Leadership is a difficult term to define but based on the argument by (Dinh, 2014), leadership is having the ability to motivate an individual or a group of persons with aim of attaining a set of objectives. Such a definition may be accepted or discarded by others because they tend to have a different explanation of what leadership means to them. Additionally, leadership could also be perceives as holding a high ranking position in a group where you one exercises influence on a certain group. Hence, as a leader one is set at a center position in a group with power to structure, keep the group together, infuse the group and ensure the group has attained its full momentum (Jehn, 2015). Therefore, leadership in any group or organization involves the influence process. Therefore, when one becomes a leader he or she is in a position to shape, control regulate and change the attitudes that exists in the group. Some leaders may be able to effectively play their role, others may be willing to cooperate and commit to the followers. Therefore, as a leader you need to have adequate knowledge, information, experience and commitment to make your group or organization effective.
Based on the above discussion leadership is about influence and natural gifts used in developing and demonstrating excellent leadership qualities. On the other hand, values tend to be fundamental block which build character in a unique manner. For most parts, value tend to involve the interaction between people, hence they are the internal rules which tell us how to treat ourselves and others. According to (Northouse, 2012) in his literature review, he perceives there exists five values namely (1) beliefs (2) guide evaluation on behaviors (3) remaining stable across time and context (4) reliability to desirable behavior (5) relating to desirable behavior. On the other hand, John (2010) perceives that in value based leadership there exists three levels of values (1) low value which are common habits such as productivity and results orientation (2) middle values which are best practices such as teamwork and innovation and (3) high values which include integrity and courage (Copeland, 2014). Therefore, for a value based leader he should have high value which permeate the decisions that results to positive benefits for the group, organization and community. Still, they require strong middle and low values which tend to allow them to serve with utmost excellence. Therefore, true leadership based on value leadership creates and leads value driven firms which energize, organize and equip an organization to achieve powerful goals.
Based on the above explanation, we can now look the advantages that emerge when there is value based leadership in a rule based organization. First, there is the advantage of diversity in an organization (Pearce et al, 2008). Hence, this means that respect will exist between different stakeholders in in organization such as the team member, customers and communities. In our case study, we could pertain that by earning mutual respect on leaders the enabled the teams in attaining their set goals. For the recruits through value based leadership and diversity this was the chance of taking advantage of learning new perspective and skills from their leaders. Additionally, value leadership was also significant since it promoted diversity support among team members. Leverage diversity was also considered to a competitive advantage for them during the training.
Value based leadership also provides some form of leadership and personal accountability. In pertinence to the case study provided we observe for the attainment of the set objectives every team member contribution serves as factor which assists in attaining the organizations goals (Bass, 2009). Therefore, each member or leader in any group was supposed to lead by example, it was also vital to make decisions considering other team members this created some form of harmony, caring about each other is also a key factor and taking prudent risk for the success of a group. Hence, this shows value based leadership in any rule based organization tends to create some harmony in a group, since group members and leaders always consider each other.
For any group or organization having value based leadership, it means that leaders have a balance of perspective. Balance based on leadership is the capability to observe situations in different dimensions and perspectives so as to gain further understanding of the emerging situation (Uhl-Bien, 2006). Hence, for a balanced leader he tends to consider all sides and opinion with an open mind. In our case, we observe that Wolfenbarger was mandated the duty of increasing responsibility and influence within AFMC and its predecessor command, Air force System Command. To prove his ability to balance the situation, he managed key weapons such as the bomber aircraft and c-17 transport aircraft. By engaging in this experience, he perceives that this was a pivot for his career as it gave him the chance of being accountable of tens of billions of dollars and led several hundreds. Hence, his value based capability of balancing these two enabled him in managing these command responsibility.
Value based leadership also tends to raise one’s leadership perspective (Parkay et al, 2014). Value based leadership tends to provide effective leadership where we focus on vision and value existing in an organization. Additionally, it enables leaders in aligning themselves with corporate action of company’s values (Uhl-Bien et al, 2007). Hence, this tends to have a positive impact in an organizations or group. Looking at our case study, Wolfenbarger liked saying that she grew up in the command and this has led to his familiarity with Air Force acquisitions. She has also been attain things which weren’t achieved by others. She has also been able to develop some control which ensures that others follow the military standard process ensuring the level of success is high despite things that aren’t controllable. Additionally, Wolfenbarger states that she wanted to treat people the same way she would like to be treated. Hence, possessing value based leadership was vital because it enable her use different methods of training people so as to reach the set objectives. Wolfenbarger continues to state that she has learnt attained leadership attributes that she wanted to emulate.
Based on the case study provided its evident that value based leadership tends to unlock potential and potential of those surrounding you. Antonakis et al (2003) perceives that when we align our vision with engagement, production and ability we are likely to reach our desired goals. Additionally, as a leader it tends to unlock your capability and those who surround you. It also tends to create the link which creates the culture of creativity and innovation. Drawing an analysis from our case study, Wolfenbarger and her team were able to eliminate 12 center’s which comprised of AFMC. She develops a statement that those who grew in the business were able to grow better structure. We also observe the congress accepting their proposal set by her team. This meant that as a leader she was able to achieve a lot similar to some of his subordinates.
Possession of value based leadership character tends to create a conscious manager where one understands the organizations value (Cameron et al, 2014). Here, to effectively attain this aspect you need to embody your value such that you establish, articulate, and enforce the value which assist in attaining the organization values (Avolio, 2007). Drawing analysis from our case study, Wolfenbarger rethinks congress role in the reorganization. She tends to plan change with the understanding of the stakeholders. Hence, she tends to plan, stay informed and transparent when making an important decision about the organization.
In conclusion, it’s evident that value based leadership is a critical leadership aspect. This is because it tends to provide employees and leaders to connect with the organizational goals. In addition, leaders and employees personal value tend to interact in this form of leadership. The method in which they connect is helpful such that they become strongly bonded with the organization and it pertained mission. From our case study, we could demonstrate that there is integrity emerging when values based leadership is possessed by a leader. Recording in designs and delivery is also delivered in a creative way such that it allows effective leadership and teamwork.
References
Cameron, K. S., Quinn, R. E., DeGraff, J., & Thakor, A. V. (2014). Competing values leadership. Edward Elgar Publishing.
Parkay, F. W., Anctil, E. J., & Hass, G. (2014). Curriculum leadership: Readings for developing quality educational programs. Prentice Hall.
Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C., & Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. The Leadership Quarterly, 25(1), 36-62.
Copeland, M. K. (2014). The emerging significance of values based leadership: a literature review. International journal of leadership studies, 8(2), 105-135.
Jehn, K. A. (2015). Enhancing effectiveness: An investigation of advantages and disadvantages of value-based intragroup conflict. International journal of conflict management, 5(3), 223-238.
Northouse, P. G. (2012). Leadership: Theory and practice. Sage.
Pearce, C. L., Conger, J. A., & Locke, E. A. (2008). Shared leadership theory. The Leadership Quarterly, 19(5), 622-628.
Bass, B. M., & Bass, R. (2009). The Bass handbook of leadership: Theory, research, and managerial applications. Simon and Schuster.
Uhl-Bien, M. (2006). Relational leadership theory: Exploring the social processes of leadership and organizing. The leadership quarterly, 17(6), 654-676.
Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era. The leadership quarterly, 18(4), 298-318.
Antonakis, J., Avolio, B. J., & Sivasubramaniam, N. (2003). Context and leadership: An examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire. The leadership quarterly, 14(3), 261-295.
Avolio, B. J. (2007). Promoting more integrative strategies for leadership theory- building. American Psychologist, 62(1), 25.
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