Advertisement

The Importance of Leadership in Shaping Business Values

  • Joanne B. Ciulla
Chapter

Abstract

Few doubt that leaders play a role, either as founders or promoters of values in organizations. So the more important question is not “Whose values?” but “What values?” Just because a leader has values doesn’t mean that they are good ones. Furthermore, the question is not so much about what a leader values, but what a leader actually does to demonstrate his or her values. This paper is about how leaders translate values into action and actions into enduring organizational values. I first examine how we have come to think about the values of business leaders and success. I also reflect on what theories of leadership say about how leaders influence followers. Then I argue that the language of having values is often inadequate for understanding individual and organizational ethics. Lastly, I look at the leadership of P. Roy Vagelos of Merck & Company to illustrate the how the values of founders and current leaders shape the values of their own organizations, and can shape the values of the industries in which they operate.

Keywords

Leadership Ethic Transformational Leadership Church Attendance Business Leader Servant Leadership 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. Bird, F.B.: The Muted Conscience. Westport, CT 1996.Google Scholar
  2. “The Challenge for America’s rich’”. In: The Economist, 30 May 1998, p.17.Google Scholar
  3. Ciulla, J.B. and Goodpaster, K.E.: Building Trust at Warner Gear. Harvard Business School Case 0-386-0011. The President and Fellows of Harvard College 1985.Google Scholar
  4. Ciulla, J.B.: Leadership Ethics. Mapping the Territory. In: Business Ethics Quarterly, January 1995.Google Scholar
  5. Fleishman, E.A.: The Description of Supervisory Behavior. In: Personnel Psychology, Vol. 37, 1953, pp. 1–6.Google Scholar
  6. Forbes, B.C.: Fact and Comment. In: Forbes 60, October 1 1947, p. 10.Google Scholar
  7. Gardner, H.: Leading Minds. New York 1995.Google Scholar
  8. “God Gets Down to Business”. In: Across the Board. The Conference Board 14(5), May 1988.Google Scholar
  9. Goodpaster, K.E.: The Beliefs of Borg-Warner. Harvard Business Case 9-383-091. The President and Fellows of Harvard College 1983.Google Scholar
  10. Greenleaf, R.: Servant Leadership. New York 1977.Google Scholar
  11. Huber, R.W.: The American idea of success. New York 1971.Google Scholar
  12. Moore, B.V.: The May Conference on Leadership. In: Personnel Journal, Vol 6, 1927.Google Scholar
  13. Murphy, P.E.: 80 Exemplary Ethics Statements. Notre Dame, IN 1998.Google Scholar
  14. Novak, M.: Business as a Calling. New York 1996.Google Scholar
  15. Nanus, B.: Visionary Leadership. San Francisco 1992.Google Scholar
  16. “Philanthropy in America”. In: The Economist, 30 May 1998, pp. 23–25.Google Scholar
  17. Rost, J.: Leadership for the Twenty-First Century. New York 1991.Google Scholar
  18. Useem, M.: The Leadership Moment. New York 1998.Google Scholar
  19. Yukl, G.: Leadership in Organizations, 2nd ed. Englewood Cliffs, NJ 1989.Google Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2007

Authors and Affiliations

  • Joanne B. Ciulla
    • 1
  1. 1.Jepson School of Leadership StudiesUniversity of RichmondCanada

Personalised recommendations