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Values-Based Leadership Approach

Available on Saturday, July 3, 2021 11:59 PM EDT
Using the material from the textbook, define and discuss a values-based leadership approach to organizational behavior. Explain how satisfying the needs of the internal stakeholders can enhance corporate culture. Review the purpose and establishment of mission, vision, and values in this approach. Discuss the importance of strategic alignment and the classical visionary approach of built-to-last companies. Finally, analyze and explain how corporate mission, vision, and values improve corporate exposure and profit.

In response to your peers, compare and contrast their ideas of a values-based leadership approach with your own. Where do your ideas connect? Where do they differ? Support your ideas with scholarly sources cited in APA style.

To complete this assignment, review the Discussion Rubric document.

peer #1 response-
Hi Class,

“Leadership is the ability to influence followers to achieve common goals through shared purposes” (Weiss, 2014). Value based leadership approach is key to organizational behavior as it deals with figuring out if the organization and culture is “integrated or fragmented”, to “tolerate or build relationships”, “isolate the organization or create mutual benefits and opportunities”, “encourage idiosyncratic dependent implementation based on division, function, business structure, and personal interest and style or encourage coherent approaches, driven by enterprise, visions, missions, values, and strategies.” (Weiss, 2014). Leaders that are effective usher the ethical and strategic blending of their own organization to the environment outside (Weiss, 2014). To achieve needs of stakeholders and to enhance the corporate culture the leaders “inspire cooperative personal decisions by creating faith in common understanding, faith in the probability of success, faith in the ultimate satisfaction of personal motives, and faith in the integrity of common purpose.” (Weiss, 2014).

The purpose of establishing the vision, mission, and values allows companies to create an identity of who they are or who they will become; the mission gives the organization a purpose for operating; and the values is what that organization stands for and believe in and also sets standards that can be used for other to evaluate and judge the organization (Weiss, 2014). Once the leader has established its vision, created the mission, and defined values for the company the leader can then proceed achieve the classical visionary approach. “The classical visionary, “built- to- last” companies “are premier institutions— the crown jewels— in their industries— several are still ‘lasting’ today— widely admired by their peers, and have a long track record of making a significant impact on the world around them . . . a visionary company is an organization— an institution . . . visionary companies prosper over long periods of time, through multiple product life cycles and multiple generations of active leaders.” (Weiss, 2014). The importance of strategic alignment and the classical visionary approach is that it defines the organization and set it apart from its competition. The companies also indoctrinate their employees including the leadership into the core ideologies for achieving the consistence goal.

In analyzing Levi and Straus & Co. values and vision statement, their vision and values appear to be the very keys to their success in improving corporate exposure and profit. The very foundation defined what Levis, and Straus & Co stands for and, how it sets them apart from competition through its mission, values to implement business strategies, make decisions (Weiss, 2014). The first value it lists is “Empathy – walking in other people’s shoes”. This company states they listen, innovate, and respond based on consumer feedback and pay attention to the world around them (Weiss, 2014). “In the 1930s, consumers complained that the metal rivets on the back pockets of our jeans tended to scratch furniture, saddles and car seats. So we redesigned the way the pockets were sewn, placing the rivets underneath the fabric.” (Weiss, 2014). Its second listed value was “Originality—Being Authentic and Innovative” because of this Levis is authentic American icon and know around the globe. “Our European Levi’s® brand team reinvented classic five- pocket jeans in 1999. Inspired by the shape and movement of the human body, Levi’s® Engineered Jeans™ were the first ergonomically designed jeans.” (Weiss, 2014). Here again Levis appear to show that it not only practice what it preach but embodies its mission, vision, and values. Many other companies like Levis were able to achieve the same by simply living by their mission, values, and vision to achieve success. And to take up a notch the most successful companies have been able to get not only their employee but consumer to embody that core vision and winning a lifelong customer.

Weiss, J. W. (2014). Business Ethics : A Stakeholder and Issues Management Approach: Vol. Sixth edition. San Francisco: Berrett-Koehler Publishers.

peer #2 response-

A solid values-based leadership authority requires initiative to be of a high gauge to pick up participation and coordinated effort. It is these people that set the pace and culture for the ones being driven. Solid administration will energize and make a culture of steadfastness, put stock in, duty, and propagation of the organization’s vision (Dean, n.d.). An esteem construct authority centers in light of moral and good benchmarks, values that help the corporate vision, and should fabricate partner trust. At the point when this is accomplished the partner can turn into the pioneer to others in supporting and multiplying the esteem based structure with others. Alluring pioneers are not really moral or esteem driven pioneers and can wreck destruction on the off chance that they are not sustaining the qualities as supporters will tail them and this can harm the esteem based culture.

At the point when inner partners needs are fulfilled, it draws them into the organization and manufactures pride in the organization and item offerings of their manager. They turn out to be genuine partners, partaking in building the organization, having a feeling of pride, confiding in administration and each other, and building up a promise to help and drive the organization’s vision for the future (Dean, n.d.).

The market for each industry shifts with the worldwide tides of political, social, financial, and mechanical floats and it is reasonable for the vital situating to be balanced and re-balanced with the eyes of a visionary. It isn’t sufficiently only to see slanting movements in the offer of merchandise and enterprises or to comprehend that as new holds of, say, oil, will cause an anticipated change underway and utilization of the item, however it is the slight subtleties of progress that a visionary must search for (Reeves, Love, and Tillmanns, 2012). PepsiCo is an extraordinary case of this. Their CEO was a strategist for the organization and she strongly declared that the organization expected to make a radical move in product offerings to remain important. The move she saw was the relatively impalpable uproar for sound sustenance alternatives. She could offer the organization on this idea making the organization off stack their fast food lines and secure more beneficial item, for example, Yoplait (Encyclopedia of World Biography, 2016). She could see the pattern for what it was a trend, as well as a genuine move in considering and purchasing designs. This moved the corporate system and as opposed to losing piece of the pie and benefits, the organization turned things around and picked up force in the market. This is a vital move with a visionary approach.

The mission, vision, and qualities make of the establishment of the business. Without having a solid business center the likelihood the organization will lose site of the bearing and reason that ought to drive the organization. It is additionally through these three columns the organization can distinguish approaches to manufacture ecological and social projects in building up their CSR inside groups and all inclusive. The greater part of this constructs generosity with clients and individuals are headed toward organizations with awesome notorieties, known for moral conduct, and bolster groups through different ventures, drives, and gifts. This, be that as it may, is just positive if the organization is really determined by an elevated expectation of qualities. At the point when the general population gets some answers concerning things, for example, youngster work or perilous working conditions this can wreck a business. Modifying a discolored notoriety is more troublesome than building and keeping up a solid one from the beginning. The activities of the organization affect their primary concern and can be an occasion they can’t recuperate from.


Encyclopedia of World Biography. (2016). Indra K. Nooyi Biography. Retrieved from

Dean, K. (n.d.). Values-based leadership: how our personal values impact the workplace. (E. Gingerich, Ed.) The Journal of Values Based Leadership.

Reeves, M., Love, C., & Tillmanns, P. (2012, September). Your strategy needs a strategy. Retrieved from Harvard Business Review:

Sample Solution

xperience— An initial demonstration was followed by a student performing the examination. One student interviewed the patient for a detailed medical history and other student performed a focused physical examination under my supervision. Rest of cohort were observing the examination. Reflection—History taking and examination were discussed and students received a verbal feedback on their approach to examine abdomen. Students then observed a demonstration of abdominal examination by me, while the rest observed and reflected on their performances. Theory—copy of my power point presentation were handed out to the students(appendix2). Kolb (1971) had introduced four distinct learning styles of learners in a given learner population. Kolb referred to these as diverging, assimilating, converging and accommodating. Figure 4, illustrates the learning abilities of Kolb’s four-part model in relation to the learning process associated with this SGT session. Fig 4 Kolb’s Model Sir William Osler’s dictum that “it is a safe rule to have no teaching without a patient for a text, and the best teaching is that taught by the patient himself” appears very true for this teaching session. Simulation based teaching Medical simulation has been increasingly used in Medical education over the past decade. It aims to imitate real patients, anatomical regions and clinical tasks to mirror the real life circumstances allowing trainee to practice their skills in a risk-free environment (Scalese. R,2007 ). There is a significant departure from traditional “See one do one “approach to simulation based training in recent years. Simulation has already been used in training as flight stimulator for pilots /astronauts and in warfare games, and now these models are used in medical education like critical care, anesthesia and emergency care. With continuing changes in health care has led to decrease availability of real patients as the learning opportunity & simulation fills this gap very effectively. One of the major advantage of simulation based learning is the ability to tailor the teaching needs, according to learner’s experience level and its reliability and transfera

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