Analyzing the Competing Values Model in Managerial Leadership

The contemporary business landscape demands effective managerial leadership to ensure organizational efficiency. This paper investigates how the Competing Values Framework can be utilized to assess and enhance managerial leadership within organizations. It explores different quadrants of the framework, each representing unique managerial roles such as monitoring, directing, innovating, and coordinating. Through this analysis, the study highlights the critical importance of adopting suitable leadership approaches to avoid strategic failures and boost productivity. The paper also references various studies that provide empirical evidence on the impact of leadership competencies in diverse organizational contexts.

Running head: CVM AND MANAGERIAL LEADERSHIP
CVM and Managerial Leadership
Name of the Student
Name of University
Author’s Note

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Executive Summary
The role of the manager and leaders widely varies in actuality. However, the management in
contemporary business scenario requires adopting leadership approach for successfully
addressing various aspects of business operations. This study focuses on the identification of
competing value model and its efficiency in evaluating the business processes. The report aligns
the CVM with the managerial leadership for identifying its efficiency in handling various
business processes. The results identified in the report communicates that various leadership
approaches are efficient in conducting different business process. Moreover, the leaders need to
use different management concept in order to gain success in the respective field for avoiding
strategic failure. Each of the quadrants of the CVM framework provides knowledge of these
management concepts for better operating in the respect fields. The report further identifies
particular management concepts and strategies required in each of the operations as identified in
the report. For example, the managerial leaders require the implementation of motivation for
encouraging the employees in the workplace and development of communication strategy helps
in building efficient communication within the team.

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Table of Content
Executive Summary.........................................................................................................................1
1. Introduction..................................................................................................................................3
2. Competing Value Framework......................................................................................................3
3. Managerial leadership..................................................................................................................5
4. Importance of Competing Value Model in Managerial Leadership............................................6
4.1 Interpretation of CVM for Managerial Leadership...................................................................6
5. Conclusion...................................................................................................................................9
Reference.......................................................................................................................................10

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1. Introduction
The competing value framework is an effective tool utilised by the organisations for
determining the efficiency of the overall organisation and efficiency of the individual involved.
This according to Quinn et al., (2007) was initially developed for understanding the performance
of the organisation. The tool has utility for understanding various organisational and individual
phenomenons like theory of effectiveness, organisational culture, competencies of leadership,
organisational design, organisational quality, stages of life cycle development, organisational
design, financial strategy, leadership role, brain function, and information processing.
Managerial leadership on the other hand is an integral part of organisational management.
Organisational management is the combined process of planning, organising, leading and
controlling the resources held by the organisation with the aim of gaining productivity to attain
the objectives. Hence, the managers are empowered with a vast range of responsibilities to fulfil
the business needs. The responsibilities of the manager exceed beyond planning or risk assessing
and include giving direction to the workforce towards the aim of the organisation. This requires
the managers to develop various kinds of leadership style for addressing various workplace
situations. This report will focus on identifying the importance of competing value framework in
the organisation with particular focus on the managerial leadership.
2. Competing Value Framework
The determination of the organisational efficiency that is identified using competing
value framework is calculated under two major dimensions that are organisational focus and
organisational preference for structure. Efficiency of the organisation under each dimension is
determined between two extents under each dimension. The organisational focus incorporates
internal emphasis and external emphasis. Internal emphasis speaks for the well-being and

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development of the individual stakeholders within the organisation; whereas, the external
emphasis focuses on the well-being and development of the organisation itself. The preferred
structure on contrary focuses on the two contrasting end, which are flexibility and control or
stability (Quinn et al., 2007). This forms fur quadrants of the model that helps determining the
state of the organisation. It is important for an organisation to be flexible for adapting rapid
change in the society in the competitive market. However, it is also important for management to
have significant control over the business process, which creates a paradox condition in the
organisations.
Figure 1: Competing Value Model
Source: (Quinn et al., 2007)
Four major management models such as human relation model, open system model,
rational goal model and internal process model again represent each of the quadrants. The first
model lies between the flexibility and internal emphasis and strains on the morale, cohesion, and
human resource development within the organisation. The open system model on the other hand
stands between flexibility and external forces. This focuses on the external factors that are

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growth, readiness, resource acquisition and external import with more flexible approach. The
rational goal model as identified by Lavine (2014), focuses on the external factors of the
organisation with a more controlled approach. This requires the managers in formulating plan,
setting goal, and increasing productivity and efficiency in order to increase the affectivity.
Lastly, the internal process model as mentioned by Ferreira (2014) represents the internal factors
with greater control. This is helps in communication, information management, stability and
control.
3. Managerial leadership
Leaders and managers are broadly segregated from each other and they are defined
separately due to their role and approach taken. The responsibilities of a managers lies with
controlling, directing and managing the activities in the organisation that helps to achieve
specific goals of the organisation. The roles played by the leaders are more inspirational that
helps in motivating the subordinates and guide them throughout the work. The contemporary
trend and situations in the market make it more necessary for the managers to incorporate
leadership approach in order to attain the goal of the organisation. Managerial leadership, as
defined by Galvin et al., (2014) is the combination of both that enables the manager to reshuffle
their roles depending on the demand of the situation. It is important for the managerial leaders to
develop flexibility, humble and down-to-earth approach as leadership may involve incorporation
of culture, belief and ethics. The leaders should value subordinate’s opinions and belief to
develop a healthy managerial relationship in the workplace. Disrespecting others’ values and
culture can lead to conflict in workplace. Managerial leaders can adopt any of the available
styles of leadership as per the requirement of the situation.

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4. Importance of Competing Value Model in Managerial Leadership
The competing value model has its usefulness and can be implemented in various
grounds in an organisational context. One of the major areas of implementation of CVM
framework for both identification of the efficiency and development of the process is the
managerial leadership roles. This further helps in developing better understanding similarities
and differences of the leadership applicability in various grounds. Galvin et al., (2014) in his
study described eight different categories of roles. The criterion of an effective leader is to
develop the ability in playing these multiple and competing leadership roles.
4.1 Interpretation of CVM for Managerial Leadership
As described earlier, the CVM framework has two major dimensions that are
organisational focus and organisational preference for structure. This can be implemented in case
of managerial leadership, which can further be studied in accordance of the four quadrants
mentioned. As communicated by Melo, Silva and Parreira (2014) the four quadrants or model of
CVM represents eight leadership roles. This helps the managers under any organisations to
efficiently handling the uncertainty, disruption and competing demands.

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Figure 2: CVM in Managerial Leadership
Source: (Melo, Silva & Parreira, 2014)
The human relationship model as communicated by Melo, Silva and Parreira (2014)
seeks the managers to take a more flexible approach and work as an empathic mentor and
process focused facilitator. This helps the managers in keeping the employees motivated all time
for gaining greater performance. The leadership approach here requires encouraging the
employees for collective efforts, promoting cohesion and teaming work, and managing conflicts.
This requires managers to develop communication among the team members for avoiding
undesired circumstances. Communication of the vision and mission with the employees helps
aligning their focus towards productivity (Purce, 2014). This also helps in encouraging them.
The motivation on the other hand helps the managers in developing team and managing possible
conflict that might occur in the workplace. This requires the manager in adopting the

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transformational leadership that allows him or her attain success through greater communication
and inspiring ability.
Open system model on the other hand focuses on innovation and negotiate the approach
of the managerial leaders. The leaders in this case have to address the innovation in respect to
market demand for avoiding the downfall of the organisation. Innovation of the products is of
optimum priority of comparative market settings that requires the managers to appreciate change
in the market as well as modifying the business process accordingly to the change for gaining
competitive advantage (Sapra, Subramanian & Subramanian, 2014). Various case exists in that
can be referred as the strategic leadership failure due to the lack of adaptability of the managers
to the upcoming change in the market trend. The leaders that ultimately led the company can
consider Nokia and Blackberry case as one of the cases of adaptability failure by the
management. The key processes of the bringing change in the organisation are problem-solving,
adaptation, innovation and change management. The external resource management and
sustaining legitimacy on the other hand is another responsibility that helps the organisation to
hold competitive advantage. This further requires the communication skill for effective
negotiation and value proposition in the market.
The leader under the rational goal model plays the role of producer and director for
determining the productivity and profit of the organisation. This is known as the organisation for
both identifying risk and implementing strategy. This strategic management involves the leaders
in risk assessment, market analysis and strategic planning for avoiding the undesired
circumstances that may lead to the strategic failure. (Melo, Silva & Parreira, 2014) Failure of the
appropriate strategic planning for both external and internal process in directing towards the
organisational goal attainment leads to the business failure. The producers, on the other hand, are

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responsible for task planning. This is similar to the overall strategic planning, which requires
focusing on the risk assessment for identifying the potential threat of a particular task, and
planning accordingly to hold high productivity of the team.
Leaders in the internal process model lastly require the managers to monitor and
coordinate the employees for tracking and increasing the productivity. Monitoring includes the
review of performance matrix for understanding organisational efficiency (Krishnaiah et al.,
2014). This further includes the concept of communication for transferring the results that in turn
fulfils the need of motivation in the organisation for gaining greater productivity.
5. Conclusion
It is possible to conclude from the above discussion that managerial leadership is of
critical importance in determining the organisational efficiency. The contemporary competitive
market scenario makes it necessary for the managers to reflect efficient leadership approach in
various aspect of the business process. Competing Value Model is an effective tool in identifying
the effectiveness of an organisation, which can be used identifying the compatibility of
managerial leadership in an organisation. The above study reflects that various quadrants of the
CVM framework successfully communicate numerous roles of the managerial leaders in
handling different aspects of the business operations, which ensures the success of the
organisation. However, failure in adopting proper managerial leadership approach can result into
strategic failure that ultimately reduces the productivity of the organisation. The leaders need to
address necessary management theories gaining success in the operations.

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Reference
Ferreira, A. I. (2014). Competing Values Framework and its impact on the intellectual capital
dimensions: evidence from different Portuguese organizational sectors. Knowledge
Management Research & Practice, 12(1), 86-96.
Galvin, T., Gibbs, M., Sullivan, J., & Williams, C. (2014). Leadership competencies of project
managers: An empirical study of emotional, intellectual, and managerial
dimensions. Journal of Economic Development, Management, IT, Finance, and
Marketing, 6(1), 35.
Krishnaiah, Y. S., Xu, X., Rahman, Z., Yang, Y., Katragadda, U., Lionberger, R., ... & Khan, M.
A. (2014). Development of performance matrix for generic product equivalence of
acyclovir topical creams. International journal of pharmaceutics, 475(1-2), 110-122.
Lavine, M. (2014). Paradoxical leadership and the competing values framework. The Journal of
Applied Behavioral Science, 50(2), 189-205.
Melo, R. C., Silva, M. J., & Parreira, P. (2014). Effective leadership: competing values
framework. Procedia Technology, 16, 921-928.
Purce, J. (2014). The impact of corporate strategy on human resource management. New
Perspectives on Human Resource Management (Routledge Revivals), 67.
Quinn, R. E., Faerman, S. R., Thompson, M. P., & Clair, L. S. S. (2007). Becoming a master
manager: A competing values approach. John Wiley & Sons Inc.

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Sapra, H., Subramanian, A., & Subramanian, K. V. (2014). Corporate governance and
innovation: Theory and evidence. Journal of Financial and Quantitative Analysis, 49(4),
957-1003.