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‘Won't get fooled again’: How personal values shape leadership purpose, behavior and legacy

Published online by Cambridge University Press:  17 April 2019

Emma Watton Open the ORCID record for Emma Watton [Opens in a new window] ,
Scott Lichtenstein  and
Paul Aitken
Emma Watton*
Affiliation:
Department of Entrpreneurship and Strategy, Lancaster University Management School,Lancaster, UK
Scott Lichtenstein
Affiliation:
Department of Strategy, Management and Marketing, Birmingham City University, Birmingham, UK
Paul Aitken
Affiliation:
Taunton, UK
*
*Corresponding author. Email: e.watton@lancaster.ac.uk
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Abstract

While much has been documented about the construction of an individual's personal values, very little attention has been paid to how personal values connect with core aspects of leadership such as purpose, behavior and legacy. Through an expansion of Ken's recent work on this topic, the authors explore the impact of personal values-led leadership. A model of how personal values shape leadership purpose, behavior and legacy is introduced. These dimensions are then illuminated through interview data from senior managers from the financial services sector. The personal value impacts are examined in the context of the literature and implications for organizations and managers are drawn together.

Keywords

personal valuesleadership legacyvalues congruenceorganizational culture
Type
Research Article
Information
Journal of Management & Organization , Volume 25 , Special Issue 3: ‘Take your Lead’: In Search of Very Short, Fairly Interesting, and Reasonably Impactful Contributions to the Future of Leadership Studies , May 2019 , pp. 414 - 429
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2019 

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