Kim Cameron - Leading with Values - 2011

© Kim Cameron, University of Michigan

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Leading with Values and Virtues

Summit 2011

1 December 2011Kim Cameron

University of Michigan


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• Thank you for the honor of being invited.• I have a special love for the Marriott School,

for its leaders, and for BYU.• I will try my best to add value to the

impressive program that has been planned.


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As of Today . . .

• More than 69,000 books on “Leadership” are listed on Amazon.com, and 400,000 books are listed on “Values.”

• More than 8300 new books are published each day, but the average book sells less than 200 copies.

• A tiny percentage of leadership and business books are based on validated research findings. Most are based on personal experiences and story telling. “Evidence-based practice” is rare.


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Criteria for This Presentation

• Empirically verified – Validity

• Theoretically grounded – Explanation

• Practically applicable - Utility


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| | | Negative Deviance Normal Positive Deviance

Individual:

Physiological Illness Health VitalityPsychological Illness Health Flow

Organizational:

Economics Unprofitable Profitable GenerousEffectiveness Ineffective Effective ExcellentEfficiency Inefficient Efficient ExtraordinaryQuality Error-prone Reliable PerfectEthics Unethical Ethical BenevolentRelationships Harmful Helpful HonoringAdaptation Threat-rigidity Coping Flourishing

Deficit gaps Abundance gaps

Understanding Values and Virtues

SOURCE: Cameron, 2003.

Instrumental Values (standards of conduct)Terminal values

(ends or goals)

Virtues (the best of the human condition)


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Explanation

Focusing on Abundance

Gaps

Leading with Virtuousness

The Heliotropic

Effect


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Effects of Abundance and Virtuousness

Comparisons between individuals characterized by the right-hand factor compared to the left-hand factor have shown dramatic differences:

Gratitude Journal versus Frustration JournalCapturing the Best versus Capturing the WorstVirtuous Condition versus Non-Virtuous Condition

– more antibodies after vaccines – stronger genetic expression– more mental alertness, acute and long lasting memory, and faster learning– enhanced filtration, bodily fluid exchange, energy efficiency, coherence– more inquisitiveness, creativity, and exploration– higher levels of productivity and quality performance – recovery from disease – avoidance of depression after spouse lossSOURCES: See Cameron & Lavine, 2006; Cameron, 2007 for references


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Heart Health


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Coherence in the Body

SOURCE: McCraty & Childre, 2004

At the highest levels of heart coherence, the

power spectrum of the heart peaks at

0.1 hertz (the ideal).

Coherence refers to the coordinated oscillation of heart and brain rhythms.


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Effects of Virtuousness*Bl

ood

Pres

sure

Corti

sol

Hea

rt R

ate

Varia

bilit

y (P

redi

cts

card

iova

scul

ar il

lnes

s)In

flam

mati

on

BASE STRESSOR RECOVERY

BASE STRESSOR RECOVERY LOW LEVELS

HIGH LEVELS

LOW LEVELS

MEDIUM LEVELS

HIGH LEVELS

Source: Steptoe, 2011

LOW VIRTUOUS SCORESHIGH VIRTUOUS SCORES

* Compassion, Gratitude, Love, Kindness, Forgiveness, Positive regard, etc.


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Effects of Virtuousness*D

eath

Rat

eTr

igly

cerid

es

DH

EAS

(Anti

-Agi

ng H

orm

one)

Brai

n Ac

tivity

LOW LEVELS

MEDIUM LEVELS

HIGH LEVELS

0 20 40 60 80MONTHS

LOW LEVELS

HIGH LEVELS

REST COMPASSIONATE CONTEMPLATION

Source: Steptoe, 2011; Davidson, 2011

LOW VIRTUOUS SCORESHIGH VIRTUOUS SCORES

DEATH RATELo = 25%3rd = 14%2nd = 11%Hi = 7%



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Effects of Virtuousness Training*Br

ain

Activ

ityW

ound

Hea

ling

Ratin

g of

Pai

nAn

tibod

ies

After

Flu

Sho

t

0 TIME 3 Months NORMAL TRAINED

CONTROL TRAINED

Source: Steptoe, 2011

CONTROL/NORMALTRAINED IN PRACTICING VIRTUOUSNESS


ADHD children

Control

Trained

0 TIME 2 Weeks

Control

Trained


9th Grade Literature Classes

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Performance **

Semester’s Time

** Performance =• Social skills• Zest for learning• Writing competence• Absence of

depression

Exposed to positive training and

virtuousness*

Normal curriculum

*Training = • Kindness• Purpose• Gratitude• Virtuousness• Nobility• Etc.


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Positivity, Virtuousness, and Brain Functioning

Mental acuity is greater when individuals

contemplate positive, virtuous

outcomes.

Sharot, Riccardi, Raio & Phelps (2007) Nature 450, 102-105


The Implication is NOT:

• Just smile and everything will be fine• If you’re good, nothing goes wrong• Always be positive and avoid the negative• Don’t worry about problems and obstacles• Everyone gets a blue ribbon

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The Implication IS:

• Fostering virtuousness has significant impact on:– Physical health– Mental health– Brain activity– Social relationships– Work productivity– Life expectancy

• The heliotropic effect is inherent and universal.

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But, What About Organizations?

• Merely gathering happy or positive people together does not make for an effective organization.

• Organizational dynamics are much more complex than merely aggregating admiral people.

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My Own Central Research Questions

• What is the effect of virtuous practices on organizational performance?

• Can positively deviant performance be produced by virtuous leaders?

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Some Research Findings

• Communication in TMTs• Seven matched organizations within a parent corporation• Intervention studies aimed at an abundance culture change• Public and private companies in 16 industries• The airline industry after 9-11• Financial services performance• Health care organizations• Leadership energy

Conclusion: Implementing virtuous practices and enabling an abundance culture significantly and positively related to organizational effectiveness (e.g., profitability, productivity, quality, innovation, customer satisfaction, employee retention) and outside-of-work well-being.


Dimensions of Virtuousness

• Meaningfulness and Purpose• Gratitude and Appreciation• Dignity and Respect• Support and Compassion• Caring and Concern• Inspiration and Positive Energy• Forgiveness and Understanding• Trust and Integrity

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One Practical Illustration• Strategy 1

–Jobs–Financial Capital–Compliance

• Strategy 2–Careers–Social and Intellectual Capital–Commitment

• Strategy 3–Callings–Ideological Capital–Devotion

SOURCE: Adapted from Wrzesniewski, 2003; Godfrey, 2005.


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Illustrating Ideological Capital


Engagement and Suicide

• Research on suicide is notoriously poor because obtaining accurate data in advance is essentially impossible. However, an annual survey is now being conducted of physical, social, family, spiritual well-being in the U.S. Army.

• Soldiers who score in the bottom one percent on two items:“I have an important purpose in my life.”“I can find something meaningful associated with my role in the Army.”– Have a ___?___ higher probability of suicide.

• The suicide rate is 50 percent higher among this group of soldiers (not to mention addiction, PTSD, depression).

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Ideas for Increasing Ideological Capital

• Connect to a person or to human benefit• Connect to an important personal value• Identify a benefit that extends beyond the

immediate• Connect to the organization’s core purpose• Connect to virtues—e.g., benevolence,

compassion, integrity, love, hope• Connect to the ripple effect (others extend the

influence)


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Conclusion

• Abundant empirical evidence suggests that virtuousness in leadership produces dramatically healthier and more successful employees and organizations.

• Leaders may want to consider basing their leadership strategies on virtuousness, not just on values.


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Questions, Concerns, Yeah Buts, Thoughts?

SOME REFERENCES:Cameron, Dutton, & Quinn (2003) Positive Organizational Scholarship. Berrett Koehler.Hess & Cameron (2006) Leading with Values. Cambridge University Press.Cameron (2008) Positive Leadership. Berrett Koehler.Cameron & Spreitzer (2012) Handbook of Positive Organizational Scholarship. Oxford University Press.

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Kim Cameron - Leading with Values - 2011