James Weber examines in “Identifying and Assessing Managerial Value Orientations,” how management values have evolved over time, emphasizing in middle-level and top managers the change from competence-based values to moral-based values. ” Values are what make people who they are,” Hegel stated. They influence the decisions individuals make, the people they believe, the messages they pay attention to, and their time and energy expenditure. Changes in the environment, organizations, and society are driving moral concerns to take front stage in importance. Thinking of the book Leadership in Turbulent Times by Doris Kearns Goodwin, Weber’s speech inspires Past leaders in that book had to weigh strategic goals against moral responsibilities. Goodwin’s leaders displayed a growing moral orientation, much as those of Weber’s managers. This fit the demands of society for moral leadership at pivotal junctures. Weber’s studies complement reality as it is, including corporate social responsibility (CSR). Managers seem to regard morals more as businesses deal with ethical problems and growing public awareness. Values, according to Weber, define ethical environments and business culture. Two such are sustainability projects and the Sarbanes-Oxley Act. This study reveals how professional responsibilities and personal values are evolving with time, therefore indicating a greater cultural movement toward ethics in leadership. Knowing these influences will enable managers to decide more wisely on how to satisfy the demands of society and the company going forward.