Interplay of Value System and Leadership at Workplace
Dr. Victor Katoma, Cosmas Mwanza, Dr. Ali Shameem

Abstract
Values, either transient or fixed, define an individual’s placement and relevance in any system. This paper examines the elements of the value system (VS) of 259 managers/leaders of different corporate companies and develops insights into constructs of collegial leadership placement in the workplace. It demonstrates that, leadership, irrespective of gender difference can be gleaned using elements of the value system and suggests that leaders can be selectively placed by assessing their strongest value inclination. Findings through factor constructs and comparative means revealed that power and to a lesser extent security, generally formed the basis of all leadership types. This view point affirms the concept that leadership, at any level, primarily stems from the desire to control one’s environment including people and material resources (Luthans,1995). Leadership types however, only emerge and leadership without clear demonstrated power is deceptive. Using an extended value system package (EVSP), this paper further explains that it is through extended personal aspirations such as in loyalty, friendship, loving, independence and doing something different that brings out a more natural leadership positioning in a workplace. This can help to manage work teams and build an understanding, the underlying motivations of employees and their preferences to work for companies that help them to balance between work and family life.

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