After reading “Identifying and Assessing Managerial Value Orientations”, this reminded me of what the workplace looks like in our world today. Weber’s article examines the values and ethical orientations of managers across different generations, highlighting how personal and generational differences influence decision-making in organizations. This relates directly to the real world because the values of leaders shape the culture, policies, and overall success of companies. For example, in today’s workplace, issues like diversity and inclusion, corporate social responsibility, and sustainability are often influenced by the values of organizational leaders. Many younger leaders today are more focused on social responsibility and ethical transparency, pushing companies to adopt eco-friendly practices, improve mental health support, and create equitable workplaces. Meanwhile, older generations often bring a strong sense of loyalty, structure, and accountability that ensures stability and consistency. Companies led by managers who prioritize ethical considerations and long-term societal impact often implement policies that reflect these values, such as environmental initiatives, equitable hiring practices, and transparent corporate governance.

The events and findings in Weber’s study mirror real-world situations where managerial values impact employee experiences, customer relations, and public perception. For instance, leaders who value collaboration and fairness are more likely to create workplaces that are inclusive and supportive, while leaders who focus primarily on profit may make decisions that benefit the bottom line but could harm employee morale or social responsibility. The study provides valuable insight into the connection between leadership values and organizational behavior, offering a lens through which we can understand and evaluate real-world management practices.

Weber, James. “Identifying and assessing managerial value orientations: A cross-generational replication study of key organizational decision-makers’ values.” Journal of Business Ethics, vol. 132, no. 3, 16 Sept. 2014, pp. 493–504, https://doi.org/10.1007/s10551-014-2364-8.