Leadership as a Values-Driven System

Authors

  • Christopher P. Kelley United States Air Force Academy
  • Matthew M. Orlowsky United States Air Force Academy
  • Shane D. Soboroff United States Air Force Academy
  • Daphne DePorres United States Air Force Academy
  • Matthew I. Horner
  • David A. Levy United States Air Force Academy

DOI:

https://doi.org/10.58315/jcld.v11.301

Keywords:

Leadership, Systems, Values, Culture, Power

Abstract

Leadership is fundamentally a social process. The tendency to view leadership from the unique and private worlds of a leader’s individualized experience is a hindrance to developing effective processes and healthy culture. Leaders in organizations must adapt in response to the changing internal and external ecology in which the organization is nested. The Leadership Systems Model (LSM) offers a paradigm encouraging leaders to embrace a systems perspective. The model utilizes a value-driven human centric approach that focuses on changing elements of organizational structures and processes to align outcomes with organizational values to meet intent. The model recognizes the complexity of organizations, and the multiple roles people play as leaders, followers, and teammates. With this approach, we suggest that leaders can enhance organizational performance and develop a healthy culture by applying their power to systems design, increasing engagement, and continuous improvement.

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Published

2024-08-09

How to Cite

Kelley, C. P., Orlowsky, M. M., Soboroff, S. D., DePorres, D., Horner, M. I., & Levy, D. A. (2024). Leadership as a Values-Driven System. Journal of Character and Leadership Development, 11(2), 68–74. https://doi.org/10.58315/jcld.v11.301

Issue

Section

Program/Intervention

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