Scott Lichtenstein, in his article “The Role of Values in Leadership: How Leaders’ Values Shape Value Creation,” reinforces that thought when he says, “The values of the leaders influence decision-making processes and eventually mold the culture and values of the organizations” (Lichtenstein, 2012, p. 2). This quote has been a sort of reflection for me on what values mean in my life. Through my experiences, I have realized that the values passed on by my family and mentors have played a major role in my decision-making processes, both academically and interpersonally. For example, the importance of integrity has led me to be truthful with others; thus, people develop trust in me.
In the broader perspective, Lichtenstein’s views remind me of the debates taking place in the world regarding corporate leadership. Examples of high-profile cases showing how the implementation of weak values leads to resounding disasters abound, including the destruction of major corporations through illegal unethical practices. When leaders choose to put profit before integrity, they harm not only their organizations but also the communities they serve. This also somewhat resembles the article, where strong-value leaders create an environment that nurtures good ethics and social responsibility.
While the article offers insight into some of the very positive results of value-led leadership, reality often shows a more nuanced picture. Where many leaders may espouse values, few consistently live them, engendering skepticism in employees and stakeholders. This inconsistency undercuts positive benefits of value-based leadership that are clearly and positively correlated in Lichtenstein’s analysis.