How values & beliefs inevitably shape leadership styles…

Ask yourself these three simple questions, go on!

1.    Who am I?

2.    Who do I want to become?

3.    How does this person that I want to become behave?

Your answers will be rooted somewhere in your values and your beliefs. They are what define us all and make us who we are.

Leadership is just as much who we are as what we do.

Our values, our most deeply held principles are the standards that guide our behaviour and decision-making. They reflect what is important to us and what we prioritise, respect or aspire to. They are things like honesty, freedom, respect, family and equality.

Our beliefs however are our convictions or acceptances that certain things are true or real. They are assumptions or our understanding of the world, people, events, or ideas. Beliefs can be based on evidence, experience, upbringing, culture or faith.

And examples might be a belief that “hard work leads to success” or that “honesty is the best policy.”

In short, our beliefs are about what we think is true whilst values are about what we think is important and they determine who we are as human beings and of course the type of leaders that we ultimately become.

Values and beliefs are central to how anyone leads, yet they are never formed in isolation. They are shaped by our own unique context – the combination of culture, upbringing, education, social environment, professional experiences and even lived historical events. This context acts like a lens, filtering how we see the world, interpret situations and decide what good leadership looks like.

Cultural norms, for example, can influence whether we value consensus and harmony or prefer decisiveness and autonomy. Coming from a highly collectivist background may naturally mean that a leader leans towards inclusive, team-focused decision-making, while someone coming from a more individualistic culture may be more comfortable with an assertive, independent action oriented approach.

Family influences also matter. Values learned from parents or early mentors – such as integrity, hard work or empathy – often become cornerstones of an individual’s approach as a leader. Professional context further refines these beliefs.

Leaders shaped in fast-paced, high-pressure industries may value agility, innovation and rapid decision-making, whereas those in regulated or safety-critical sectors might prioritise caution, compliance and thoroughness. The organisational culture we inhabit also reinforces certain behaviours over others, rewarding styles that align with our own values.

Importantly, context is not static. As leaders move between roles, countries or industries they may encounter different expectations, challenges and perspectives, prompting a re-examination and sometimes adaptation of core values. Major life events such as economic crises, organisational restructures or personal setbacks can also shift beliefs, deepening a commitment to certain principles or broadening tolerance for alternative approaches.

In short, a leader’s style is the product of these deeply held values and beliefs, which are themselves shaped – and reshaped – by context. Understanding this interplay will help any good leader to recognise both the origins of their instincts and the need for flexibility when leading in diverse or changing environments.

So, do you know who are you, who you want to become and how that version of you behaves?