Reading “The Role of Values in Leadership” by Scott Lichtenstein was particularly relevant to the work I’m currently doing in my internship, where I’ve had the opportunity to work alongside the Executive Team. Lately, I’ve been sitting in on meetings that focus on cost model adjustments and how these financial shifts are influencing long-term strategy. These conversations, led by our CEO, have offered a real-world perspective on the concepts Lichtenstein describes—especially regarding the role of a strategic leader.

Referencing Figure 3: Shareholder and Stakeholder Value Chain Model of Contingency Relationships (Lichtenstein, 2012, p. 4), I was struck by how clearly the flow of values, vision, and strategic orientation align with what I’m observing in practice. Our CEO is, without question, the strategic leader of the organization. He consistently roots decision-making in both his personal leadership values and the broader organizational values, and it’s evident how that alignment shapes the company’s direction.

What stands out most is how he uses this values-based leadership approach to move the team forward with clarity and cohesion. He’s not just articulating a vision; he’s embedding it into the strategic goals and creating a shared sense of purpose. That intentional alignment helps the team carry out their work effectively, with a clear understanding of not only what needs to be done, but why it matters.

This experience has deepened my appreciation for how critical it is for leaders to remain grounded in their values while navigating complex strategy discussions. It’s not just about making decisions, but it’s also about leading with purpose.

Lichtenstein, Scott. “The Role of Values in Leadership: How Leaders’ Values Shape Value Creation.” Integral Leadership Review, Jan. 2012