3. Leaders are not only the source but also the
most important means of establishing
organizational values.
Leaders not only set the direction for the
organization, they also establish the means
the goals.

6. Values are global beliefs that guide the actions and
judgment across a variety of situations.
Values are relatively stable and enduring. This is
because of the way in which they are originally learnt.
Value shapes Beliefs Perception Attitude Personality
Values may be terminal and instrumental.

7. They reflect that person is ultimately striving to achieve.
It is desirable end states of existence; the goals that a
person would like to achieve during his or her lifetime.
 A sense of accomplishment
 Family security
 Inner harmony
 Social recognition
 Friendship
 Self respect

8. It is a tool or means of acquiring a terminal
value.
 Being courageous
 Being helpful
 Being honest
 Being imaginative
 Being ambitious
 Being responsible

9.  The GLOBE (GLOBE leadership and organizational
behavior effectiveness ) project team comprises 170
researchers who have collected data over seven years
on cultural values and practical and leadership
attributes from 17000 managers in 62 countries
, covering as many as 825 organizations spread
across the globe . The research team identified nine
cultural dimensions that distinguish one society from
another and have important managerial implication.

10. Assertiveness- As the degree to which an individual
in organization and society are expected to be.
Future orientation- A level of importance a society
attaches to future oriented behavior such as
planning & investing in the business.
Performance orientation- It measures the importance
of performance & excellence &refers to whether
people are encouraged to strive for continued
improvement.
Human orientation- As the degree to which
individuals in organization or societies are
encourage & reward people for being generous, kind
& caring for others.

12. Parents
Religion Peers
Personal
Value
System Media
Technology Education

13. • Trust.
We earn the trust of our co-workers, customers, leaders, and
followers through a pattern of unquestioned
integrity. When we lose our integrity, the trust we built is
lost.
• Courage.
• A leader of integrity possesses moral courage and does
what is right even when the personal cost is high. Doing
the right thing is sometimes harder, but is always worth the
effort.
• Honesty.
• Honesty must be our hallmark. Our word must be our
bond. Honest people don't pencil-whip reports, don't cover
up safety violations, and don't falsify documents. The
bottom line is leaders of an honest organization do not
lie, even in the face of negative consequences

14. • Responsibility. Leaders acknowledge their responsibilities during failure as
they do during success. True character is displayed when times get tough
as well as during times of glory.
• Accountability. No leader shifts blame or takes credit for the work of
others. Integrity equates to accepting the consequences of our actions, no
matter how extreme they may be.
• Justice. A leader practices justice. Those who do similar things must get
similar rewards or similar corrective actions.
• Feedback. Free flow of information within the organization. Feedback
from all directions is possible in an environment where integrity has built
an atmosphere of trust.

16. I. It play key role in the choices made by leader.
I. Values also affect the solutions generated and the
decision made about problems.
II. Values often influence a leader’s perception of
individual and organizational successes as well as
the manner in which these successes are achieved.
III. Leaders with a strong recognition values might
likely choose a riskier solution that would thrust
them in the spotlight.

17. • Values are becoming the preferred mode of decision-
making in business.
• It is not surprising therefore to find ample research
showing that adaptable and values-driven companies
are the most successful organizations on the planet.
• When organizations unite around a shared set of
values, they become more flexible, less
hierarchical, less bureaucratic, and they develop an
enhanced capacity for collective action.
• Shared values build trust, and trust is the glue that
enhances performance.

18.  A strong desire to do right, to do the best, and to treat
others as they would like to be treated.
 Values are not imposed, rather, selected. Values-
Based leaders have critically examined these values
and made a conscious decision to live by them.
 Values guide leaders in a way of living that feels good
(and right) after the fact.
 Values-Based leaders expect good consequences if
they embrace and live these values and bad
consequences if they reject and don't follow them.
 Help leaders be their best.

19. • Respect for Others. Appreciates the fundamental
worth of all people as human beings.
• Control of Emotions. Expects all members of their
organization to refrain from displaying inappropriate
emotions in such a way that would bring discredit
upon themselves and/or their organization.
• Acceptance of Diversity. Not only accepts diversity as
a given, but also build off its strengths.

20. • Self-Control
• Ensures employees refrain from improper behaviors
that cause hurt, anger, and frustration in
others, inappropriate jokes, sexual advances, and racial
or religious intolerance are unacceptable and
undermine strong workplaces.
• Feedback
• Employees are provided with the proper feedback for
personal excellence. Employees deserve honest
feedback and most will be deeply appreciative of it.