I. Prilleltensky, Value-based leadership in organizations: Balancing values, interests, and power among citizens, workers, and leaders, ETHIC BEHAV, 10(2), 2000, pp. 139-158
The purpose of this article is to introduce a model of value-based leadersh
ip. The model is based on tensions among values, interests, and power (VIP)
; and tensions that take place within and among citizens, workers, and lead
ers (CWL). The VIP-CWL model describes the forces at play in the promotion
of value-based practice and formulates recommendations for value-based lead
ership. The ability to enact certain values is conditioned by power and per
sonal interests of communities, workers, and leaders of organizations. Peop
le experience internal conflicts related to VIP as well as external conflic
ts related to disagreements with the CWL. Value-based practice is predicate
d on the ability to alleviate these tensions. Leaders have 4 main roles in
promoting value-based practice: (a) clarify values, (b) promote personal ha
rmony among VIP, (c) enhance congruence of VIP among CWL, and (d) confront
people and groups subverting values or abusing power to promote personal in
terests.