Value-Oriented Leadership in Theory and Practice: Concepts - Study Results - Practical Insights

Preface
Contents
Introduction to Value-Oriented Leadership
1 What Are Values?
2 Are Values Necessary?
3 Value-Oriented Leadership
3.1 Value-Based Corporate Governance
3.2 Value-Oriented Personal Management
References
Part I: Basic Understanding and Study Results
Are Values Still Modern?
Value-Based Leadership: Approaching a Difficult Construct
1 Introduction
2 How Does Leadership Come into Being?
3 What Is Leadership?
4 How Does Value Emerge?
5 The Imagination of Value
6 Culture – Values – Economy
7 Taking Value-Based Leadership to the Streets
7.1 Guiding and Alignment
7.1.1 Conception
7.1.2 Communications
7.2 Motivation
7.2.1 Mastery
7.2.2 Belonging
7.3 Social
7.3.1 Empathy
7.3.2 Reciprocity
8 Final Remark
References
Employee Commitment in Small- and Medium-Sized Enterprises (SMEs): Investigation of Influencing Factors Using the Example of Generation Y
1 Relevance of Employee Retention of Generation Y in SMEs
2 Literature Review
3 Empirical Analysis of the Relevant Factors Influencing Employee Retention
3.1 Conceptual Background and Hypothesis Development
3.2 Applied Methodology
3.2.1 Sample
3.2.2 Procedure
3.3 Statistical Verification and Results
3.3.1 Descriptive Statistical Analysis
3.3.2 Analysis of the Measurement Models
3.3.3 Analysis of the Structural Model
4 Conclusion on Employee Retention of Generation Y in SMEs
4.1 Restrictions
4.2 Future Research
References
Assessing the Value Perception of Employees of the 50 Plus Generation: An AHP Approach
1 Relevance of the Value Perception of Older Employees in Companies
2 Valuation of Employee Values
3 Empirical Analysis of Relevant Value Variables in Relation to Employee Motivation of the Generation 50 Plus
3.1 Applied Methodology: Analytic Hierarchy Process (AHP)
3.1.1 AHP Hierarchy
3.1.2 AHP Priorities
3.1.3 The Fundamental Scale
3.1.4 The Synthesis
3.1.5 The Consistency
3.2 Selection of Variables for the Case Study Evaluation Sample
3.2.1 Criteria for the Economic Dimension
3.2.2 Criteria for the Ecological and Social Dimension
3.3 Statistical Verification and Results of the Case Study
3.3.1 Selection of Experts for the Case Study
3.3.2 Conducting the Case Study
3.3.3 Results of the Case Study
4 Conclusion on the Assessment of the Perception of Values of the Generation 50 Plus
References
Part II: Conceptual Implementation
From the Mission Statement to Value-Oriented Corporate Management
1 Background: From Mission Statement to Value-Oriented Leadership
2 What Value-Oriented Corporate Management Comprises and Constitutes
3 Successfully Implementing Value-Oriented Leadership: Practical Example Upstalsboom
4 Conclusion
References
Sustainability in Corporate Governance
1 Non-financial Data Have Financial Significance
2 The Drivers of Non-financial Internal Control Systems
2.1 Regulatory Requirements
2.1.1 CSR Directive Implementation Act
2.1.2 Law on the Implementation of the Second Shareholders’ Rights Directive
2.2 Stakeholder Expectations
3 The Structure and Function of Non-financial Internal Control Systems
4 Success Factors for Non-financial Internal Control Systems
4.1 Process-Related Success Factors
4.1.1 Continuous Improvement
4.1.2 Bottom-Up Processes
4.1.3 Process Transparency and Integration
4.1.4 Unified Documentation
4.2 Structural Success Factors
4.2.1 Integration into Existing Corporate Governance Structures and Processes
4.2.2 Cooperation Between the First and Second Lines of Defense Managers
4.2.3 nICS Know-How in the First Line of Defense
4.2.4 Risk-Oriented Scoping
4.2.5 Tone from the Top
5 Outlook
References
Value-Based Compliance: Integrating Integrity and Compliance Management
1 Origin Compliance
2 Distinction Between Compliance and Integrity
3 Compliance Management System
3.1 IDW Ps 980
3.2 ISO 19600
3.3 DOJ Guidance for Compliance
4 Integration of Compliance and Integrity
4.1 Anchoring Integrity as a Compliance Goal
4.2 Integrity as a Component of the Compliance Culture
4.3 Designing the Compliance Program from an Integrity Perspective
4.4 Communication as a Key Factor
5 Added Value Through an Integrative Approach to Integrity and Compliance
References
Organizational Behavior and Values as Principles of Integrated, Value-Driven Leadership
1 The Importance of “Organizational Behavior” in a Digital World of Work
1.1 The New World of Work and Its Influence on Organizational Structures
1.2 The Basics of “Organizational Behavior”
1.3 The Objective of Organizational Behavior
2 The Evaluation of Organizational Behavior and Its Importance for Effectiveness
2.1 How Companies and Groups Benefit from Organizational Behavior
2.2 The Introduction of a Holistic Control System: The “Human Side of Business”
2.3 Modernization of Leadership as a Necessity for Effective Organizational Management
3 Optimize Leadership Behavior Through Integrated and Value-Driven Leadership
3.1 Needs and Values and Their Role in Value-Driven Leadership
3.2 The Competence-Motivation and Crisis-Pressure Model Specific to Each Organizational Unit
4 The Implementation of a Leadership Concept and Employee and Situation-Specific Recommendations for Action Based on a Value Orientation
5 Conclusion
References
Part III: Practical Thinking
Covid-19 Sharpens the Eye for Values
References
Making a Difference in the Workplace: Why My Employees No Longer Give Their Heads to the Gatekeeper
1 Initial Situation of My Department
2 My Prioritized Values
2.1 Sense
2.2 Co-determination
2.3 Team Spirit
3 Our Path to a Change in Values
3.1 Enable Meaningfulness
3.2 Promoting Co-determination
3.3 Awakening Team Spirit
4 My Conclusion and Outlook
What Do HR Professionals Do When Value-Based Leadership Is Introduced But Not Lived?
1 Now Is the Time! Our Managers Lead in a Value-Oriented Way!
2 Introduction of Value-Oriented Leadership
2.1 The First Stumbling Block: The Managers
2.2 The Second Stumbling Block: The Employees
3 Difficulties in Implementation
4 My Conclusion as a Personnel Manager