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
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Final published version
Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
}
TY - JOUR
T1 - ‘Won't get fooled again’
T2 - How personal values shape leadership purpose, behavior and legacy
AU - Watton, Emma Louisa
AU - Lichtenstein, Scott
AU - Aitken, Paul
N1 - 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.
PY - 2019/5/1
Y1 - 2019/5/1
N2 - 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.
AB - 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.
KW - Personal values
KW - leadership legacy
KW - values congruence
KW - organisational culture
U2 - 10.1017/jmo.2019.19
DO - 10.1017/jmo.2019.19
M3 - Journal article
VL - 25
SP - 414
EP - 429
JO - Journal of Management and Organization
JF - Journal of Management and Organization
SN - 1833-3672
IS - 3
ER -