The Use of Core values in Leadership :a case srudy of Evangelical Association of Malawi (EAM)

Abstract

This study sought to discuss the use of core values in leadership with reference to Evangelical Association of Malawi (EAM). There was a three-fold purpose to this research. First was to find out if the leaders in the top three levels of leadership in EAM use the organization's core values to discharge their duties in the day-to-day running of the organization, second was to find out how these core values are communicated down the line, and third was to find out if these core values are known by all the employees (by level) in the organization. These core values are: The mind of Christ/Servant leadership, recognition of all persons as image bearers of God, excellence, stewardship, and integrity. The study adopted a cross-sectional non-experimental research design. The researcher used a descriptive survey approach in which she used a representative quota sample to gather representative data from the lowest level of employees to the overall leaders' level. Firstly, the study revealed that the organizations' core values were generally known and were being utilized by the leaders in the top three levels of leadership in EAM. Secondly, the study revealed that the said leaders were communicating the core values to their subordinates through formal meetings, printed documents, and personal use (demonstration). Thirdly, the study revealed that the core values have permeated the organization sufficiently at least up to Level 3 employees. The core values that have been communicated down to Level 3 employees include: The mind of Christ/Servant leadership, Stewardship, and Integrity. However, the study also revealed that some core values, namely, "Excellence" and "Persons are image bearers of God" appeared to be more aspirational than actual. From the findings, the researcher recommended that EAM should continue to work towards entrenchment of those core values that are more or less still at the aspirational level. In this regard, EAM should continue using envisioning/ planning/review meetings, printed documents and demonstration to communicate the core values. In addition, EAM should work at communicating to all employees the actual meanings (explanatory notes) of the core values as they are given in EAM's strategic plan for 2004-2007 since some of the findings suggest that the core values are held by some employees at a superficial level, yet they need to be deeply ingrained in their minds for effective use in the day-to-day discharge of duties. Lastly, EAM should make extra effort to ensure that the organization's core values are regularly and clearly communicated to, particularly, Level 4 employees since two of them expressed total lack of awareness of the organization's core values.