during a cultural renewal, when social idealism and spiritual agendas among the young foster a revolt against the established institutional order. –Hero generations - Born after a spiritual awakening, leading to a time of individual pragmatism, self-reliance, laissez-faire, and national (or sectional or ethnic) chauvinism. –Artist generations - Born during a great war or other crisis, when worldly dangers force a relatively simple focus on essentials, and public consensus and personal sacrifice prevail.6-10Moral Reasoning•An important consideration is how one thinks about value-laden 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.6-11Kohlberg’s Moral Development Levels•Moral reasoning refers to the process leaders use to make determinations about ethical and unethical behavior. –Pre-conventional level, is based on decision making that is in the individual’s self-interest (i.e., avoiding punishment or receiving rewards).–Conventional level, is characterized by decision making that gains others’ approval or is in line with