Competing Values Leadership
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Competing Values Leadership

Creating Value in Organizations

Kim S. Cameron, Robert E. Quinn, Jeff DeGraff and Anjan V. Thakor

Creating value in a firm is an enormously complex endeavor. Yet, despite its complexity, value creation is the objective of every enterprise, every worker, and every leader. The Competing Values Framework can help leaders understand more deeply and act more effectively. In the first book to comprehensively present this framework, the authors discuss its core elements and focus attention on rethinking the notion of value. They emphasize specific tools and techniques leaders can use to institute sustainable change.
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Chapter 7: Measuring Leadership Competencies and Organizational Culture

Kim S. Cameron, Robert E. Quinn, Jeff DeGraff and Anjan V. Thakor


In the previous chapter we described the measures used to assess financial performance in companies based on the Competing Values Framework. We demonstrated how the Competing Values Framework provides indicators of financial performance that accurately predict both current and future market value of firms. Companies do better financially if they utilize the full spectrum of measures advocated by the Competing Values Framework. In this chapter we shift to measurements of leadership competencies, and organizational culture. We also provide examples of other assessment tools associated with the Competing Values Framework, namely, Organizational Outcomes and Organizational Change Strategies. The Competing Values Framework provides a way for leaders to assess their own competencies, their organization’s culture, and, based on those measurements, to develop a personal development plan and improvement agenda. The extent to which leaders have developed certain key competencies, and the extent to which personal competencies match the organization’s culture, serve as standards that guide development plans and improvement agendas. LEADERSHIP EFFECTIVENESS Never has there been a time when effective leadership is more crucial for organizational success. This is because of the dramatic increase in the challenges experienced by virtually every organizational sector – large and small, public and private, old-economy and new-economy. Each is faced with hyper-turbulent speed, information revolution, dramatic increases in technological innovation, and unpredictable global events. No one doubts that the next decade will be characterized by chaotic, transformational, rapid-fire change. In fact, almost no sane person is willing to predict what the world will be like...

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