Abstract:
The purpose of this research study was to explore catalysts that influence the value systems of leaders, as well as leadersÕ orientation to the create shared value framework. By using the spiral dynamic model, this study was able to identify the development of leadersÕ value systems, thus assisting in exploring catalysts which contributed thereto. Qualitative, exploratory research methods were used to gain new insights on catalysts assisting the development of a leaderÕs value system and on a leaderÕs ability to create shared value. The scope of this research included senior leaders Ð executives, directors, CEOÕs and senior managers. Semi-structured, in-depth interviews were conducted with a total of 19 senior leaders in the IT, real estate, logistics, operations, finance, engineering, construction and agricultural industries. Frequency and thematic analysis were used to analyse the interviews of these senior leaders.
The key findings of this research are summarised as follows: Firstly, as a leader develops, his or her value system adapts, causing the leader to transcend from one meme to the next in the spiral dynamic model. Secondly, catalysts have an influence in a leader shifting to a new meme or value system. Thirdly, organisational culture is seen as extremely important to leaders, but no real strategies are implemented to obtain a healthy organisational culture. Lastly, leaders recognise the social needs in South Africa, but do not take actions to address them, nor do they understand the creating shared value framework. Through these findings, a catalytic impact model Ð which could potentially assist in providing a better understanding of catalysts assisting in the development of a leaderÕs value system Ð emerged. The model depicts how catalysts assist in the development of a leaderÕs value system and how this influences a leaderÕs position on organisational culture and creating shared value. The catalysts include work challenges, career opportunities, role models and managing subordinates. Furthermore, the model depicts that the organisational culture and the creating shared value frameworks also act as catalysts in the leaderÕs value system development.
The business implication of this study is to enable organisations to assist the development of a leaderÕs value system by using catalysts and, in so doing, develop leaders with value systems that care about the organisational culture and managing this culture. As well as developing leaders that care about the broader society, therefor are more orientated to improving the sustainability of the business, therefor implementing creating shared value frameworks.
