HLLs

Self-transcendence Openness to Change

Self-transcendence Openness to Change

Conservation

Self-transcendence Openness to Change

Conservation

Examples ^a

Customer First (create customer value)

Respect for the Individual (utilise members’ skills for continuous improvement)

Quality (continuously improve products and services)

Innovation (encourage new idea generation)

Recognition (show interest in people)

Growth (commit to develop our people)

Communication (commit to active, open dialogue)

Teamwork (use collective experience)

Trust (have confidence in people)

Credibility (keep promises)

Responsibility (deal well with responsibilities)

Carefulness (treat people with respect)

Respect for Every Human Social Progressiveness Societal Involvement Customer Focus Innovation

Honesty

Fairness

Transparency (all these values aim to keep the trust of external business partners)

T2

T4

T2

T4

T2

T4

T2

T4

T2

T4

ST

OC

ST

OC

ST

OC

ST

OC

CON

CON

ST

OC

ST

OC

CON

CON

TL b

5.60

4.80

6.60

5.90

6.60

6.20

5.60

5.60

3.60

5.40

6.60

6.60

5.40

6.30

5.00

5.60

TMs b

6.10

5.73

5.88

5.90

6.20

6.00

6.64

5.88

4.84

5.24

6.30

5.19

6.10

5.34

5.62

5.91

Note(s):HLLs = Higher-level leaders; TL = Team leader; TMs = Team members

^aThe examples of higher-level leaders’ espoused values were derived from annual reports and official organisational websites; these values did not change between T2 and T4 (these Ts correspond with those in Figure 2). These higher-level leaders’ values were categorised by two independent raters, based on Schwartz et al.’s (2012) values clusters: self-transcendence (ST), self-enhancement (SE), openness to change (OC), and conservation (CON)

^bTeam leader’s and members’ work values congruence with the categorised higher-level leaders values was defined based on a survey of team leader’s and members’ own values, on a -1-7 point Likert scale. The italic-faced averages of 5.60 and higher were deemed congruent with their higher-level leaders’ values