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  • Wont_Get_Fooled_Again_Final

    Rights statement: https://www.cambridge.org/core/journals/journal-of-management-and-organization/article/wont-get-fooled-again-how-personal-values-shape-leadership-purpose-behavior-and-legacy/C455523AB4A886A3D31F27B116FB97DD The final, definitive version of this article has been published in the Journal, Journal of Management and Organization, 25 (3), pp 414-429 2019, © 2019 Cambridge University Press.

    Accepted author manuscript, 1.07 MB, PDF document

    Available under license: CC BY-NC: Creative Commons Attribution-NonCommercial 4.0 International License

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

Research output: Contribution to journalJournal article

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<mark>Journal publication date</mark>1/05/2019
<mark>Journal</mark>Journal of Management and Organization
Issue number3
Volume25
Number of pages16
Pages (from-to)414-429
Publication statusPublished
Early online date17/04/19
Original languageEnglish

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.

Bibliographic note

https://www.cambridge.org/core/journals/journal-of-management-and-organization/article/wont-get-fooled-again-how-personal-values-shape-leadership-purpose-behavior-and-legacy/C455523AB4A886A3D31F27B116FB97DD The final, definitive version of this article has been published in the Journal, Journal of Management and Organization, 25 (3), pp 414-429 2019, © 2019 Cambridge University Press.