Commonly known as the emerging leadership forms, this VBL comprising authentic, ethical, and servant leadership aims to address the question about providing value (i.e., ethical, moral, responsible, serving, and authenticity) in management ( Lemoine et al., 2019). The attention on value-based leadership (VBL) behavior began to emerge in literature at the height of the numerous corporate scandals at the beginning of the present millennia.

It is suggested that leadership is a universal activity evident in humankind and animal akin ( Bass and Bass, 2008). Leadership is one of the most studied social phenomena that have spanned over more than a century ( Rindova and Starbuck, 1997). We conclude this analysis by guiding future research in the form of propositions to investigate the psychological process and organizational factors to empirically examine the proposed role framework. In doing so, we aim to provide a stronger explanation of the emergence of value-based leadership in organizations. We then expand this role theory framework by synthesizing research to explain the emergence of value-based leadership behavior at the frontline of management. We draw upon role theory and paid attention to the role of higher-level management (leadership) through the trickle-down model to underline their importance in the organization. As such, limited research has communicated the leader’s motivation for pursuing such leadership behavior, resulting in such discourse to escape theorizing.

However, the benefits of these leadership approaches are often only explained through the behaviors of their followers.

The importance of value-based leadership such as authentic, ethical, and servant leadership is inconspicuous. 2Department of Management, Leadership and Organisations, Middlesex University Business School, London, United Kingdom.1Department of Work and Organisation, Aston Business School, Aston University, Birmingham, United Kingdom.Sin Mun Chang 1,2*, Pawan Budhwar 1* and Jonathan Crawshaw 1*

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