1. The human voice can never reach the distance that is
covered by the still small voice of conscience. Mahatma Ghandi
Breakdown in Leadership Integrity:
Observed Public Behaviour Contradicting Espoused
Personal Values
Prof Basil C Leonard
Head: Centre for Leadership Studies

2. Discussion
Outline
1. Reasons for Concern
1.1 Personal and Professional Values
1.2 Four Dimensions of Leadership
1.3 The Development of the ‘Gap’
2. Possible Reasons for Lack of Integrity
2.1 The Size of Our Hypocritical Gaps
2.2 The Personal Fudge Factor
2.3 The Disconnect Between Values, Behaviour and
Lifestyle
3. Toward Values-Based Leadership
Reasons for Concern
Prof Basil C Leonard – Head: Centre of Leadership Studies - University of

3. Reasons for Concern
1.1 Personal and Professional Values
peace X loyalty competence X
accountabilit travel X privacy
yespect
r X natur adventure
security e
power friendships
wealth honesty family X
healt competition long life
h
reputation exciteme expertise
recogniti nt
independenc acceptance
on
freedom e
integrity X knowledge X
happiness X leadership X creativity
spirituality pleasure decisiveness
affection X bonding inner
harmony
Prof Basil C Leonard – Head: Centre of Leadership Studies - University of

4. Reasons for Concern
1.1 Personal and Professional Values
My five selected
values:
 peace  
 integrity leadership  competence
family
1 integrity 2 family 3 competenc
e
The values we live by are worth more when we pass them on....
Values are acquired, dogma and doctrine are imposed
Sugata Mitra
Prof Basil C Leonard – Head: Centre of Leadership Studies - University of

5. Reasons for Concern
1.2 Four Dimensions of Leadership
 Participants at workshops are asked to identify people they
consider as leadership role models.
 This question is followed up by asking them what it is about
these leadership role models that make them stand out
 The identifying words listed are usually the following…
Prof Basil C Leonard – Head: Centre of Leadership Studies - University of

6. Reasons for Concern
Some suggested words to identify leadership role models
vision strategy communication
integrity passion equality
motivation growth transformation
influence role models relationships
character values principles
trust servant beliefs
compassionate confident empowering
fairness accountability empathy
assertive inspiring pride
Prof Basil C Leonard – Head: Centre of Leadership Studies - University of

7. Reasons for Concern
1.2 Four Dimensions of Leadership
BEing DOing KNOWing THINKing
Character Behaviour Competenc Reflective
e
Prof Basil C Leonard – Head: Centre of Leadership Studies - University of

8. Reasons for Concern
BEin DOin
g g
90 7
KNOWin THINKin
g 2 g 1
Prof Basil C Leonard – Head: Centre of Leadership Studies - University of

9. Reasons for Concern
BEin If it is not DOin it is not
part of your sustainable
g BEing g in your
DOing
When judged by others, we will not be judged by what we
say was in our BEing, but rather by what people observe
in our DOing (behaviour).
KNOWin THINKin
g
gProf Basil C Leonard – Head: Centre of Leadership Studies - University of

10. Reasons for Concern
1.3 The Development of the ‘Gap’
1. Personal Values In
Personally
Gap
The
Conflict with Company
Espoused Values Values.
Publically (Somebody working for a
cigarette company and
Observed struggling with issues
Behaviour regarding the impact of
cigarettes on people’s
health)
Prof Basil C Leonard – Head: Centre of Leadership Studies - University of

11. Reasons for Concern
1.3 The Development of the ‘Gap’
2. Different Value Sets at
Personally
Gap
The
Home from that At Work
Espoused Values
When we start behaving
Publically differently at work from
home, it is neither good
Observed for the employee or the
Behaviour employer.
Prof Basil C Leonard – Head: Centre of Leadership Studies - University of

12. Reasons for Concern
1.3 The Development of the ‘Gap’
3. The Content of Values
Personally
Gap
The
in the form of Conscious
Espoused Values Goals.
Publically Schwartz identified three
universal requirements of
Observed human existence: 1
Behaviour biological needs, 2
requisites of coordinated
social interaction and 3
demands of group
survival and functioning.
Prof Basil C Leonard – Head: Centre of Leadership Studies - University of

13. Reasons for Concern
1.3 The Development of the ‘Gap’
Motivational Types of Values in Terms of Their Goals
Power: Social status, power, authority, wealth
Achievement: Successful, capable, ambitious,
influential
Hedonism: Pleasure, enjoying life
Stimulation: Daring, a varied life, an exciting
life
Self-Direction: Creativity, freedom, independent,
curious
Universalism: broadminded, wisdom, social
justice, equality
Benevolence: helpful, honest, forgiving, loyal,
responsible
Prof Basil C Leonard – Head: Centre of Leadership Studies - University of

14. Possible Reasons for Lack of
Integrity
2.1 The Size of Our Hypocritical Gaps
Robert E Quinn: How do you build integrity? Start with where it is
lacking
• Integrity:
 Integrity is a concept of consistency of actions, values,
methods, measures, principles, expectations, and outcomes.
 One may judge that others "have integrity" to the extent that
they act according to the values, beliefs and principles they
claim to hold.
 Recognising that we are all hypocrites and moving toward
closing our hypocritical gaps (Robert E Quinn)
Prof Basil C Leonard – Head: Centre of Leadership Studies - University of

15. Size of Our Hypocritical
Gaps
Being Doing
Character Behaviour
KNOWing THINKing
Competence Reflection
Prof Basil C Leonard – Head: Centre of Leadership Studies - University of

16. Possible Reasons for Lack of
Integrity
2.1 The Size of Our Hypocritical Gaps
2.2 The Personal Fudge Factor - Dan Ariely
Forces Operating Within Our Moral Intelligence Construct
 Force 1: Wanting to feel good about ourselves.
 Force 2: To cheat or be dishonest just a little bit and still
feel good about ourselves. Must not change our
impression of ourselves.
Prof Basil C Leonard – Head: Centre of Leadership Studies - University of

17. Possible Reasons for Lack of
Integrity
2.1 The Size of Our Hypocritical Gaps
2.2 The Personal Fudge Factor - Dan Ariely
Impact of Moral Intelligence on Decision Making:
A Simple Cost-Benefit Analysis
 What is the probability of being caught?
 How much do I stand to gain from cheating/being
dishonest?
 What is the magnitude of the punishment should I get
caught?
Prof Basil C Leonard – Head: Centre of Leadership Studies - University of

18. Possible Reasons for Lack of
Integrity
Our Propensity to be Morally Intelligent (Cheat/Be
Dishonest)
Decreasing the MQ Increasing the MQ
Propensity Propensity
When people are ‘removed’ When people’s moral
from actual cash in their consciousness is raised
thinking
Character is formed, not by laws, commands, and decrees but
by quiet influence, unconscious suggestions and personal
guidance.
Marion L Burton
Live so that when your children think of fairness and integrity,
they think of you.
Prof Basil C Leonard – Head: Centre of Leadership Studies - University of

19. Possible Reasons for Lack of
Integrity
Our Propensity to be Morally Intelligent (Cheat/Be Dishonest)
Using company’s facilities to copy child’s assignment
Not declaring all income for tax purposes
Not speaking up when aware of unfair practices at work
Disconnect Between Lifestyle, Values, Behaviour
Prof Basil C Leonard – Head: Centre of Leadership Studies - University of

20. 2.3 Disconnect : Lifestyle, Values and
Behaviour
Lifestyle:
lifestyle • A lifestyle typically reflects an individual's
attitudes, values or world view.
• A lifestyle is a means of forging a sense of self
and to create cultural symbols that resonate with
personal identity.
Prof Basil C Leonard – Head: Centre of Leadership Studies - University of

21. 2.3 Disconnect : Lifestyle, Values and
Values: Behaviour
• A personal or cultural value is an absolute or values
relative ethical value, the assumption of which
can be the basis for ethical action.
• A value system is a set of consistent values and
measures.
• A principle value is a foundation upon which
other values and measures of integrity are
based
Prof Basil C Leonard – Head: Centre of Leadership Studies - University of

22. 2.3 Disconnect : Lifestyle, Values and
Behaviour
Behaviour:
behaviou • manner of behaving or conducting oneself
r behaving with careful good manners
• the aggregate of all the responses made by an
organism in any situation
• the action, reaction, or functioning of a system,
under normal or specified circumstances
Prof Basil C Leonard – Head: Centre of Leadership Studies - University of

23. 2.3 Disconnect : Lifestyle, Values and
Behaviour
lifestyle
No-Effects Model: assumes
that values and lifestyle are
behaviou
independent, and that neither
r
affects behaviour at all
values
Scenario 1
Brunso, Scholderer and Grunert:
Closing the gap between values and behaviour – a means-end theory of
lifestyle.
Prof Basil C Leonard – Head: Centre of Leadership Studies - University of

24. 2.3 Disconnect : Lifestyle, Values and
Behaviour
Value-Effects Model: lifestyle
assumes that values and
lifestyle are independent, that behaviou
values influence behaviour r
directly, but lifestyle does not values
influence behaviour at all Scenario 2
Brunso, Scholderer and Grunert:
Closing the gap between values and behaviour – a means-end theory of
lifestyle.
Prof Basil C Leonard – Head: Centre of Leadership Studies - University of

25. 2.3 Disconnect : Lifestyle, Values and
Behaviour
lifestyle
Lifestyle-Effects Model:
assumes that values and
behaviou lifestyle are independent, and
r that lifestyle influences
values behaviour directly, but values
Scenario 3 do not influence behaviour at
all
Brunso, Scholderer and Grunert:
Closing the gap between values and behaviour – a means-end theory of
lifestyle.
Prof Basil C Leonard – Head: Centre of Leadership Studies - University of

26. 2.3 Disconnect : Lifestyle, Values and
Behaviour
Additive-Effects Model: lifestyle
assumes that values and
lifestyle are independent, and behaviou
that both influence behaviour r
directly; values
Scenario 4
Brunso, Scholderer and Grunert:
Closing the gap between values and behaviour – a means-end theory of
lifestyle.
Prof Basil C Leonard – Head: Centre of Leadership Studies - University of

27. 2.3 Disconnect : Lifestyle, Values and
Behaviour
Indirect-Effects Model:
lifestyle
assumes that values influence
lifestyle, and lifestyle
influences behaviour, but that
there is no direct effect of
values behaviou values on behaviour (strict
r mediation);
Scenario 5
Brunso, Scholderer and Grunert:
Closing the gap between values and behaviour – a means-end theory of
lifestyle.
Prof Basil C Leonard – Head: Centre of Leadership Studies - University of

28. 3. Toward Values-Based
Leadership
Total-Effects Model: lifestyle
assumes that values influence
lifestyle, and lifestyle
influences behaviour, but that
there are also direct effects of values behaviou
values on behaviour (partial r
mediation). Scenario 6
Brunso, Scholderer and Grunert:
Closing the gap between values and behaviour – a means-end theory of
lifestyle.
Prof Basil C Leonard – Head: Centre of Leadership Studies - University of

29. 3. Toward Values-Based
Leadership
Myth 1:
Leave your personality, your values at the door. This is business.
Truth 1:
Bring all of you to work – it’s your values that produce unique
value
Mark S Albion – Turning Values Into Value
Prof Basil C Leonard – Head: Centre of Leadership Studies - University of

30. 3. Toward Values-Based
Leadership
Myth 2:
Once values are set, that’s it, and it’s clear how that leads to
value.
Truth 2:
Values don’t change but they do evolve.
Mark S Albion – Turning Values Into Value
Prof Basil C Leonard – Head: Centre of Leadership Studies - University of

31. 3. Toward Values-Based
Leadership
Moral Intelligence
Moral alignment alignment
Goals Behaviour
Compass
Principles Purpose Thoughts
misalignmen misalignme
Values t Goals nt Emotions
Beliefs Wants Actions
destructive
Morally Intelligent Leader
moral emotions
viruses
Prof Basil C Leonard – Head: Centre of Leadership Studies - University of

32. Questions
Comments
Suggestion
s
Reflections
Prof Basil C Leonard
+27 83 4545 621
basil.leonard@ucb.ac.za