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Organizational core values: Goals or Corporate bullshit? A study of leadership and values

Haglid, Rebecca; Haune, Monica and Jern, Stefan LU (2007) The XIIIth European Congress of Work and Organizational Psychology
Abstract
Purpose : to gain knowledge on how managers experience organizational core values, and to explore how the managers look upon the significance of such values in relation to their leadership.



Theoretical framework : organisational culture (Schein) and action theory (Argyris & Schön). Regarding values, social influence and theories on motivation, studies by Rokeach , Sheldon and Elliot. Theory of transformational leadership (Bass), communicative strategy (Trollestad) and theories of change according to social systems theory.



Method: eight semi structured interviews were conducted with managers at different hierarchal levels. The study is qualitative and hermeneutic and the obtained data were analysed... (More)
Purpose : to gain knowledge on how managers experience organizational core values, and to explore how the managers look upon the significance of such values in relation to their leadership.



Theoretical framework : organisational culture (Schein) and action theory (Argyris & Schön). Regarding values, social influence and theories on motivation, studies by Rokeach , Sheldon and Elliot. Theory of transformational leadership (Bass), communicative strategy (Trollestad) and theories of change according to social systems theory.



Method: eight semi structured interviews were conducted with managers at different hierarchal levels. The study is qualitative and hermeneutic and the obtained data were analysed thematically.



Results: the managers regard the organizational core values as universal and generally accepted. They consider that values are mainly communicated through action. Regarding the function of the organizational core values, responses vary and are conflicting, within and between the managers. The managers generally consider that their own, individual values to a high extent guide their work behaviour. It was found that the managers experience that the values lived up to in the organisation are not always consistent with the espoused organisational values. The managers look upon the concept of values as hard to grasp, and requests joint discussions on all organizational levels regarding values and value based work and management.



The results suggest that there is reason to investigate the possibly unfounded faith in value based management further. If organisations strive for a leadership system governed by values it seems to be of importance to approach this with a communicative strategy in order to increase participation and commitment of those involved. From a salutogenic perspective, this may also contribute to a sense of meaningfulness and selfconcordance at work, which are considered contributing factors to individual well being and mental health. (Less)
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author
organization
publishing date
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Contribution to conference
publication status
published
subject
keywords
organizational values, organization, values, leadership
conference name
The XIIIth European Congress of Work and Organizational Psychology
language
English
LU publication?
yes
id
f2a3413e-5d5e-488c-80c9-10cdbc991ff0 (old id 806916)
date added to LUP
2008-01-02 13:27:06
date last changed
2016-04-16 10:58:17
@misc{f2a3413e-5d5e-488c-80c9-10cdbc991ff0,
  abstract     = {Purpose : to gain knowledge on how managers experience organizational core values, and to explore how the managers look upon the significance of such values in relation to their leadership. <br/><br>
<br/><br>
Theoretical framework : organisational culture (Schein) and action theory (Argyris &amp; Schön). Regarding values, social influence and theories on motivation, studies by Rokeach , Sheldon and Elliot. Theory of transformational leadership (Bass), communicative strategy (Trollestad) and theories of change according to social systems theory.<br/><br>
<br/><br>
Method: eight semi structured interviews were conducted with managers at different hierarchal levels. The study is qualitative and hermeneutic and the obtained data were analysed thematically.<br/><br>
<br/><br>
Results: the managers regard the organizational core values as universal and generally accepted. They consider that values are mainly communicated through action. Regarding the function of the organizational core values, responses vary and are conflicting, within and between the managers. The managers generally consider that their own, individual values to a high extent guide their work behaviour. It was found that the managers experience that the values lived up to in the organisation are not always consistent with the espoused organisational values. The managers look upon the concept of values as hard to grasp, and requests joint discussions on all organizational levels regarding values and value based work and management. <br/><br>
<br/><br>
The results suggest that there is reason to investigate the possibly unfounded faith in value based management further. If organisations strive for a leadership system governed by values it seems to be of importance to approach this with a communicative strategy in order to increase participation and commitment of those involved. From a salutogenic perspective, this may also contribute to a sense of meaningfulness and selfconcordance at work, which are considered contributing factors to individual well being and mental health.},
  author       = {Haglid, Rebecca and Haune, Monica and Jern, Stefan},
  keyword      = {organizational values,organization,values,leadership},
  language     = {eng},
  title        = {Organizational core values: Goals or Corporate bullshit? A study of leadership and values},
  year         = {2007},
}