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Understanding Behavioral Values in Leadership and Management

This handout provides a thorough overview of the core behavioral values that differentiate leaders and managers. It includes definitions and a clear framework for self-assessment through tick boxes that relate to key attributes like vision, direction, and risk-taking. Participants are encouraged to reflect on their leadership style, identify preferred behaviors, and consider changes for improvement. Furthermore, the handout prompts individuals to outline the specific changes they want to implement in their leadership approach, emphasizing the importance of adaptability in a dynamic work environment.

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Understanding Behavioral Values in Leadership and Management

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  1. HANDOUT—DEFINITIONS (PAGE 1) Place a tick in the column that Relates to your Character BEHAVIOURALVALUE LEADER MANAGER ESSENCE CHANGE STABILITY FOCUS LEADING PEOPLE MANAGING WORK HAVE FOLLOWERS SUBORDINATES HORIZON LONG-TERM SHORT-TERM SEEKS VISION OBJECTIVES APPROACH SETS DIRECTION PLANS DETAIL DECISION FACILITATES MAKES POWER PERSONAL CHARISMA FORMAL AUTHORITY APPEAL TO HEART HEAD ENERGY PASSION CONTROL CULTURE SHAPES ENACTS DYNAMIC PROACTIVE REACTIVE PERSUASION SELL TELL STYLE TRANSFORMATIONAL TRANSACTIONAL EXCHANGE EXCITEMENT FOR WORK MONEY FOR WORK PLEASE ADD UP NUMBER OF TICKS IN EACH COLUMN SUBTOTAL:

  2. HANDOUT—DEFINITIONS (PAGE 2) Place a tick in the column that Relates to your Character BEHAVIOURALVALUE LEADER MANAGER LIKES STRIVING ACTION WANTS ACHIEVEMENT RESULTS RISK TAKES MINIMIZES RULES BREAKS MAKES CONFLICT USES AVOIDS DIRECTION NEW ROADS EXISTING ROADS TRUTH SEEKS ESTABLISHES CONCERN WHAT IS RIGHT BEING RIGHT CREDIT GIVES TAKES BLAME TAKES BLAMES _________ SUBTOTAL (FROM PAGE 1)_________ TOTAL (THIS PAGE)_________ GRAND TOTAL

  3. HANDOUT—DEFINITIONS (PAGE 3) WHAT CHANGES WOULD YOU LIKE TO IMPLEMENT WITHIN YOUR LEADERSHIP STYLE? WHY IS IT IMPORTANT FOR YOU TO IMPLEMENTTHESE CHANGES? HOW WILL YOU IMPLEMENT THESE CHANGES? WHEN YOU IMPLEMENT THEM?

  4. HANDOUT—DEFINITIONS (PAGE 3) BEHAVIOURALVALUE LEADER MANAGER LIKES STRIVING ACTION WANTS ACHIEVEMENT RESULTS RISK TAKES MINIMIZES RULES BREAKS MAKES CONFLICT USES AVOIDS DIRECTION NEW ROADS EXISTING ROADS TRUTH SEEKS ESTABLISHES CONCERN WHAT IS RIGHT BEING RIGHT CREDIT GIVES TAKES BLAME TAKES BLAMES _________ SUBTOTAL (FROM PAGE 1)_________ TOTAL (THIS PAGE)_________ GRAND TOTAL

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