Values-Based Leadership - Coursework Example

Business Ethics This paper provides a detailed report of the findings from a detailed evaluation of two articles from the issue of The Journal of Values Based Leadership Vol. V, Issue II, summer/ fall 2002. This evaluation aims to highlight the personal/business values utilized or advocated by the authors or business entities discussed in the articles. The report will also include a detailed analysis of how to incorporate those personal/business values in civil engineering and engineering management. The first article to be considered is entitled “Value Shifts: Redefining ‘Leadership’ A Narrative” by Hester, Joseph. In this article, the author argues that the term ‘values’ has undergone various transformations in the 20th and 21st centuries thus becoming broad and meaningless (Hester 11). Throughout the 21st century, there was a lot of emphasis on relativism of truth by the post modernists; this gave way to pervasive openness to ideas thus undermining the use of reason. This new openness has led to the shift in values in society because people are ready and willing to accept everything without invoking the use of reason. All this openness has led to confusion in values; it is no longer substantive to define leadership as ‘value-based’ in such circumstances. The article goes further to highlight the importance of values to people in a society, for instance, the American’s dearly idolize liberty, self-reliance, equality, respect for others and responsibility for one’s behavior (Hester 12). These values were further undermined due to the emergence of the struggles between individualism and collectivism; therefore, endeavor to conceptualize a ‘values-based leadership is undermined by the struggles between individualism and collectivism in society. The conceptualization of the term ‘values’ and the task of singling out the values that are essential for a society are both difficult undertakings; so is the conceptualization of ‘values-based’ leadership (Hester 17). Ultimately, the article emphasizes the importance of ethical and civil values; these values respect the individual, stress fairness, honesty and top-downwards social ladder responsibility (Hester 19). The article concludes by stating that the test for “values-based leadership” is ‘good character’; character is the basis of leadership. Values and beliefs (purposes) should drive organizational goals and objectives (Hester 21). The second article to be considered is entitled “Leadership Shortcomings: A Values Deficit” and it has been written by Ritch, Eich. According to this article, there exists a wide leadership gap in today’s workplace and many workers are discontented with their jobs (Ritch 36). Top-level leadership is devoid of standards of morality and concomitant personal conduct, ethical ideals, employee appraisal mechanisms, trust and commitment; this is an imminent danger to sustainable future economic growth. The article defines a real leader as one who occupies a decision-making position, whether formal or informal; real leaders and their followers jointly achieve the organizational goals and promote institutional performance (Ritch 37). In doing all these, real leaders are fair, honest and compassionate; this way, real leadership goes beyond the basic textbook definition. Real leaders follow eight basic essentials of effective leadership: they do not micromanage, they have a central compass, they communicate effectively and they have a unique composition. In addition, they offer value and support, they know when to step aside, but are approachable and incisive. From this article, several lessons can be drawn to provide a template for the next generation leaders. For instance, the most effective leaders must steer their organizations to embrace change while safeguarding the organization's core beliefs and values; this is what gives the firms a competitive edge. Leaders should not blindly embrace change while disregarding the organizational core values that have fostered the companies’ success. Leaders should also be open while keeping their visions, goals and their relationships with others in tandem with the organizational culture; this indoctrinates a natural formula for success both at the workplace and in life. On top of that, real leaders must embrace the selfless qualities of ‘values-based leadership’, be accessible, foster trust and demonstrate endless commitment to helping others. Finally, real leadership entails believing in people, releasing their potential and assisting them to achieve success rather than amassing power; this goes a long way in establishing a strong organizational culture at the workplace. The article concludes on a note that leadership entails motivating others “to dream more, learn more, do more and become more” (Ritch 39). These two articles have provided a template for personal/business values that can be incorporated in the professional path of a civil engineer and the field of engineering project management. A civil engineer is obliged to abide by a set of values that will guide the decision-making processes in engineering project management. For instance, a civil engineer must relentlessly make decisions that are concomitant with values such as respect for individuals, honesty, fairness and responsibility. Engineering project management must entail motivating employees to work jointly with the top management in achieving desired goals or objectives and utmost performance. It must take into account the changes taking place in society while remaining committed to some core values and principles that determine decision-making processes. Engineering project management is a serious undertaking that must be executed with the seriousness it deserves; this is to ensure the development of safe infrastructure in the form of roads, bridges among other constructions. Without values such as honesty, fairness and responsibility in engineering project management, projects cannot be executed properly thus endangering lives of people in society. Ultimately, it is clear that ‘values-based leadership’ is the way forward for the next generation leaders; this leadership is based on organizational values. Real leaders must embrace a set of values, which must be inculcated at the workplace as part of the organizational culture for the management, employers and shareholders. This becomes a natural formula to achieve success ethically at the workplace and in personal lives of individuals. Therefore, leadership entails practicing values in one’s private, professional and social life, influencing peers in the same manner and remaining a model for future leaders. Leaders must endeavor to make decisions that inspire others to dream and achieve more; this is by believing in them, releasing their strengths and helping them to succeed. Works Cited Hester, P. Joseph. “Value Shifts: Redefining ‘Leadership’ a Narrative”. Journal of Values Based Leadership Vol. V, Issue II; Pages 11-21. Summer/ Fall 2002. Print. Ritch K. Eich “Leadership Shortcomings: A Values Deficit”. Journal of Values Based Leadership Vol. V, Issue II; Pages 36-39. Summer/ Fall 2002. Print. Read More