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The context of leadership has changed. Traditionally, leaders worked in organizations in which people largely shared a common culture and set of values. Today, leaders must bring together groups of people with very different histories, perspectives, values, and cultures. The people you lead are likely to be different from you and from each other in significant ways. Leaders today need an awareness of social identity, their own and that of others

Values play a fundamental role in the evaluation process; however, evaluators and evaluation training have tended to focus on research methodology. Much less emphasis has been placed on explicit attention to values and valuing, and the steps necessary to justify those aspects of evaluation conclusions. In this article, we argue that to improve evaluation practice, we need to make values an explicit part of the evaluation process. Research done in other disciplines can offer assistance towards this end. We first provide a general discussion of basic practical applications of value theories. Then, we offer an example for how a particular individual values theory, Schwartz's Theory of Basic Human Values, can inform our work and encourage further exploration of approaches for incorporating value theories into evaluation practice.

Managing the demands of the workplace and the responsibilities of the rest of your life can be tricky, especially when you're a driven leader who wants to succeed. This book will show you how to successfully establish and manage work-life boundaries so that you can be more successful at work and at home

Conflicts are an inherent part of organizational life, particularly when diverse people work together. When conflicts based on social identity arise (e.g. a conflict of gender-based tension) how one would respond as a leader to deal with the conflict may be influenced by one's group membership. A comparative field study using 218 male and female employees from the United States and South Africa examined the influence of gender and national culture on how helpful leadership responses indicative of respect and equality are to a hypothetical scenario depicting a conflict of gender-based tension. Results show a main effect of gender: women believed acting as a leader in a manner indicative of respect and equality would be more helpful in dealing with the conflict of gender-based tension than men believed. There was no main effect for national culture, but an interaction of gender and national culture existed. A discussion of findings, limitations, and future research conclude this study.