The function of dysfunctions: the paradox of value-based leadership communication

Based on a multi-case study and an additional documentary analysis of organisational communication practices that deploy value semantics, this paper analyses the way in which the functions and dysfunctions of value-based leadership communication determine each other. The basic argument is that value communication in general addresses uncertain conditions within the organisation and its environment, but the communication of values does not inevitably give clear guidance to employees. This assumed weakness turns out to be a strength in regard to leadership. Leading by values delivers a control modus under conditions of uncertainty, decentralises decision competencies and induces structural tensions, which have the potential to initiate reflexion and reform.