Values-based Leadership model
Background
Alongside their knowledge and skills, professionals all have a distinct set of values to guide their practice. Busch & Murdock (2014) developed a values-based leadership model for public organisations which employ professionals. This builds on previous models which encouraged leaders to develop visions which reflect the values of their followers.
Main principles
The model expects that leadership should be demonstrated across an organisation and not just by those who are in senior roles. This includes frontline professionals and those who coordinate teams. Values are reflected in the leadership process through those exercising leadership being true to their own values, through displaying the highest ethical standards, and through their own personal values being consistent with the overall vision. Leaders demonstrate their leadership through key types of interactions:
- Goal-setting interactions: Leadership is tied to the process of goal-setting. There are three main goals within an organisation: operational goals are concerned with delivering the service provided to individuals, families and communities; adaptive goals are concerned with responding to major changes through introducing new ways of working; development goals are concerned with continuously improving an organisation and its service.
- Problem-solving interactions: Problems will arise as an organisation seeks to achieve its vision. The model suggests three primary ways to solve a problem: Rational problem-solving involves those with expertise analysing and deciding what solution is appropriate: interaction problem-solving relates to situations which affect multiple roles and functions or which need inter-disciplinary insights; searching problem-solving is when there are no known solutions and therefore the organisation must learn by testing and failing; leaders should be able to facilitate the problem-solving approach which is best suited to the issue.
- Language creating interactions: Communication is central to leadership, and therefore the words that are used to explain the problems, solutions, and interaction are key. The model suggests three languages: decision language is terms used within a profession to undertake their roles; behaviour language seeks to understand human behaviour at an individual, group or organisational level; system language is suitable for explaining the organisation as a whole and how it interacts with its external environment.
Values-based Leadership model: Main principles
Leadership is demonstrated in:
Implications for strengths-based leadership
Those who wish to lead strengths-based practice must genuinely believe in its underpinning values and ensure that these underpin their decision-making, behaviours and communication. This includes interaction with professionals and other colleagues in their own organisation and teams as well as external stakeholders. If these values are reflected, then others will see them as being genuine in their aspiration for more strengths-based working and if this mirrors the values of others then they are more likely to give their commitment and energy to adopting this new way of working.