After reading and analyzing “The Role of Values in Leadership: How Leaders’ Values Shape Value Creation,” I noticed strong connections to leadership concepts I studied in my public sector leadership class. In that course, we often discussed the significant impact leaders have on their followers or employees. Research showed that many employees reported being unhappy in their workplace because of ineffective leadership from a boss or someone in a higher position of authority. This demonstrates how leadership style, attitudes, and values can shape workplace culture and employee satisfaction.

The article aligns with those discussions by emphasizing how leaders’ values directly influence their ability to lead. In my other class, we examined how values shape decision-making and the relationships leaders build with their teams. For example, motivation was highlighted as a key value. Leaders who lack motivation often transfer that lack of energy to their employees, creating an environment where people feel unmotivated or disengaged. This can lower both performance and job satisfaction, ultimately harming the organization as a whole.

One part of the text that stood out to me stated, “Understanding why people do what they do necessitates investigating the forces that drive behaviour, because people engage in the same behaviour but for very different reasons.” This idea connects directly to what I studied in my other class as well as the article in this class. Both emphasize that leaders must look beyond surface-level actions and examine the deeper motivations behind them in order to effectively inspire, guide, and manage people.

Overall, while my other class focused specifically on leadership within the public sector, this article demonstrates broader leadership principles that apply across different fields. Both emphasize how values, motivations, and behaviors intertwine to shape the effectiveness of leaders and the satisfaction of those they lead.

Lichtenstein, Scott. “The Role of Values in Leadership: How Leaders’ Values Shape Value Creation.” Integral Leadership Review, 2012, integralleadershipreview.com/6176-the-role-of-values-in-leadership-how-leaders-values-shape-value-creation/.

After reading “Ethical Role of the Manager,” I was reminded of previous texts I have read about utilitarianism in ethics. In a prior class focused on business ethics, we explored various philosophical frameworks, including utilitarianism, the concept of seeking the greatest good for the greatest number of people. This idea has come up repeatedly in several ethics courses I have taken. Utilitarianism emphasizes the overall impact of a decision or action on a group as a whole, rather than focusing on the benefits or harms to just a few individuals.

This text is similar to the one I read before because it also explains the definition of utilitarianism and examines the key principles and considerations involved in applying this ethical framework. However, it differs in its focus, as it specifically applies the utilitarian framework to managerial decision-making. While the other text explored utilitarianism more generally, discussing the underlying beliefs and philosophical foundations, “Ethical Role of the Manager” narrows the lens to managers and the workplace context. It emphasizes the questions managers should ask themselves when making decisions, such as, “Who will be affected by the decision, and to what extent will the various parties be harmed or benefited?” This approach helps managers weigh the potential outcomes of their choices on employees, customers, and other stakeholders, providing practical guidance for ethical leadership.

Overall, these texts are not entirely different, but they highlight different aspects of utilitarianism. While utilitarianism is only one part of “Ethical Role of the Manager,” it is the aspect that drew a clear connection for me to the other text I had read. By examining the application of utilitarian principles specifically in management, this text deepens the understanding of how ethical frameworks can be implemented in real-world workplace decisions.

Waddock, Sandra. “Ethical Role of the Manager.” Encyclopedia of Business Ethics and Society. Ed. . Thousand Oaks, CA: SAGE, 786-91. SAGE Reference Online. Web. 30 Jan. 2012.

When reading “A Framework for Ethical Decision Making,” I immediately connected it to the Hot Topic article in this module about using genetically modified pig kidneys for human transplants. People may wonder whether it is morally acceptable to use animal organs for human survival, what risks patients might face, and whether society is ready to adopt this kind of procedure. Because of these uncertainties, applying ethical decision-making frameworks becomes essential. They give medical teams and biotech companies a structured way to evaluate their choices, ensuring that they proceed responsibly and with respect for both patients and broader societal values.

These two readings align because they both highlight the role of ethical frameworks in guiding decisions when moral dilemmas arise. In particular, the utilitarian and rights-based approaches seem especially relevant to the pig kidney transplant scenario. The rights lens, as defined in the article, focuses on protecting and respecting the moral rights of all individuals affected by a decision. This would apply to ensuring that patients fully understand the risks, give informed consent, and are treated with dignity throughout the process. Meanwhile, the utilitarian lens emphasizes the consequences of actions, aiming to maximize overall well-being. In the context of organ transplants, this means weighing the potential to save thousands of lives against the possible risks or objections to using animal organs.

Together, these two frameworks provide a balanced way to analyze the situation. The rights lens ensures that individual patients are protected, while the utilitarian lens helps society consider the broader benefits of advancing this technology. By applying both perspectives, medical teams can make decisions that are not only scientifically sound but also ethically responsible.

University, Santa Clara. “A Framework for Ethical Decision Making.” Markkula Center for Applied Ethics, 2021, www.scu.edu/ethics/ethics-resources/a-framework-for-ethical-decision-making/.

Kounang, Nadia. “Pig Kidney Transplants Take a Step Forward with Approval of Human Trials.” CNN, Cable News Network, 8 Sept. 2025, www.cnn.com/2025/09/08/health/pig-kidney-transplant-human-trial-fda.

In the article “Frameworks for Ethical Analysis,” four commonly used ethical frameworks are outlined. Reading through them reminded me of past articles and textbooks I’ve studied in my business ethics course. In that class, we also focused on ideologies such as utilitarianism, consequentialism, autonomy, and virtue ethics. Each framework offers a different lens through which ethical decisions and actions can be examined, and together they help explain the reasoning behind why individuals or organizations make certain choices. This article reinforced those concepts by providing clear definitions of each framework and how they apply to ethical judgment.

Michael Reiss, a bioethicist, emphasizes an important point, people do not need to share the same ethical viewpoints in order to reach consensus. Instead, what matters is the ability to respect, acknowledge, or even avoid conflict when perspectives differ. This idea highlights the practicality of ethics, not as a rigid system where everyone must agree, but as a tool for navigating complex human interactions in ways that allow collaboration and mutual respect.

Reiss also discusses the four frameworks in more depth, and his descriptions closely align with material I encountered in my coursework, particularly when learning about how philosophers approached these concepts. For example, in The Sovereignty of Good, Iris Murdoch explores virtue ethics and argues that “the good” should be seen as an objective reality, an ideal that individuals strive toward. Murdoch believed that goodness is less about following strict rules or calculating outcomes, and more about cultivating moral character. Her perspective resonates with Reiss’s description of virtue ethics, which emphasizes traits such as honesty, kindness, patience, and thoughtfulness. Both perspectives highlight the importance of character-building over rule-following. Virtue ethics asks us to consider who we are becoming as individuals, not just whether our actions meet societal standards or maximize utility.

Murdoch, Iris. The Sovereignity of Good. Routledge & Kegan Paul, 1970. 

“Frameworks for Ethical Analysis.” Science Learning Hub, 2007, www.sciencelearn.org.nz/resources/2146-frameworks-for-ethical-analysis. 

After reading the article “40 Years of Storming: A Historical Review of Tuckman’s Model of Small Group Development,” I reflected on my current job, which revolves heavily around teamwork and the ability to understand and support one another. Tuckman proposed a four-stage model for successful group development: forming, storming, norming, and performing.

My current team consists of six people, placing us in a small-group setting. Since I only started this job a few weeks ago, I believe we are currently in the forming stage. We are still learning how each team member works best and how to coordinate effectively. With many moving parts in this organization, it’s essential that everyone stays aligned. Right now, my colleagues are onboarding me with the various software programs and tools used for client management and daily operations. This process requires significant time and effort, as I am navigating new systems while also building relationships with new team members. At the same time, my team is figuring out how to include a new intern into their usual routines.

Over time, I have started to develop closer connections with both my coworkers and supervisors, gaining a better understanding of their personalities and work styles. I anticipate that as we continue working together, our team will progress through the stages of Tuckman’s model and become more cohesive and efficient.

I find Tuckman’s framework to be a valuable lens through which to view small-group dynamics. While the model offers important insights, there are aspects of modern teamwork that it doesn’t fully capture. As organizations evolve and new practices emerge, I believe this model will continue to adapt, reflecting the changing dynamics of team collaboration.

Bonebright, Denise A. “40 years of storming: A historical review of tuckman’s Model of Small Group Development.” Human Resource Development International, vol. 13, no. 1, Feb. 2010, pp. 111–120, https://doi.org/10.1080/13678861003589099.

After reading “How to link personal values with team values”, I was reminded of the article we read last week, “How to Live With Purpose, Identify Your Values and Improve Your Leadership”. These two articles complement each by highlighting the importance of identifying both personally and in the work space. Last week’s article focused on how to discover your values and put them into action to become a better leader. This week’s article built on that idea by emphasizing how aligning your identified values with your actions can serve as a guiding principle. Both articles stress that leading with values at the forefront is essential because it motivates employees and gives greater meaning to their work. This creates a positive and engaging company culture.

Another article that came to mind was “Top 10 Qualities that Make a Great Leader”, which highlighted communication, creativity, and honesty as key leadership traits. Similarly, this week’s article emphasized values such as communication, integrity, and creativity showing how these qualities consistently appear as core leadership values. Comparing just these two pieces demonstrates how much employees and people in general value certain traits in their leaders.

These articles also differ in their approach. This week’s article provides examples of large companies, such as Nordstrom and AT&T, engaging employees in discussions about values to better integrate them within teams and across the organization. It goes further by offering a step by step guide on how to conduct a values workshop, along with insights into the outcomes of these workshops. By presenting real world examples , the article highlights how companies can actively foster a culture that reflects their core values, rather than defining them in theory.

Overall, these three articles provide a comprehensive view of the role values play in effective leadership. Values are not just ideas, they are essential guiding principles that shape leadership, influence workplace behavior and create a meaningful environment for both leaders and their teams.

Loehr, Anne. “How to Live with Purpose, Identify Your Values and Improve Your Leadership.” HuffPost, HuffPost, 7 Dec. 2017, www.huffpost.com/entry/how-to-live-with-purpose_b_5187572.

Myers, Ted. “Forbes – Top 10 Qualities That Make a Great Leader.” LinkedIn, 9 Mar. 2018, www.linkedin.com/pulse/forbes-top-10-qualities-make-great-leader-tedson-myers-cpa-mba/.

Jaffe, Dennis T., and Cynthia D. Scott. “How to Link Personal Values with Team Values.” Training & Development, vol. 52, no. 3, Mar. 1998, pp. 24–30

While reading the article How to Live With Purpose, Identify Your Values and Improve Your Leadership, I was reminded of my current boss and the way he demonstrates leadership through his values. He leads with his values at the forefront, showing clarity in his goals while also ensuring his employees feel supported in achieving theirs. For example, in a recent meeting, he ended by asking whether I felt overwhelmed with the workload he had assigned for the week. This reflected his compassion and empathy, as he genuinely wants employees to feel comfortable sharing how they are doing.

He also places strong emphasis on honesty and open communication within the company. He often reminds us that our relationship is reciprocal and that leadership is not just about him giving directions, but about learning from one another. This mindset is what makes him a good leader in my eyes. He has become one of my favorite supervisors because he leads with both his heart and his mind. I know he has the best interests of his team in mind, which creates a stronger bond between his company.

The article says, “On a leadership level, when we align with our values on a daily basis, we have more energy and feel more fulfilled because we are leading from what’s important to us.” I believe my boss exemplifies this, as he is deeply committed to his work and the people he leads. After more than 40 years in the business, he continues to approach his role with passion and purpose, which inspires those of us who work alongside him.

Loehr, Anne. “How to Live with Purpose, Identify Your Values and Improve Your Leadership.” HuffPost, HuffPost, 7 Dec. 2017, www.huffpost.com/entry/how-to-live-with-purpose_b_5187572.

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