Fostering Shared Values – Nu Leadership Series

“I am proud of the good news! It is God’s powerful way of saving all people who have faith…”
Romans 1:16

Why are leaders in such a bad situation? Unfortunately, many leaders don’t have a process for value formation although it is critical for organizational synergism. Leaders must set the example by following organizational values in their personal and professional lives.

Twenty-first century organizations can no longer implement value creation in a vacuum. Prahalad and Ramaswamy, authors of The Future of Competition, argue that there is an arrogant management structure in place that cares little for the opinion of others.

Good organizational values start with leadership. Values provide personal guidance in decisions and supply the basic convictions that provide a framework for personal conduct. Values are considered to be the staple and cornerstone for an individual’s moral compass; they carry a judgmental element that tells an individual what is right or wrong.

Values include both content and intensity component. The content component identifies a mode of conduct and its importance while the intensity component how important it is to a person. Organizational values are a key component of its character and signal to followers the organization’s principles.

Therefore, institutional leaders must model the values for credibility sake. The Apostle Paul demonstrated Christian values. Paul viewed his apostleship as honorable, responsible, and prestigious. In Romans 1:16, the Apostle Paul proclaimed: “I am proud of the good news! It is God’s powerful way of saving all people who have faith….” Therefore, shared values come about organizations when leaders convey their core values; leaders model those values, and followers buy into them.

References:

Barclay, W. (1960). The letters to Timothy, Titus, and Philemon. Philadelphia, PA: The Westminister Press.

Prahalad, C.K. & Ramaswamy, V. (2004). The Future of Competition: Co-creating Unique Value with Customers. Boston, MA: Harvard Business School Press.

© 2006 by Daryl D. Green