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 8: Applying Leadership Levers for Organizational Change

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


Changes in organizational culture, as identified in the previous chapter, require changes in organizational strategy, tactics, competencies, and relationships. The basic values and orientations of organizations are operationalized by these various manifestations of culture. Consequently, as leaders are faced with an opportunity to implement changes in their organizations, they require a portfolio of tools and techniques that will help them lead change successfully. To effectively implement both broad and deep change – as in the case of culture change – as well as small, incremental changes – as in the case of daily adjustments and modifications – leaders need a portfolio of options available to them. Providing a few such options is our purpose in this chapter. We provide some tools and techniques that have proven to be successful in helping organizations implement value adding change. We have selected just one tool or technique for each quadrant simply to illustrate the kinds of levers that leaders may utilize as they implement change in their organizations. The main emphasis of each of these tools or techniques resides in a single quadrant in the Competing Values Framework. That is, the major objective of each tool or technique is to change the organization in one particular quadrant. However, we also illustrate that the effective implementation of each change lever is possible only when all the quadrants in the model are utilized. Our intent is not to be comprehensive or thorough in our explanations, nor are the four change levers discussed here necessarily the...

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