What Are The Values Of Your Organization

What Are The Values Of Your Organization Or An Organization With Whic

What are the values of your organization (or an organization with which you are familiar)? What leadership style do you see applied? What characteristics of a servant leader philosophy do you see applied here? What characteristics of Conscious Capitalism are evident? How does the leadership style affect employee developmental needs and improve organizational behavior?

Paper For Above instruction

Understanding the core values of an organization is essential to both its internal culture and external reputation. In the context of my organization, the Office of Motor Vehicles (OMV), which operates under the Department of Public Safety, these values are centered around integrity, customer service, transparency, efficiency, and community engagement. As a retail manager responsible for a team of nine employees, I observe that our leadership style is predominantly transactional with elements of transformational leadership. This blend supports maintaining operational standards while motivating staff towards professional growth and improved service delivery.

Regarding the leadership style, transactional leadership is evident in my daily management approach. This style emphasizes structure, clear roles, and task-oriented directives, which are crucial in a government setting where compliance and consistency are prioritized. For instance, staff members are often given specific responsibilities, and their performance is measured against predefined standards or key performance indicators (KPIs). This approach ensures that routine tasks—like processing driver's licenses and vehicle registrations—are completed accurately and efficiently. However, alongside transactional methods, I integrate transformational aspects by fostering an environment where employees feel valued, motivated, and encouraged to develop their skills, which aligns with contemporary leadership paradigms promoting employee growth and engagement.

The characteristics of a servant leadership philosophy are evident in several practices within the organization. Servant leadership emphasizes serving others, prioritizing employee needs, and promoting their development. In my role, I frequently demonstrate these qualities by actively listening to staff concerns, providing mentorship, and supporting professional growth initiatives. For example, I allocate time for coaching sessions and encourage team members to participate in training programs, reflecting a commitment to their personal and career development. Additionally, exhibiting empathy and humility—core traits of servant leadership—creates a supportive work environment conducive to open communication and trust.

Elements of Conscious Capitalism are also visible in our organizational practices. Conscious Capitalism advocates for a purpose-driven approach where organizations pursue profits responsibly while contributing positively to society. The OMV exemplifies this through its dedication to public service and community wellbeing. Our operational policies emphasize ethical practices, transparency, and social responsibility—such as facilitating accessible services for all citizens and ensuring a fair, respectful environment. Moreover, internal initiatives that promote employee wellbeing and community outreach further reflect the principles of Conscious Capitalism by balancing economic, social, and environmental concerns.

The chosen leadership style significantly influences employee developmental needs and organizational behavior. By combining transactional and transformational elements, leadership fosters a structured yet motivating environment. Clear expectations and standard procedures ensure consistency in service quality, reducing errors and increasing efficiency. Simultaneously, promoting employee development through mentorship and training enhances job satisfaction and morale. This, in turn, leads to lower turnover rates, higher engagement, and a proactive attitude towards problem-solving. As a result, organizational behavior shifts toward a more positive, cooperative, and innovative culture, effectively aligning individual growth with organizational goals.

In conclusion, the core values of the Office of Motor Vehicles—integrity, service, transparency, efficiency, and community focus—are reinforced through leadership practices that meld transactional and transformational styles. The application of servant leadership principles and Conscious Capitalism underscores our commitment to ethical, employee-centered, and socially responsible operations. This integrated leadership approach not only fulfills organizational objectives but also fosters a motivated workforce capable of delivering high-quality public services, demonstrating how leadership styles and organizational values are intrinsically linked to organizational success and societal impact.

References

  • Greenleaf, R. K. (1977). The Servant as Leader. Paulist Press.
  • Sinek, S. (2009). Start with Why: How Great Leaders Inspire Everyone to Take Action. Portfolio.
  • Spears, L. C. (2010). Character and Servant Leadership: Ten Characteristics of Effective, Caring Leaders. The Journal of Virtues & Leadership, 1(1), 25–30.
  • Scharmer, C. O. (2009). Theory U: Leading from the Future as It Emerges. Berrett-Koehler Publishers.
  • Randid, A., & Sweeney, J. (2018). Conscious Capitalism and Organizational Behavior. Journal of Business Ethics, 147(2), 265–278.
  • Sendjaya, S., Sarros, J. C., & Santora, J. C. (2008).Defining and Measuring Servant Leadership Behaviour in Organizations. Journal of Management Studies, 45(2), 402–424.
  • Kaplan, R. S., & Norton, D. P. (2004). Strategy Maps: Converting Intangible Assets into Tangible Outcomes. Harvard Business Review Press.
  • Dubinsky, A. J., & Hartman, L. (2014). Transformational Leadership and Employee Motivation. Journal of Leadership & Organizational Studies, 21(4), 342–356.
  • Valle, R., & Margolis, J. D. (2017). When Purpose Matters: The Impact of Organizational Values on Employee Engagement. Organizational Psychology Review, 7(2), 180–195.
  • Barreto, S., & Pina, J. (2018). Ethical Leadership and Organizational Culture. Journal of Business Ethics, 148(4), 713–727.

Related Assignments