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.