Four Characteristics Of Value-Based Leadership

Values-based leadership can be defined as leading others by staying true to one’s values. It means the leaders remain consistent with their beliefs and never deviate from their fundamental values only their approaches or strategies change depending on situation. Values-based leaders lead by aligning their values with the organization’s values. There are four key qualities of a values-based leader namely self-reflection, balance, self-confidence, and humility.

Hanna Anderson applied value-based leadership in terms of the orgnisation’s choices related to P-O-L-C through quality products, caring about its employees and also by adding value to the community through charitable organisation. The confounders of the company had the desire to trade

One of the roles of organizing in organisations is classifying jobs and working relationships. Hanna Andersson valued its employees by providing them with supplementary child care reimbursement to all employees even those who were on part-time. The employees of Hanna Anderson felt like they were part of the Hanna Andersson family because of the way the company embraced them. Draft, R.L. (2003) defines organizing as the deployment of organizational resources to achieve strategic goals. The deployment of resources is reflected in the way tasks are coordinated and in formal lines of

The company strived to lead the employees by satisfying them together with their customers and other stakeholders. For the consumers this is reflected in the establishment of Hanna Downs, a clothing recycling program, the charitable program of Hanna Andersson that supported the community. Apart from this program the company also established ongoing donations of 5% of pretax profit to charities that benefited women and children. According to Daft, R.L (2003) leading is the management function that involves the use of influence to motivate employees to achieve organizational goals. In other words this means creating a shared culture and values, communicating goals to employees and infusing employees with the desire to perform at a high level. The leadership of Hanna Andersson respected all employees and valued others’ opinions.

Hanna Anderson applied value-based leadership on the function of control by ensuring that all employees were valued for their contribution. Controlling is defined by Daft, R.L. (2003) as, “monitoring employees’ activities, keeping the organisation on track towards its goals, and making corrections as needed.” Hanna Andersson was able to monitor its business and each time it felt that it had lost track it instituted new measures to bring it back to track. For instance when there was need for help