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Elena Bajic
2006
Too many people mischaracterize the role of values for leadership and culture. Sometimes this is because they think too little of values, viewing them as selfish indulgences of the leader, or mere attitudes. Sometimes this is because they think too much of values, believing falsely that they can claim something is “our value” and that claim alone will give them magical control over the hearts and minds of their employees.
The truth is that values are not selfish or trivial; leaders who are disconnected from them can’t connect to others. But neither can values be forced on others by a headstrong leader. Good leaders are completely clear about their own values, but also about the values of the people they lead.
Watch this webinar to learn the concrete tools for creating clarity and awareness of values, and how putting those tools to work can make your organization better.
Professor Paul Ingram is the Kravis Professor of Business at Columbia Business School where he has received the Dean’s Award for Teaching Excellence, and won the Commitment to Excellence Award, voted by graduating EMBA students five times. His research has been published in more than sixty articles, book chapters and books. His publications have received numerous distinctions, including the Gould Prize, and best paper awards in the areas of Organization and Management Theory, and Collective Behavior and Social Movements. He has consulted on issues of organizational design and strategy to leading companies in the finance, health care, insurance, energy, and consumer products industries.
Paul’s undergraduate degree is from Brock University where he received the Governor General’s Award as the top graduating student and he received his PhD from Cornell University. He is also faculty director of the Advanced Management Program, Columbia Business School Executive Education’s flagship program for senior executives from around the globe.
