Lichtenstein says values aren’t posters; they are the default settings leaders use under pressure. That pairs well with Ethical Role of the Manager, which shows how values become systems: set clear expectations, align rewards with behavior, and follow through fairly when rules are broken. Compared side by side, Lichtenstein explains the “why,” and the manager text explains the “how.” This is very important when looking at both texts and how they compare to each other.
Both stress consistency between words and actions. Lichtenstein says credibility comes from repeated choices that match stated values. The manager text adds that consistency must appear in hiring, training, budgets, and promotions. If a company claims safety matters but rewards only speed, people will choose speed. They also connect on courage. Lichtenstein highlights moral courage to speaking up, admitting mistakes, and choosing long-term good over quick wins. The manager chapter shows the tools that make courage safer, like clear reporting paths and protection for whistleblowers.
They differ in focus. Lichtenstein centers the leader’s inner compass and identity. The manager text focuses on structures that shape group behavior metrics, audits, and clear accountability. Together they show both are necessary. Without values, systems become box-checking. Without systems, values fade when deadlines hit.
Both texts also point to stakeholder thinking. Lichtenstein ties values to stewardship for employees, customers, and communities and future generations. The manager text turns that into practice by avoiding shifting costs onto vulnerable groups. In short, Lichtenstein shapes the leader; the manager text shapes the playbook.
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