James Kouzes and Barry Posner have done extensive research with leaders and carefully examined the relationship between personal and organizational values. In many situations when individual effectiveness is sub-par and organizational productivity is suffering, it could be because of the energy that goes into figuring out and coping with competing or incompatible values.

Of course it takes self-awareness and reflection for an individual to be in touch with their needs, interests, beliefs, and dreams – all things that indicate the values that an individual holds most highly; and then there is another level of awareness and reflection about the needs, interests, mission, and vision of the organization – about its values. When there is significant matching or overlap between the two, it’s possible for people to act together in strong concert with one another to accomplish great things. Think of the love of music and appreciation of hard work and diligence that the individual members of a symphony orchestra have that when also shared by its Board of Directors, supporters, conductor, and public relations team creates an unbelievably moving and superb concert attended by a record audience.

Kouzes and Posner’s studies show that shared values

• Foster strong feelings of personal effectiveness
• Promote high levels of loyalty to the organization
• Facilitate consensus about key organizational goals and the organization’s stakeholders
• Encourage ethical behavior
• Promote strong norms about working hard and caring
• Reduce levels of job stress and tension
• Foster pride in the organization
• Facilitate understanding about job expectations
• Foster teamwork and esprit de corps

If there are indications that people are “drifting,” just “collecting a paycheck” or a “line on a resume,” or confused and even frustrated about how they should be operating, it could be that there are conflicted or competing values. A common conflict occurs between the value an individual may place on family obligations and an organization that values people willing to work extra and long hours without acknowledging the value of time spent with family. Values conflicts that may be less obvious because they don’t involve the measurable output of hours “on the job” versus “family time,” but cause equally great personal and organizational issues, might be related to innovation versus security and comfort or competence with existing products or procedures.

Leaders need to acknowledge and advocate values that are important to the individuals in the group if they expect to mobilize and motivate them, and they need to be able to communicate and build consensus about the values and principles that are essential for organizational success. Only then can people reflect on beliefs and ideals they share with the organization so that a real community can develop where people feel respected and appreciated for what they hold valuable and important as well as for what they contribute.

Source: Kouzes, James M., and Barry Z. Posner. “Seven Lessons for Leading the Voyage to the Future.” The Leader of the Future, Frances Hesselbein, Marshall Goldsmith, Richard Beckhard, editors. San Francisco: Jossey-Bass, 1996. Pp. 99-110.

[Monika Byrd, July 2007]

Questions or Comments about Phi Theta Kappa Leadership Briefs may be directed to Monika Byrd, Director of Leadership Development Programs.