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Matakuliah
Tahun
: L0244 – Psikologi Kepemimpinan
: 2010
Leadership and Values
Pertemuan 11 & 12
Introduction
• Personal values may be one of the most important
determinants of how power is exercised or
constrained.
• Mere possession of power leads to ethical
questions about usage of power.
• The challenge of leadership becomes complex in a
diverse and global environment.
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Leadership and “Doing the Right Things”
• Leaders face dilemmas that require choices between
competing sets of values and priorities.
• Leaders set a moral example that becomes the model for an
entire group or organization.
• Leaders should internalize a strong set of ethics, principles
of right conduct, or a system of moral values.
• Good leaders tend to align the values of their followers with
those of the organization or movement.
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Leadership and “Doing the Right
Things” (continued)
• Four qualities of leadership that engenders trust:
– Vision
– Empathy
– Consistency
– Integrity
• Two contrasting sets of assumptions people make about human
nature:
– Theory X
• Reflects that most people need extrinsic motivation.
– Theory Y
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• Reflects that most people are intrinsically motivated.
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What Are Values?
• Values: “Constructs representing generalized behaviors
or states of affairs that are considered by the individual
to be important.”
• They play a fairly central role in one’s overall
psychological makeup.
– They can affect behavior in a variety of situations.
• Individuals in the same work unit can have considerably
different values.
• We can only make inferences about people’s values
based on their behavior.
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People Vary in the Relative Importance They
Place on Values
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Are there Generational Differences in Values?
• Pervasive influences of broad forces at a particular time tend
to create common value systems.
– This may contribute to misunderstandings and tension
between older leaders and younger followers.
• Each generation is molded by distinctive experiences at their
critical developmental periods:
–
–
–
–
The Veterans (1922–1943)
The Baby Boomers (1942–1960)
The Gen Xers (1960–1980)
The Nexters (1980–)
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Are there Generational
Differences in Values? (continued)
• Research has also found that there is little evidence
of a generation gap in basic values.
• Research has also identified certain recurring
generational archetypes:
–
–
–
–
Prophet generations
Nomad generations
Hero generations
Artist generations
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Moral Reasoning
• An important consideration is how one thinks about valueladen issues or ethical dilemmas.
• Moral reasoning: Process leaders use to make decisions
about ethical and unethical behaviors.
– Manner by which leaders solve moral problems.
• Value differences often result in different judgments
regarding ethical and unethical behavior.
• Kohlberg offers that although the development of moral
reasoning is invariant, not all individuals actually achieve the
highest stages.
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Developmental Levels and Stages of Moral Reasoning
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How Values Impact Leadership
• Values are primary determinants in what data are
reviewed and how leaders define problems.
• Values affect the solutions generated and the decisions
made about problems.
• Values often influence a leader’s perceptions of
individual and organizational successes and the manner
in which they are achieved.
• Values help leaders choose right from wrong, and
between ethical and unethical behavior.
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How Values Impact Leadership (continued)
• Leaders tend to like followers with similar values
and dislike those with dissimilar values.
• Leaders must surround themselves with followers
who possess divergent values.
• Leaders are motivated to act in ways consistent with
their values.
– They typically spend most of their time engaged in
activities that are consistent with their values.
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Key Work Values
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Leadership Values Profile
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Leadership and Organizational Values
• Organizational values: Represent the principals by which
employees are to get work done and treat other employees,
customers, and vendors.
• Organizational culture is affected by top leadership’s
collective values.
• Related to the notion of culture and climate is the employee
“fit.”
• Values are often a key factor in conflict, especially when
choices represent values in opposition.
• Leader must set a personal example of values-based
leadership.
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Leadership and Organizational Values
(continued)
• Ethical behavior within (or by) an organization is not only the sum of
collective moralities of its members.
• Cove has developed and popularized an approach called principlecentered leadership.
• Unique roles of each level of interdependency:
– Personal, interpersonal
– Managerial, organizational
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Positive Forms of Leadership
• Authentic leadership: Grounded on “to thine own self be
true.”
• It has gained momentum because of these beliefs:
– Enhancing self-awareness.
– Promoting transparency and openness.
– Fostering more inclusive structures and practices.
• Servant leadership: Leader’s role is to serve others.
– Subject to criticism for its tendency to suggest that serving
others is an end in itself.
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When Good People Do Bad Things
• Ways people with firm moral principles may behave badly without feeling
guilt or remorse:
– Moral justification
– Euphemistic labeling
– Advantageous comparison
– Displacement of responsibility
– Diffusion of responsibility
– Disregard or distortion of consequences
– Dehumanization
– Attribution of blame
• Darley offers that ethical problems are almost inherent in systems that
measure performance.
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What is Culture?
• Culture: Those learned behaviors characterizing the total way
of life of members within any given society.
• The most salient aspect of any culture typically involves
behavior.
• Distinctive actions, mannerisms, and gestures characteristic of
a culture.
• Business leaders must become aware and respectful of
cultural differences and cultural perspectives.
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A Framework for Understanding
Cultural Differences
• Seven fundamental dilemmas that people of all cultures
face:
–
–
–
–
–
–
–
Source of Identity: Individual – Collective
Goals and Means of Achievement: Tough – Tender
Orientation to Authority: Equal – Unequal
Response to Ambiguity: Dynamic – Stable
Means of Knowledge Acquisition: Active – Reflective
Perspective on Time: Scarce – Plentiful
Outlook on Life: Doing – Being
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Leader Attributes and Behaviors Universally
Viewed as Positive and Negative
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Examples of Leader Behaviors and
Attributes That Are Culturally Contingent
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Implications of Leadership Practitioners
• Leaders should expect to face a variety of challenges to
their own system of ethics, values, or attitudes.
• Interacting with individuals and groups holding
divergent and conflicting values is inevitable.
• Leaders particularly have a responsibility not to let
their personal values interfere with professional
leader-subordinate relationships.
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Summary
• Values are constructs that represent general sets of
behavior or states of affairs that individuals consider to
be important.
• They are a central part of a leader’s psychological
makeup.
• They impact leadership through cultural contexts.
– Various attributes and behaviors are regarded either positively
or negatively.
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Reference
•
Hughes., Ginnett., & Curpy. (2009). Leadership: Enhancing
The Lesson of Experience. 6 eds. McGraw-Hill. Boston.
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