"When values are held too tightly, they can harden into rigidity, alienate others, or even undermine the very goals they were meant to advance. Applying values too strongly can create a paradox for leaders: how to hold onto values without them becoming vices and how to retain the "value" of values without undermining the service they exist to support.Every value has a shadow side. Empathy can morph into overaccommodation, integrity into inflexibility, and accountability into blame."
"Applying values too strongly can create a paradox for leaders: how to hold onto values without them becoming vices and how to retain the "value" of values without undermining the service they exist to support.Every value has a shadow side. Empathy can morph into overaccommodation, integrity into inflexibility, and accountability into blame. The same qualities that fuel excellence can, when overextended, breed dysfunction. Across industries and cultures, I've seen this paradox emerge repeatedly: how to hold onto your values without being held hostage by them."
Values anchor authenticity, guide decision-making, inspire trust, and help leaders navigate complexity and change. When held too tightly, values can harden into rigidity, alienate others, or undermine intended goals. Empathy can morph into overaccommodation, integrity into inflexibility, and accountability into blame. The same strengths that fuel excellence can, when overextended, breed dysfunction. Leaders face a paradox of holding values without letting them become vices or obstruct the service they exist to support. Values operate relationally across Self-Self, Self-Other, and Other-Self dimensions. Practical strategies include treating values as plural, contextual, and relational to balance expression, reception, and self-care.
Read at Psychology Today
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