Value-Based Leadership in Organizations: Balancing Values, Interests, and Power Among Citizens, Workers, and Leaders

Abstract

The purpose of this article is to introduce a model of value-based leadership. The model is based on tensions among values, interests, and power (VIP); and tensions that take place within and among citizens, workers, and leaders (CWL). The VIP-CWL model describes the forces at play in the promotion of value-based practice and formulates recommendations for value-based leadership. The ability to enact certain values is conditioned by power and personal interests of communities, workers, and leaders of organizations. People experience internal conflicts related to VIP as well as external conflicts related to disagreements with the CWL. Value-based practice is predicated on the ability to alleviate these tensions. Leaders have 4 main roles in promoting value-based practice: (a) clarify values, (b) promote personal harmony among VIP, (c) enhance congruence of VIP among CWL, and (d) confront people and groups subverting values or abusing power to promote personal interests.