Value-based leadership in organizations: Balancing values, interests, and power among citizens, workers, and leaders

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.