1. 1000 business websites survey 2007.

Companies announce their values, vision and mission statements, philosophy, brand qualities and commitments

Websites covered 20 industries
50 companies per industry were selected, ranging from large, mid and small enterprises
50% of companies were ‘western’, such as UK, USA, Europe and Australia
25% of companies had global or international operations
25% of companies operate in diverse, non-western geographic regions, such as China, India and Japan

2. 1000 leadership literature survey, 2000 - 2007.

One thousand articles, papers and biographies were reviewed to determine a leader’s articulated personal values. The following leadership types were identified:

Business and financial leadership, N = 445 (45%)
Science and technology leadership, N = 203 (20%)
Arts and community leadership, N = 150 (15%)
Political leadership, N = 99 (10%)
Sporting leadership, N = 53 (5%)
Military leadership, N = 50 (5%)

3. 300 companies.

Key leadership values were examined from companies in over 30 countries, that PIPS have consulted with over the last 18 years. This included:

Reading their history, vision, values and mission statements
Researching their major competitors values and vision
Reviewing their country of origin cultural values
Reviewing industry literature on trends and future issues

4. 580 Global Leadership, International and Management Profiles 2001 - 2007.

PIPS has a data-base of leaders around the world who have identified the values matter to them, both now and in the future. We examined the frequency of the values they selected.

5. 250 leaders modeled on contemporary and emerging issues 2003 - 2007.

A significant component of the P.I.P.S. business consultancy is to translate a successful leader’s tacit experience, to pass these strategies onto the next generation of leaders in the organization. Throughout this modeling process, we examined the most frequently identified values of successful leaders.

6. 286 interviews with regional leaders 1999.

International studies (Rundle 1997, Rundle 1999) interviewed 135 successful Australian companies, operating in S.E. Asia. The research examined leadership values that are important when working in countries with different cultural values.

Findings

We discovered a powerful snapshot of the most important values that companies select to hold themselves accountable to their people, customers, competitors and the market place.

We found there is general agreement that values are important in business since they establish a foundation for how the company operates. We have concluded from our research that values:

Aid in the selection of new employees by determining what personal values employees bring to the company culture
Govern leadership behaviours, set role models and provide aspiration for new recruits to perform
Shape employees desire to exceed expectations, through the company’s reward and recognition process
Influence the company’s market approach and enhances its customer relationships
Consolidate employee attraction and retention by installing a sense of pride and commitment to be part of a successful company
Ensure quality relationships and experiences that build sustainable practice and customer loyalty.