by Jeffrey C Kadlowec, Architect
The Barrett Values Model, developed by Richard Barrett and inspired by Maslow’s Hiearchy of Needs, provides a framework for understanding decisions, action and motives based on conscious and unconscious values (Ralph 2021). The structures range from survival to contribution of personal consciousness and for managers to visionaries through leadership development. Focusing on personal needs creates a strong identity, ensuring that one has the ability, capacity and resources to serve others while establishing freedom, autonomy and responsibility. Relationships require leadership for the health and safety of others, along with mutual support and connection, to be creative, productive, innovative, and collaborative.
Psychological research in motivation and behavior has culminated in the concept of self-actualization and self-determination theory, what Aristotle called ‘eudaimonia’ or a deep yearning for a meaningful life (Wiedemann n/d). Motivation, growth and well-being in healthy functioning people requires relevance, competence and autonomy. Human nature has the potential to flourish into vibrant, creative, dedicated, connected, and expansive individuals that thrive and contribute towards greater good. Figure 1 illustrates this process as foundation, evolution and purpose through stability, relationships and achievement to become expressive, involved and purposeful.
Figure 1. The Barrett Model (Wiedemann n/d)
Seven Levels of Leadership Consciousness is a method for leader to develop from managers into visionaries. This system established specific competencies and identifies areas for improvement. It can be applied to individuals with a team or organization and provides a means of achieving higher levels (BB 2026). The first three tiers begin with 1) crisis, pursuit of profit and value creation; 2) relationships, supporting groups and good communication; and 3) organizing, quality, efficiency, and productivity. The middle phase of facilitating is a continuous process of learning, building, innovating, and empowering. The final stages involve 1) inspiration, community development, creative culture, and shared values; 2) mentoring, partnership collaboration, strategic alliances and employee benefit; and 3) vision, serving needs, long-term goals, and ethical considerations.
The Barrett Values Centre publishes additional resources (Outcomes n/d & Principles n/d). Culture impacts employee engagement, performance and financial success. Culture is measured to validate human needs, provide a holistic perspective, recognize barriers to improvement, identify missed opportunities, and implement succession planning. Transforming the workplace requires measuring critical elements; communicating openly, honestly and often; fixing problems incrementally; aligning processes and framework; and empowering leader for positive change.
References
5 Principles of Workplace Culture Change. (n/d). Barrett Values Centre. www.valuescentre.com/resources-access.
5 Outcomes of Culture Measurement. (n/d). Barrett Values Centre. www.valuescentre.com/resources-access.
Ralph, Philip. (2021). The Barrett Model Explained. The Leadership Sphere. https://theleadershipsphere.com.au/insights/the-barrett-model-explained/.
Seven Levels of Leadership Consciousness. (2026). Business Balls. www.businessballs.com/self-awareness/seven-levels-of-leadership-consciousness/.
Wiedemann, Crystal. (n/d). Theoretical Support for the Barrett Model. Barrett Values Centre. www.valuescentre.com/articles/theoretical-support-for-the-barrett-model.
