Assignment Task
Introduction
This paper’s research question centers around Value-Based leadership and its benefits. This specific work asks the question: When does value-based leadership benefit teams the most? Over the past several decades, this area of research, Value-based leadership, has expanded due to practical need and scholarly inquisitiveness. Establishing, enhancing, and sustaining quality leadership, teamwork, and organizational effectiveness seems to be a ubiquitous pursuit worldwide. This work serves to further the ongoing conversation and specifically uncover conditions where the contributions of Value-Based Leadership (VBL) are the strongest.
The landscape of enterprise is constantly being shaped and reshaped. Industry leaders routinely go through seismic shifts as technological advances, social norms, and new generations enter the workforce. Recognizing when an environment requires VBL and understanding how to implement then sustain the strategy will equip leaders in every discipline with valuable knowledge. The reasons listed above make this article timely, practical, and relevant.
Textbook Summary
We start this investigation with contributions from Levi and Askay (2020). They introduce leadership and allude to the body of theory known as VBL. They initially paint leadership with broad strokes to illustrate a vague definition, which includes management; however, the text is quick to differentiate them. Levi and Askay’s definition of leadership hinges on influence methodology and this is where we find a subtle reference to VBL. Leaders whose influence methodology is transactional, categorized by leveraging harsh-power resources in exchange for compliance, are considered managers. The authors contrast this style of influence with effective leadership, otherwise known as Transformational Leadership. This philosophy is the essence of VBL in the sense that all subsequent theories are kinds of Transformational Leadership (TL) differing in emphasis while retaining core conceptualizations. The methodology driving this strategy draws upon personal or soft sources of power to influence and gain followership (Levi & Askey, 2020). The text goes on to describe tools unique to VBL such as communicating shared vision, fostering team pride, intellectually stimulating teams and motivating followers to create acceptance to group goals.
At first glance, these characteristics appear to be stereotypic organizational development items and that’s because the rules for building a great company generally don’t change; however, as we’ll soon discover, without the presence of a moral dimension, leaders deviate or exploit these signposts, at the expense of others, for personal gain. It’s because of this phenomenon that VBL gained traction and why Levi & Askey (2020) ultimately say “Transformational Leadership is suited for situations that require change”.
To be sure, VBL encompasses several kinds of leadership theories. The focus of his work is to uncover the unique conditions where VBL, as a whole, is found to be most effective. Specifically, this work will explore the context in which Ethical, Authentic, Transformational, and Servant Leadership were implanted and the results that were produced. Special treatment is shown to Ethical, Authentic and Transformational Leadership given the abundance of perspectives.