built on the values underlying the need for safety and security

‘The business world is a dog-eat-dog world where you can’t trust anyone. People are out to get what they can for themselves. It is a survival of the fittest or survival of those who know the right people. The way to survive is to look after Number 1 first.’

These are traditional hierarchies with clear top down leadership. This is autocratic and does not tolerate being challenged. There is a competitive win/lose culture aimed at getting results at any cost. These results are what the boss expects. The army has traditionally operated out of this world view.

built on the values underlying the need for security and family belonging

‘It is an uncaring impersonal world, as long as you have a loyal work group, a home, do what the organisation expects and don’t rock the boat, you’ll survive. The right thing to do is to have fair, just rules and for everyone to follow them’.

These are benevolent hierarchies with paternalistic/maternalistic top down leadership. People are expected to behave in stereotypical ways men/women, worker/manager etc and not rock the boat. In return workers will be taken care of. A ‘them and us’ culture often pervades. Many traditional schools and monasteries operate out of this world view.

built on the values underlying the need for belonging to families and institutions

‘The world is a difficult place, but as long as you are prepared to work hard, try and improve yourself and do the right thing by the organisation and your family, you’ll get on. One should respect authority, the law and Government if things are to work’

These are often large institutions. They are ordered and layered bureaucracies with loyal subordinates. Rules and regulations are drawn up outlining how things should be done in the organisation. These rules apply to everyone. So leadership, which is top down, is also contained by these rules. Consequently the focus is on management rather than leadership. The typical public service and other large industries reflect this world view.

built on the value tension underlying the need for belonging to institutions and personal vocation

‘The world today is very uncertain. Things aren’t as clear cut as they used to be, the organisation isn’t right after all. If, however, you can contribute to the organisation’s success and help it achieve its goals, you should be okay’.

The organisation is often unsettled and in transition. The rules are not really trusted while the people do not yet feel fully in control. The appropriate leadership is that of facilitation focussing on being supportive and clarifying. This can encourage the development of initiative within the organisation but has the danger of being laissez-faire.

built on the values underlying the desire for self-initiating in personal vocation and in creating new order in organisation

‘My work is a place where I can work with others to make a difference. I can help create a humanised, collaborative workplace using the gifts I have been given and have developed. In changing things, there are clearly some things that are right and should be done regardless of the rules etc.’

These tend to be strongly values driven organisations. They are often team based with the formal structure not as important as the informal networks. Leadership is collaborative and often charismatic.

built on the values underlying the desire to initiate new order and develop personal wisdom

‘The world is a sacred gift and a complex interdependent system in which one must act responsibly. We are aware of and concerned for the right of all human beings. We genuinely try to live our lives in a way that demonstrates these values and beliefs’.

Where these organisations exist they are held together by a broad inspiring vision and clear values. They have a range of organisation structures. Leadership is widely distributed and not focused on the official leader who tends to operate as a ‘servant’ leader.

built on the values underlying the desire for interdependence through personal wisdom and world order

‘The world is a mystery for which WE must care. The WE means all of us and our vocation is a global one requiring nothing less than the collaboration of all concerned institutions. A global perspective is critical and the ability to see how one institution relates to another in global perspective is essential’.

These are organisations held together by a global idealistic vision. They rely on international networks of people with similar vision and values. Leadership results from the bringing together of visionaries across the globe. They tend to be ‘virtual’ organisations. Organisations such as Amnesty International and Greenpeace could well fit into this category.