Value-based leadership in organizations: Balancing values, interests, and power among citizens, workers, and leaders

Research output: Contribution to journalArticle

21 Scopus citations


The purpose of this article is to introduce a model of value-based leadership. The model is based on tensions among values, interests, and power (VIP); and tensions that take place within and among citizens, workers, and leaders (CWL). The VIP-CWL model describes the forces at play in the promotion of value-based practice and formulates recommendations for value-based leadership. The ability to enact certain values is conditioned by power and personal interests of communities, workers, and leaders of organizations. People experience internal conflicts related to VIP as well as external conflicts related to disagreements with the CWL. Value-based practice is predicated on the ability to alleviate these tensions. Leaders have 4 main roles in promoting value-based practice: (a) clarify values, (b) promote personal harmony among VIP, (c) enhance congruence of VIP among CWL, and (d) confront people and groups subverting values or abusing power to promote personal interests.

Original languageEnglish
Pages (from-to)139-158
Number of pages20
JournalEthics and Behavior
Issue number2
StatePublished - Dec 1 2000
Externally publishedYes



  • Business ethics
  • Conflict management
  • Value-based leadership

ASJC Scopus subject areas

  • Psychology(all)

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