To Complete Select One Value From Each Of The Four Levels Of The Roke
To complete select one value from each of the four levels of the "Rokeach Values Survey" or the "Core Values" resource that will provide the foundation of your model. You may utilize the template provided in the "Creating a Personal Model of Leadership" resource to visually organize your ideas in table form. The table will not be submitted as part of the assignment but can be utilized as a tool. In 1,000 words, discuss the following: Identify one value that represents each of the four levels: individual, interpersonal, organizational, and societal. The leadership behaviors and actions that result from the selected values. The meaning and purpose for the selected values. All content sections of your assignment should have supporting citations to strengthen your claims. Include at least one in-text citation and at least one reference Core Values (gcumedia.com)
Paper For Above instruction
Understanding the hierarchy of values and their influence on leadership behavior is crucial for developing an authentic leadership style. The Rokeach Values Survey, developed by social psychologist Milton Rokeach, delineates values into four levels: individual, interpersonal, organizational, and societal. Selecting representative values from each level provides insights into how personal beliefs translate into actions within various contexts of leadership.
Individual Level: Personal Integrity
At the individual level, the value of integrity is fundamental. Integrity involves honesty, consistency, and adherence to moral principles, which serve as the foundation for personal conduct and decision-making (Loe et al., 2000). A leader who values integrity demonstrates trustworthiness, accountability, and a commitment to ethical standards. Such leaders are likely to foster an environment of transparency and authenticity, which are essential for inspiring confidence among followers. Leadership behaviors stemming from integrity include honest communication, moral courage in difficult situations, and a refusal to compromise principles for short-term gains (Schwartz, 2012). The purpose of embracing integrity as a core value is to develop self-respect and to set a moral example that guides others toward ethical behavior.
Interpersonal Level: Respect
Respect, as a core interpersonal value, emphasizes recognizing the inherent dignity and worth of others. It encourages leaders to treat team members with fairness, empathy, and consideration (Miller & Rice, 2010).
Leaders who prioritize respect create inclusive environments where diverse perspectives are valued, leading to increased collaboration and morale. Such leaders exhibit behaviors including active listening, acknowledging others’ contributions, and providing constructive feedback (Brown & Treviño, 2006). The underlying purpose of respect is to foster mutual trust and understanding, which are vital for effective interpersonal relationships and team cohesion in leadership roles. Respect not only enhances workplace harmony but also encourages followers to emulate similar behaviors, strengthening organizational culture.
Organizational Level: Innovation
At the organizational level, innovation involves valuing creativity, openness to change, and continuous improvement. Leaders who endorse innovation aim to adapt to evolving environments and to seek novel solutions to complex problems (Janssen & Van Yperen, 2004). Leadership behaviors associated with innovation include encouraging experimentation, supporting risk-taking, and fostering a learning culture. The purpose of emphasizing innovation is to secure the organization's competitive advantage and to promote sustainability through adaptability and agility. Leaders who champion innovation motivate teams to think outside the box, challenge the status quo, and embrace change as opportunities for growth (Tushman & O'Reilly, 1996).
Societal Level: Justice
On the societal level, justice reflects a commitment to fairness, equity, and social responsibility. Leaders who value justice work toward creating equitable policies and ensuring that organizational practices uphold ethical standards and social justice principles (Rawls, 1971). Leadership behaviors include advocating for fair treatment, transparency in decision-making, and addressing inequalities within the community or society at large. The purpose of valuing justice is to promote social cohesion and to contribute to societal well-being, recognizing the broader impact of leadership actions beyond organizational boundaries (Brown, 2000). Such leaders often serve as catalysts for social change, inspiring others to pursue equity and fairness in their spheres of influence.
Conclusion
In summary, selecting core values at each level—integrity at the individual, respect at the interpersonal, innovation at the organizational, and justice at the societal—provides a comprehensive foundation for effective ethical leadership. These values influence behaviors that foster trust, inclusivity, adaptability, and social responsibility, which are essential attributes for leaders in today’s complex world. Embedding these
values into leadership practice enhances personal credibility, strengthens team cohesion, drives organizational growth, and contributes to societal progress. As evidenced by scholarly literature, aligning personal values with leadership actions creates authentic leaders who can inspire positive change across multiple levels of influence (Ciulla, 2004; Kouzes & Posner, 2017).
References
Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions.
The Leadership Quarterly, 17 (6), 595-616.
Brown, R. (2000). Justice and social inclusion: Principles and practice.
Journal of Social Issues, 56 (2), 229-245.
Janssen, O., & Van Yperen, N. W. (2004). Employees’ goal orientations, the quality of leader-member exchange, and the outcomes of job performance and job satisfaction.
Academy of Management Journal, 47 (3), 368-384.
Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations. Wiley.
Loe, T. W., Ferrell, L., Mansfield, P., & Mason, D. (2000). Codes of ethics and sales behavior: An empirical test of the ethical climate.
Journal of Business Ethics, 23 (3), 229-242.
Miller, D., & Rice, P. (2010). Forms of Organizational Control (2nd ed.). Routledge.
Rawls, J. (1971). A Theory of Justice. Harvard University Press.
Schwartz, M. S. (2012). An Overview of the Schwartz Theory of Basic Values.
Online Readings in Psychology and Culture, 2
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Tushman, M. L., & O'Reilly, C. A. (1996). Ambidextrous organizations: Managing evolutionary and revolutionary change.
California Management Review, 38 (4), 8-30.
Creating a Personal Model of Leadership. (n.d.). GCU Media. https://gcumedia.com