Research literature suggests that individuals are happier and more productive when their values strongly align with those of their organisation and when the aligned values espoused by their organisation are lived.
Senior executives in the Australian Public Service were the research participants of this study and the Hall-Tonna Values Framework was chosen as the research instrument. The study found that research subjects moved from an implicit values (‘values silent’) or unaligned values position to values-led leadership practice during the course of this study. They found, once explicated, that their own core values were fundamental to their management effectiveness. Whilst supportive of the tenet of the Australian Public Service (APS) values, they found the practicality of implementing the current APS values framework extremely difficult. This study recommends that the APS values framework be synthesised for simplicity and resonance. Values language and interpretation were also found to be critical underpinnings for gaining commitment and understanding in the workplace.
The findings also recommend that those in leadership positions need to be explicitly aware of and decide upon the value priorities that will drive their behaviour. True leaders create vision through articulating future values, then motivate, coach, inspire and align individuals to that vision. The APS values framework is currently missing this ‘V’ factor essence. In the ‘new’ public sector, inspiring people is a decisive leadership challenge essential to attracting and retaining the right people and the provision of a meaningful organisational values framework will be central in achieving this goal.
|Keywords:||Values, Leadership, Public Sector|
Principal Consultant, Deborah Nanschild & Associates, School of Leadership Training, Deakin University, Canberra, ACT, Australia
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