Leadership in Business: Comparing Rohrbaugh and Marketing 3.0 Models

This essay delves into the realm of leadership within the business context, specifically contrasting Rohrbaugh's competing values framework with the principles of Marketing 3.0. The paper begins by elucidating Rohrbaugh's framework, which categorizes organizational focus into internal and external dimensions, and further divides into four quadrants: human relations, open system model, rational goal, and internal process. It then examines the eight leadership roles derived from this framework. Subsequently, the essay transitions to Marketing 3.0, emphasizing its customer-centric approach and its focus on solving societal problems. The importance of values in marketing is then discussed, highlighting the significance of incorporating values among employees and customers. The essay then explores the impact of passionate values and shared values on marketing initiatives, including how shared values can improve socio-economic conditions. The paper concludes by raising questions about maintaining a balance between collaboration values and business profits, as well as exploring potential innovations within the Marketing 3.0 approach.

Running head: LEADERSHIP IN BUSINESS
LEADERSHIP IN BUSINESS
Name of Student:
Name of University
Author note

1LEADERSHIP IN BUSINESS
Rohrbaugh competing values framework versus marketing 3.0
Leadership plays a great role in maintaining the peaceful and healthy work culture in an
organization. In the process of achieving leadership goals, various leaders have coined their own
framework of the leadership values. Rohrbaugh and Quinn together gave a approach for ensuring
effective organizational goals. According to Rohrbourg’s discovery, the organizational
framework can be divided into two dimensions where one draws a light on the internal
environment of the organization (Barchiesi & La Bella, 2014). This mainly involves ensuring
well-being of the people within the organization. This is also referred to as the internal focus.
The next dimension mainly focuses on the development and progress of the organization as a
whole, also known as external focus. Rohrbourg’s framework is said to have four quadrants.
Each of these quadrants reflects an important aspect of management theory. The first quadrant
refers to human relations, which mainly focuses on maintaining stress free, flexible and creating
positive working atmosphere. The second quadrant is Open system model, which mainly
emphasizes on the external growth of the organization. The third quadrant stands for rational
goal that refers to the setting of organizational goals for ensuring high productivity and output
that is more efficient. The last quadrant stands for internal process. This model mainly focuses
on the management of information and control over the stability and communication. These four
quadrants of the framework incorporate the highly acceptable leader behaviours. Eight leadership
roles and qualities are derived from this framework. These roles include mentor role, facilitator
role, broker role, monitor role, coordinator role, director role, producer role and interior role (Du
et al., 2013).
On the other hand, the Marketing 3.0 approach mainly deals with bigger cause to contribute to
the problems of society. Apart from being consumer-centric, Marketing 3.0 approach aspires to

2LEADERSHIP IN BUSINESS
solve the basic needs of the individual customers. Under this approach, the brand or the
organization must leave a impression in the consumers’ mind. As per the Marketing 3.0 model,
the main aspect contribution of the leader should be to set organizational goals in such a manner
that the value-based model is satisfied (Kotler, Kartajaya & Setiawan, 2015). The aim of this
model is to ensure customer satisfaction. In the process, the organizational goals are met to attain
profitability, sustainability and return ability. The motive of the leaders under this marketing
approach is to create an extraordinary business strategy and business innovations that would
inspire the peoples and the last step is consumer empowerment. Unlike Rohrbough’s framework,
the mission of Marketing 3.0 approach is to market the organization’s mission to the customers
rather than marketing the products.
Importance of values in marketing of the products or services
As the Marketing 3.0 approach suggests, marketing values to the employees and the
customers are essential. Many surveys suggest that there were cases of numerous business
scandals and corruption. The companies Tyco, Enron and WorldCom witnessed such frauds
(Gummerus, 2013). According to Marketing 3.0 approach, it is the responsibility of the
organization to aspire the employees as well as the customers to inculcate the values of
marketing and business within them. A company’s employee is considered the one of the
foremost customer of the organization and the authentic values must be incorporated among the
employees at the first place. A customer can easily identify a fake branding product and this can
definitely hamper the company market. Private companies is said to have a incorporation of
strong values as there is ales pressure from the investors. An organization having collaborative
values will motivate their employees to work cordially with each other and with the networks of
the companies. As per certain report, it was found that Cisco was successful in building such

3LEADERSHIP IN BUSINESS
strong networks with the help of such collaborative values (Armstrong et al., 2015). Other than
this, focus is given to enhance cultural values in order to encourage employees of the
organization to adopt cultural changes in their lives. One such example of cultural values is
witnessed in Whole foods where the employees were given a better experience of democracy
(König et al., 2013). Several companies enable the customers to appreciate food or family.
Incorporation of creative values in an organization can provide the employees with the
opportunities to develop and explore their knowledge and innovative ideas. Organizations that
give values more priority than the business can gain admirations of not only their employees but
also from their customers. The Bagel works sets such an example of values to ensure healthy and
safety-working environment of their workers. Only smaller flour bags are used in the company to
relieve the employees from any sort of injuries. Although smaller bags would increase the
costing but the company prefers to give employee health more priority than company profits (Tai
& Chuang, 2014).
Importance of passionate values in marketing
As there are number marketing platforms in the present date, be it be social media or any
other source it is important that authentic information related to the product is marketed.
Inauthentic brands cannot survive in the race. This gives rise to the importance of passionate
values in marketing. On the Marketing 3.0 era, it is found that in order to create strong consumer
base product originality and the company’s honest approach of marketing is recommendable.
One needs to identify the customer needs and anxieties to target the customer mindsets. The
concept of marketing is to integrate the mission, vision and values of the business, which in turn
will ensure customer’s trust and loyalty. In order to connect to the customers it is required that
the company creates a proper authentic DNA of their brands, which can be used to identify the

4LEADERSHIP IN BUSINESS
company (Vinerean et al., 2013). In the present date, capturing the consumer’s heart is an
approach to create strong market presence and this can only be achieved by incorporating strong
passionate values in marketing.
Impact of shared values in marketing initiatives
Shared values can be termed as the policies that the companies could adopt in order to
improve the socio-economic conditions of the region where they operate which is equally
instrumental in earning business profits. This form of business strategy have enabled the
companies to reach at a top rank by addressing the social issues of the people. As per the review
of Harvard business school, it is found that integrating business with social cause have always
increased the success rate of the business (Galan Ladero, Galera Casquetn & Singh, 2015). The
world’s most renowned brands have started their business for a societal cause. As for example,
Steve Jobs have brought the opportunity of computing in the society, Larry Page has enabled
each information to reach to the human eye at the spec of a second (Crane et al., 2014). The only
problem of this shared value approach is that with time the main motive of the business is
overlooked with time. Brands lose their purpose of serving the society with time and the focus
shifts to the profit of the business. This in turn can pose a threat to the business, because it
requires a decade for the company to earn customer loyalty.
At the end of this paper, number of questions arises one such question is that can boggle the
mind is that how the companies would maintain a balance between their collaboration values and
the business profits. The other question that can arise from this study is that what are the scopes
of innovations in the Marketing 3.0 approach that can be incorporated in order to enhance the
marketing strategy.

5LEADERSHIP IN BUSINESS
References
Armstrong, G., Kotler, P., Harker, M., & Brennan, R. (2015). Marketing: an introduction.
Pearson Education.
Barchiesi, M. A., & La Bella, A. (2014). An analysis of the organizational core values of the
world's most admired companies. Knowledge and Process Management, 21(3), 159-166.
Crane, A., Palazzo, G., Spence, L. J., & Matten, D. (2014). Contesting the value of “creating
shared value”. California management review, 56(2), 130-153.
Du, S., Swaen, V., Lindgreen, A., & Sen, S. (2013). The roles of leadership styles in corporate
social responsibility. Journal of business ethics, 114(1), 155-169. Galan Ladero, M. M.,
Galera Casquet, C., & Singh, J. (2015). Understanding factors influencing consumer
attitudes toward cause‐related marketing. International Journal of Nonprofit and
Voluntary Sector Marketing, 20(1), 52-70.
Gummerus, J. (2013). Value creation processes and value outcomes in marketing theory:
strangers or siblings?. Marketing Theory, 13(1), 19-46.
König, B., Diehl, K., Tscherning, K., & Helming, K. (2013). A framework for structuring
interdisciplinary research management. Research Policy, 42(1), 261-272.
Kotler, P., Kartajaya, H., & Setiawan, I. (2015). Marketing 3.0: From products to customers to
the human spirit. John Wiley & Sons.
Tai, F. M., & Chuang, S. H. (2014). Corporate social responsibility. Ibusiness, 6(03), 117.

6LEADERSHIP IN BUSINESS
Vinerean, S., Cetina, I., Dumitrescu, L., & Tichindelean, M. (2013). The effects of social media
marketing on online consumer behavior. International Journal of Business and
Management, 8(14), 66.