Value Based Leadership is a big concept that has deserved to be explored and thought about in a broad view

1.
Oliver
Kuhn
July
2013
based
on
version
August
2010
Page
1
of
15
Essay
What
is
Value
Based
Leadership?
Introduction
Value
Based
Leadership
is
a
big
concept
that
has
deserved
to
be
explored
and
thought
about
in
a
broad
view.
I
choose
this
topic
because
it
is
very
broad.
I
think
I
can
explain
my
thoughts
and
learned
insights
best
within
this
topic.
I
consider
myself
more
as
a
generalist
than
a
specialist
at
this
time
of
my
life.
Of
course,
I
will
become
more
a
specialist
in
my
future
job.
Nevertheless,
I
will
always
want
to
keep
a
broad
view
over
everything,
I
think
this
is
a
very
important
quality
for
every
leader.
They
cannot
do
every
little
job,
they
need
to
have
the
overview
so
that
they
can
delegate
and
let
the
company
strive
for
a
higher
goal.
To
use
a
metaphor:
A
leader
is
like
the
captain
on
a
boat,
sometimes
there
are
storms,
sometimes
the
sea
is
quieter
and
the
sun
is
shining.
The
leader,
however,
always
need
to
have
the
vision
to
reach
the
goal
and
has
to
lead
the
whole
boat
crew
and
the
passengers
to
the
next
destination.
His
goal
is
(or
at
least
should
be
in
my
opinion)
to
reach
this
next
destination
with
the
best
possible
outcome
for
everybody
on
the
boat
and
the
environment.
That
is
why
I
choose
this
topic
and
not
one
of
the
other
ones,
even
though
they
are
very
interesting
too.
However,
I
don´t
want
to
lose
myself
in
just
a
very
specific
part
of
Value
Base
Leadership,
I
want
to
try
to
present
a
whole
picture
over
this
big
topic
in
this
essay.

2.
Oliver
Kuhn
July
2013
based
on
version
August
2010
Page
2
of
15
Main
body
Value
Based
Leadership
can
be
divided
in
two
different
parts:
The
first
part
is
“Value
Based”
and
the
second
part
is
“Leadership”.
“Values
are
assumptions
about
how
things
ought
to
be
in
the
society.
There
are
broad
tendencies
to
prefer
certain
states
of
affairs
over
others”.
But
which
states
are
preferred
by
which
people
at
which
times
in
which
situation?
That
is
a
very
difficult
question,
which
is
almost
impossible
to
answer.
At
least
there
is
no
right
or
wrong
answer,
there
are
only
some
attempts
to
come
as
close
to
an
answer
as
possible.
It
is
a
question
of
culture,
of
the
company,
of
the
goals
and
visions
you
have,
of
every
individual
and
much
more.
I
will
try
to
explain
these
aspects,
what
value
based
means
or
can
mean,
later
in
this
essay.
The
second
part
of
the
whole
expression
is
leadership
which
is
by
itself
already
a
very
complex
concept
and
combined
with
the
words
“value
based”,
even
more.
Leadership
involves
always
at
least
one
or
several
leaders
and
his
followers.
Without
followers,
there
is
no
leadership
(see
Grint
2005,
p.19).
I
will
explain
this
later
too
(see
page
6).
First,
I
want
to
try
to
give
a
personal
definition
of
Value
Based
Leadership:
In
my
opinion,
Value
Based
Leadership
means
to
strive
for
excellence
in
every
situation,
to
act
as
a
role
model
in
following
your
own
set
of
principles
with
the
ability
to
react
with
flexibility
to
situational
circumstances.
It
is
also
about
empathy
and
emotional
intelligence,
the
feeling
for
others
and
the
art
to
treat
every
individual
differently,
so
that
at
the
end
everybody
feels
threatened
correctly
and
will
be
motivated.
This
varies
from
person
to
person.
The
goal
is
to
reach
a
better
situation
for
every
individual
so
that
at
the
end
the
whole
community
reaches
an
improvement

3.
Oliver
Kuhn
July
2013
based
on
version
August
2010
Page
3
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15
to
a
higher
level
which
means
progress.
To
go
back
to
the
boat-­‐captain
metaphor
of
the
introduction,
the
goal
would
be
to
reach
the
next
destination
which
will
be
a
progress
for
everybody
on
the
boat
(see
introduction,
p.1).
Leadership
is
also
GLOCAL
which
means
thinking
globally
and
acting
locally.
It
is
about
acting
as
a
leader
in
every
possible
and
small
situation,
creating
trust
to
all
the
people
around
you,
and
it
does
not
matter
if
it
is
the
cleaning
people
or
your
boss.
“Leadership
is
a
consequence
of
many
small
decisions
and
acts”(see
Grint,
2005,
p.39).
This
big
concept
includes
a
lot
of
tiny
things
like
just
having
a
positive
aura,
looking
into
the
eyes
of
the
people,
having
a
smile
on
your
face,
being
confident
in
what
you
are
doing
and
having
goals,
visions
and
values
that
you
will
follow.
It
requires
open-­‐mindedness,
responsibility
(for
yourself
first
and
then
for
others),
humility
and
RESPECT!
But
never
forget
the
broad
picture,
the
stakeholders,
environment
and
so
on.
I
think
the
following
quote
of
Harry
Truman
is
a
very
good
one:
“A
leader
is
a
man
who
has
the
ability
to
get
other
people
to
do
what
they
don’t
want
to
do
and
like
it”
(see
Truman,
slides
session
1,
slide
20).
This
stresses
the
quality
to
motivate
people.
They
should
start
to
like
what
they
do,
even
though
they
did
not
like
it
at
the
beginning.
That
will
lead
to
more
fun
at
work
and
that
to
more
success.
My
definition
of
leadership
goes
even
further
than
the
Truman
quote.
I
think
a
really
good
leader
can
create
a
working
environment
in
which
not
the
leader
himself
get
other
people
to
do
what
they
do
not
want
to
do
and
like
but
where
the
people
themselves
will
start
to
motivate
themselves.
The
leader
only
creates
the
right
circumstances;
at
the
end
the
people
themselves
are
responsible
for
their
motivation.

4.
Oliver
Kuhn
July
2013
based
on
version
August
2010
Page
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of
15
Value
Based
Leadership
is
also
an
art
of
living;
it
is
finding
the
right
balance
in
every
situation.
This
is
very
difficult
because
nobody
is
perfect.
“…
-­‐
omniscient
leaders
doesn´t
exist
but
we
seem
to
need
them”
(Grint
2005,
p.
34).
That
means
that
the
followers
sometimes
expect
leaders
to
be
omniscient
but
nobody
is.
It
is
important
to
get
stick
in
the
people´s
heads
that
nobody
can
be
omniscient.
In
my
opinion
it
is
more
important,
and
that
is
what
is
what
motivates
me
most,
when
a
leader
strives
to
be
as
perfect
as
possible
but
never
loses
the
quality
of
easiness.
This
is
the
art
of
living;
this
is
real
Value
Based
Leadership
for
me.
One
of
the
best
examples
of
a
situation
in
which
I
experienced
real
value
based
leadership
was
in
a
football
team
at
the
age
of
18.
I
played
for
a
football
club
called
FC
Aarau
in
Switzerland
in
a
selection
that
played
a
championship
in
whole
Switzerland.
The
team
I
was
in,
played
together
in
the
same
constellation
for
approximately
one
year.
The
trainer,
in
my
eyes
one
of
the
best
leaders
I’ve
ever
seen,
was
called
Walter
Iselin.
He
used
to
be
a
very
good
football
player
himself;
he
has
been
a
professional
when
he
was
younger.
So
he
had
already
the
respect
of
all
of
us
because
everybody
in
the
team
wanted
to
reach
at
least
the
level
on
which
he
had
played.
Actually,
he
did
not
need
this
basic
respect
in
advance
because
from
the
first
moment
you
felt
that
he
is
totally
a
person
you
will
respect.
He
had
this
charisma,
this
energy,
empathy
and
he
felt
how
to
react
in
every
situation.
I
can
remember
that
once
we
were
out
in
the
forest
running
very
early
in
the
morning
and
everybody
was
not
motivated
at
all
and
he
was
full
of
energy,
smiling
and
said
there
is
nothing
more
beautiful
for
him
than
being
here
right
now.
He
had
a
friend
who
had
cancer
and
he
told
us
this
story
and
I
think
afterwards
everybody
was
more
motivated
to
run
for
hours
in
the
forest.
He
also
knew
how
to
treat
every
special

5.
Oliver
Kuhn
July
2013
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on
version
August
2010
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5
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character/person
in
our
team.
Our
characteristics
from
person
to
person
were
so
different
but
he
managed
to
treat
everybody
a
little
bit
differently
so
that
it
was
totally
ok
for
everybody.
He
made
that
everybody
felt
comfortable
and
wanted
to
give
his
best
for
the
team.
I
think
our
football
skills
were
not
the
best
in
whole
Switzerland
but
with
this
coach,
the
energy
he
gave
us
and
also
the
self-­‐confidence
we
got
that
we
are
good
if
we
help
each
other
on
the
field
and
are
a
team,
were
the
key
factors
that
we
had
chances
to
win
the
Swiss
Championship
till
almost
the
end.
Another
example
for
person
with
high
value
based
leadership
qualities
is
Nelson
Mandela.
For
me,
Nelson
Mandela
(as
far
as
I
know
him),
implements
most
of
the
most
important
qualities,
which
a
leader
needs
to
have.
It
is
very
important
to
have
a
role
model
in
your
life
which
inspires
you
and
which
help
you
to
develop
your
own
qualities.
I
think
Nelson
Mandela
is
a
role
model
of
this
kind
for
me.
He
was
the
first
black
President
of
South
Africa
and
was
in
charge
between
1994
and
1999.
Recently,
I
watched
the
movie
“Invictus”
in
which
Morgan
Freeman
plays
the
role
of
Nelson
Mandela.
I
think
he
is
the
perfect
role
model
as
a
leader
because
he
acts
in
every
situation
like
a
leader
should
act.
He
respects
everybody,
from
the
cleaning
lady
over
co-­‐workers
to
other
presidents.
It
does
not
matter
if
people
are
black
or
white,
tall
or
small,
or
whatever,
he
respects
everybody
how
he
is
and
that
is
how
it
should
be.
If
everybody
would
act
in
this
manner,
the
world
would
be
a
better
place
than
right
now,
where
some
extremists,
radicals
and
dictators
try
to
rule
the
world.
He
shows
a
huge
amount
of
self-­‐awareness,
trust
and
knowledge.
His
wisdom
is
obvious
and
he
shares
it
with
the
people
around
him.
He
tries
not

6.
Oliver
Kuhn
July
2013
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on
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only
to
teach
but
also
to
learn
in
every
situation
and
that
is
very
impressive,
especially
for
a
man
in
his
age.
I
would
love
to
work
for
him
or
with
him
because
I
think
I
would
trust
him.
I
know
that
he
would
accept
and
respect
me
how
I
am.
He
would
try
to
share
his
wisdom
with
me
and
I
would
want
to
reach
his
level
of
wisdom
that
would
be
a
good
combination.
I
also
think
that
he
would
try
to
learn
something
from
me
and
I
think
I
could
show
him
some
different
points
of
view
of
life.
Especially
his
background
and
the
experiences
he
made
are
impressive.
He
was
in
prison
for
a
long
time
and
I
think
that
formed
him
as
a
person.
A
very
good
quality
he
has
is
that
he
has
visions,
big
visions.
Nevertheless
he
always
tries
to
live
for
the
vision
and
to
fulfill
his
dreams.
He
is
a
thinker
and
an
actor
at
the
same
time.
The
very
best
example
for
this
is,
of
course,
his
vision
of
freedom
in
South-­‐Africa
between
the
white
and
black
people,
the
fight
against
the
Apartheid.
He
is
very
clever
and
smart
as
well.
He
completed
his
junior
certificate
in
two
years,
instead
of
the
usual
three
years.
What
impresses
me
more
than
just
a
certificate
is
that
he
thinks
in
the
long-­‐term
and
not
in
the
short-­‐term
like
a
lot
of
people
do
nowadays
(it’s
all
about
money
making,
shareholder
maximizing
etc.).
He
also
has
this
certain
charisma
which
makes
you
trust
him.
He
acts
in
a
particular
way,
is
calm
and
does
not
get
crazy
when
something
special
happens.
He
shows
responsibility
and
nothing
can
really
get
him
out
of
control.

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2013
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He
also
shares
the
interest
for
sports.
In
the
movie
“Invictus”
he
supported
the
national
team
of
South
Africa
in
a
special
way,
talked
with
the
captain
and
motivated
the
whole
team
and
at
the
end
they
succeeded
at
the
World
Cup.
His
intention
was
to
bring
together
all
the
people
from
the
different
races
through
this
sport
event.
So
he
is
also
very
creative
and
really
tries
to
fulfill
his
mission.
His
will
is
very
strong,
that
is
another
very
important
quality
for
a
leader
(see
Collins,
2001).
I
think
I
would
be
very
motivated
by
him
and
would
like
to
be
his
follower
in
a
way,
maybe
his
co-­‐worker
or
something
like
that.
Another
leader,
which
is
actually
not
really
a
leader
in
the
traditional
way,
I
would
like
to
follow
is
the
Swiss
tennis
player
Roger
Federer.
He
is
probably
the
most
famous
tennis
player
ever
and
holds
a
lot
of
records
and
is
still
one
of
the
best
players
right
now.
He
is
more
a
role
model
than
a
leader
for
me
because
he
plays
a
one
man
and
not
a
team
sport.
However,
also
in
tennis
you
have
a
team
around
you
with
the
coach,
physiotherapist,
training
partners
etc.
And
he
has
a
family
and
twin
daughters
in
which
situation
he
has
to
act
as
a
leader
as
well.
The
two
most
fascinating
things
about
Roger
Federer
for
me
personally
are
the
following:
First,
his
development
which
was
amazing.
When
you
compare
him
how
he
acted
when
he
was
at
the
age
of
19
or
20
and
now
(I
think
he
is
now
31),
he
is
a
totally
different
person.
He
acts
much
calmer,
has
more
experience,
never
loses
the
view
over
the
situation
and
makes
the
big
points.
That
means
he
is
best
when
he
is
under
pressure.
Second,
he
is
a
frontrunner.
A
frontrunner
is
somebody
who,
as
soon
as
he
is
leading
in
a
game,
it
gets
almost
impossible
to
beat
him.
That
is
for
me
a
very
good
quality.
It
is
easier
to
be
motivated
when
you
see
somebody
in
front
of
you
who
you
can
beat
than
the
situation
where
you
are
already
leading
and
should
not
lose
the

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2013
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2010
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nerves.
I
think
this
is
a
key
factor
to
have
success.
There
are
a
lot
of
examples
of
people
who
reached
something
and
then
suddenly
they
lose
everything
because
their
characters
are
not
strong
enough
or
they
did
not
plan
in
the
long
run.
You
can
apply
this
metaphor
from
Roger
Federer
as
a
frontrunner
in
tennis
to
companies
and
business
in
general.
Companies
should
also
plan
in
the
long-­‐term.
I
prefer
companies
with
basics
and
a
solid
background,
which
stay
and
produce
at
a
high
level
for
decades
and
not
only
some
years.
In
general,
I
think
that
sports
is
a
very
good
field
for
observation
of
leaders
and
for
most
people
it
is
the
first
practical
experience
in
leadership
they
do.
For
me
personally,
sports
is
the
best
school
of
live
you
can
have
at
a
young
age,
especially
team
sports.
There
you
are
leader
and
follower
at
the
same
time!
That
leads
me
to
the
discussion
of
Value
Based
Leadership
and
Value
Based
Followership.
Leadership
and
followership
belong
totally
together.
Without
followers
there
would
be
no
leader,
without
a
leader,
followers
would
not
be
followers
(see
Grint
2005,
p.19).
They
stick
together.
There
is
a
leader
in
every
group;
mostly
there
are
several
leaders
at
the
same
time
in
the
same
group.
So,
Leadership
is
a
concept
of
the
whole
community,
it
is
more
a
collective
than
an
individual
phenomenon
(see
Grint
2005,
p.19).
The
importance
of
followers
and
especially
their
commitment
to
sense-­‐making
is
crucial
(see
Grint,
p.33).
And
Popper
says:
“It
is
the
responsibility
of
the
followers
to
inhibit
leaders’
errors
and
to
remain
as
Constructive
Dissenters,
helping
the
organization
to
achieve
its
goals
but
not
allowing
any
leaders
to
undermine
this”
(see
Popper
in
Grint,
2005,
p.35).
What
leaders
need
to
posses
is
Charisma:
the
ability
to
mobilize
followers
(see
Grint,
2005,
p.6)

9.
Oliver
Kuhn
July
2013
based
on
version
August
2010
Page
9
of
15
Another
view
is
Distributed
Leadership:
“A
system
of
leadership
enabling
control
that
facilitates
distributed
leadership
and
the
ability
of
local
ground
commanders
to
seize
the
initiative
rather
than
wait
for
order”
(see
Grint,
2005,
p.38).
I
support
this
kind
of
leadership,
I
think
it
is
appropriate
to
these
days
and
will
be
even
more
important
in
the
future.
Because
everything
is
getting
more
and
more
complex,
leadership
has
to
be
distributed.
To
go
back
to
the
term
“Value
Based”
it
is
very
important
to
consider
the
ethical
aspects.
Is
there
a
right
or
wrong
way
to
act
as
a
leader?
Let´s
consider
Machiavelli´s
point
of
view
in
this
topic:
“…,
he
should
not
stray
away
from
the
good,
but
he
should
know
how
to
enter
into
evil
when
necessity
commands”
(see
Machiavelli,
p.60).
So,
Machiavelli
claims
that
leaders
does
not
have
to
be
nice
all
the
time,
they
can
also
turn
into
evil
if
necessary.
Machiavelli
uses
here
the
comparison
that
leaders
(in
his
case
the
prince)
have
to
be
“the
fox
and
the
lion”
at
the
same
time.
That
means
he
has
to
be
clever,
smart
and
strong
at
the
same
time.
But
is
that
really
still
an
actual
approach?
I
do
not
think
so.
Nowadays,
leaders
have
still
to
be
strong
but
not
in
the
same
way
like
earlier.
They
do
not
have
to
be
conquerors;
they
have
to
be
more
the
first
among
equals
(see
Gandhi,
1927).
For
me
ethical
leadership
goes
one
in
one
with
moral
leadership.
“Ethical
and
moral
leadership;
leadership
which
is
necessarily
moral,
is
also
necessarily
tied
to
democracy”
(see
Grint,
2005,
p.12).
But
at
the
end
it
lies
always
in
the
perspective
of
the
perceiver,
what
ethical
or
moral
leadership
really
is
(see
Grint,
2005,
p.73).
For
example,
from
culture
to
culture,
moral
leadership
can
mean
something
totally
different.

10.
Oliver
Kuhn
July
2013
based
on
version
August
2010
Page
10
of
15
This
leads
me
to
the
discussion
of
the
cultural
aspects
of
leadership.
Culture
and
leadership
are
highly
connected.
Leadership
styles
can
differ
from
culture
to
culture
as
also
values
can
differ.
What
is
accepted
and
expected
in
one
culture
can
be
very
rude
in
another
one.
Some
cultures
are
more
individualistic
and
others
are
exactly
the
opposite.
Under
culture
I
share
almost
the
same
opinion
like
Hans
Gullestrup.
I
define
culture
as
the
rituals,
values
and
beliefs
a
certain
group
shares
which
are
different
to
other
cultures.
I
support
Hofstede’s
quote:
“Culture
is
not
something
you
are
born
with,
it’s
learned.”
That
means
that
you
learn
this
rituals,
values
and
beliefs
from
your
birth
till
you’re
grown
up
and
can
make
your
own
opinion.
Family,
school,
the
whole
environment
you
grow
up,
friends,
peers
and
even
strangers
in
your
area
help
to
create
this
culture.
There
are
certain
core
values
which
exist
in
every
culture
like
you
should
not
hurt
somebody.
However,
on
a
higher
level
the
values
can
have
a
very
big
variety
from
culture
to
culture.
Everybody
has
a
different
cultural
background,
everybody
is
individual
and
that
is
good
so.
Otherwise,
if
we
would
be
all
the
same,
that
would
be
kind
of
boring.
Especially
nowadays,
immigrant
rates
are
quite
high
and
the
different
culture
get
more
and
more
mixed.
It
can
happen
that
a
person
has
four
or
more
cultural
backgrounds.
We
are
also
influenced
from
different
cultures
through
the
globalization.
TV
shows,
food,
social
media
and
the
easiness
of
travelling
nowadays
are
factors
which
strengthen
this
influence.
In
my
opinion,
the
most
important
point
between
different
cultures
is
respect.
If
everybody
respects
the
other
cultures,
can
adapt
and
assimilate
in
a
certain
way
when
you
are
travelling,

11.
Oliver
Kuhn
July
2013
based
on
version
August
2010
Page
11
of
15
working
or
living
in
another
culture
than
the
one
you
are
grown
up,
then
the
world
can
be
a
better,
nicer
and
friendlier
place.
This
process
is
called
acculturation
and
everybody
has
to
go
through
this
process
.
In
my
culture,
Swiss
culture
or
more
general
middle
European
culture,
a
leader
is
expected
to
have
the
ability
to
build
good
relationships,
networks
and
trust.
A
leader
is
a
connector
which
is
approachable
for
everybody.
He
should
be
honest
and
trustworthy
as
well,
of
course.
Switzerland
is
a
very
low
context
country
after
Hall.
That
means
that
people
in
Swiss
culture
are
very
precise
and
direct
and
they
don
not
speak
an
hour
about
the
same
thing.
They
want
to
point
out
what
they
want
to
say
and
you
do
not
have
to
read
between
the
lines
like
in
other,
for
example
the
Asian,
cultures.
This
differentiation
between
high
and
low
context
cultures
may
lead
to
misunderstandings.
That’s
why
you
have
to
be
aware
with
whom
you
are
talking
or
making
a
deal
and
you
should
also
be
aware
of
the
values
which
are
common
in
this
culture.
Another
important
point
in
my
opinion
lies
in
the
quote
of
Hans
Gullestrup
who
says
that
cultures
undergo
a
constant
change.
That
means
that
also
values
undergo
a
constant
change.
I
think
this
is
totally
true.
If
you
compare
the
values
of
a
culture
some
hundred
or
maybe
only
some
years
ago,
then
you
see
that
they
mostly
differ.

12.
Oliver
Kuhn
July
2013
based
on
version
August
2010
Page
12
of
15
Conclusion
“We
are
what
we
repeatedly
do.
Excellence,
then,
is
not
an
act,
but
a
habit”
(see
Aristotle
in
Illes,
2010a,
p.14).
Value
Based
Leadership
includes
striving
for
excellence,
excellence
in
every
situation,
so
that
it
will
be
a
habit
some
when,
that
is
true
leadership
in
my
eyes.
This
is
the
shortest
possible
explanation
what
Value
Based
Leadership
means
for
me.
If
you
strive
for
excellence
so
that
it
becomes
a
habit
for
you,
people
will
follow
you
for
sure.
Excellence,
mastery,
all
this
big
words
include
value
based
behavior
and
leadership
as
well.
But
that
you
can
strive
for
excellence
you
have
to
be
content
with
yourself
first.
The
following
quote
supports
this:
“A
person
who
is
fully
differentiated
and
integrated
becomes
a
complex
individual
–
one
who
has
the
best
chance
at
leading
a
happy,
vital
and
meaningful
life”
(see
Csikszentmihalyi
in
Illes,
2010b,
p.9).
I
think
only
if
you
are
that
far
in
your
life,
if
you
have
reached
this
level
of
wisdom,
then
you
are
really
ready
to
be
a
good
leader.
This
is
a
long
process
which
takes
many
years
and
many
hard
and
maybe
painful
experiences
(like
for
example
Nelson
Mandela
had
when
he
was
in
prison
or
Roger
Federer
when
he
lost
an
important
match).
But
at
the
end,
I´m
sure,
everybody
who
wants
and
strives
for
this
can
reach
a
certain
leadership
level.
So
the
will
is
also
very
important
(see
Collins,
2001).
As
I
already
mentioned:
“Leadership
is
a
consequence
of
many
small
decisions
and
acts”
(see
Grint,
2010,
p.39)
and
it
has
an
impact
on
all
different
(also
non-­‐business
related)
subjects
(see
Cambridge
Business,
Q2,
2010,
p.
56-­‐57).
I
think
these
two
insights
are
also
worth
to
be
mentioned
in
the
conclusion.

13.
Oliver
Kuhn
July
2013
based
on
version
August
2010
Page
13
of
15
At
the
end,
it
is
often
the
gut
feeling
which
decides
and
leaders
with
the
right
values
(whatever
that
means
lies
in
the
perspective
of
the
perceiver)
will
have
this
right
gut
feeling
in
most
situations,
are
flexible,
self-­‐confident
and
self-­‐aware.
All
this
factors
and
many
others
more
like
finding
the
right
balance
in
every
situation,
are
crucial
for
Value
Based
Leaders.
That
is
what
I
am
striving
for,
to
improve
and
posses
all
these
qualities!

14.
Oliver
Kuhn
July
2013
based
on
version
August
2010
Page
14
of
15
List
of
references
Grint
K.,
2005,
Leadership:
Limits
and
Possibilities
Machiavelli
N.,
The
Prince
Handouts
2010
(Session
1-­‐10)
Illes
K.,
2010a,
Personal
Leadership
Illes
K.,
2010b,
Trust
and
Maturity
Collins
J.,
2001,
Level
5
Leadership
Cambridge
Business,
Q2,
2010,
Judge
for
yourself

15.
Oliver
Kuhn
July
2013
based
on
version
August
2010
Page
15
of
15
Since
September
2012
Oliver
Kuhn
works
for
SBB
in
the
E-­‐Business/E-­‐Marketing
departement.
Prior
to
that
he
was
a
Marketing
Student
at
the
University
of
Berne,
where
he
wrote
his
master
thesis
about
Swiss
SMEs
and
Social
Media.
During
his
studies
he
worked
1.5
years
as
a
part-­‐time
Management
Assistant
for
Vujàdé
Ltd,
a
innovation
consultancy
in
Biel,
he
successfully
completed
a
6-­‐month
internship
at
Scintilla
AG
(subsidiary
of
Bosch)
in
the
field
of
controlling,
worked
as
a
freelancer
for
Adidas,
accomplished
a
10
week
English
language
exchange
in
Canada
and
took
summer
courses
in
consumer
behavior,
leadership
and
innovation
at
the
Copenhagen
Business
School
(2010,
2011).
Contact:
Twitter:
www.twitter.com/olihandro
Xing:
https://www.xing.com/profile/Oliver_Kuhn21?sc_o=mxb_p
LinkedIn:
http://www.linkedin.com/profile/view?id=105514811&trk=hb_tab_pro_top
Further
reading:
http://www.therightsocialmedia.com/?p=936#.UbxSIYeHoM8.twitter