Sustainable Performance with Values‐Based Shared Leadership: A Case Study of a Virtuous Organization

This article presents a qualitative case study of Herman Miller Inc., a “Virtuous Organization” and leading innovator and manufacturer in the business furniture industry. It adds to the literature by examining the role shared leadership can play in fostering sustainable performance in one organization that has a track record of virtuous organizational behaviour and long-term success. Herman Miller has survived and thrived in the face of multiple setbacks. Our findings suggest two primary values potentially moderate the relationship between shared leadership and sustainable performance: (a) an ongoing creative process, and (b) recognition of every organization member as a valuable resource. We propose a conceptual model and offer preliminary qualitative evidence supporting key components and relationships implied by the model. Copyright © 2010 ASAC. Published by John Wiley & Sons, Ltd. Cet article presente une etude de cas qualitative d'Herman Miller Inc., “Entreprise vertueuse” et principale innovatrice et fabricante dans l'industrie du mobilier de bureau. L'originalite de l'article reside dans le fait qu'il examine le role que le leadership partage peut jouer dans la promotion de la performance durable au sein d'une entreprise reputee pour son comportement vertueux et son succes durable. En depit de nombreux obstacles, Herman Miller a survecu et prospere. Nos resultats indiquent que deux valeurs primaires ont potentiellement modere la relation entre le leadership partage et la performance durable: (a) l'innovation constante et (b) la reconnaissance de chaque membre de l'entreprise comme ressource valable. L'article propose un modele conceptuel et offre des preuves qualitatives preliminaires pour appuyer les composantes et les relations fondamentales decoulant du modele. Copyright © 2010 ASAC. Published by John Wiley & Sons, Ltd.

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