Virtues, Values, and Principles: Understanding the Difference

In today’s fast-paced world, where corporate priorities shift and personal ambitions evolve, understanding the distinction between virtues and values has never been more critical. This paper is divided into two sections: the first sets forth a conceptual framework for understanding the differences between virtues and values, while the second offers a brief discussion of the distinction between principles and values.

Knowing this difference is essential for building character, inspiring trust, and fostering resilience—whether in personal leadership or organizational culture. Let us begin by exploring the conceptual framework.

‍Section One: The Conceptual Framework – Virtues vs. Values

Virtues vs. Values at a Glance:

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Virtues

Virtues are timeless and transcendent, originating from philosophical and religious traditions. They remain constant across cultures and time, forming the moral foundation of character and behavior. Virtues are not easily swayed by trends or circumstances, making them essential for building strong, principled individuals and communities.

Values

By contrast, values are personal and often shaped by individual beliefs and feelings. They are subjective and evolve with time and experience. Since values are inherently individualistic, they can lead to diverse moral codes and behaviors—often summarized in the popular ethos: “If what you do doesn’t affect me, it’s okay.”

Without shared virtues and common moral norms, it becomes difficult—if not impossible—to build flourishing individuals, high-performing teams, or vibrant communities.

Virtues are unchanging and foundational, while values reflect personal preferences and are subject to change.

Section Two: Principles and Values

To deepen this understanding, it is also crucial to distinguish principles from values. Many organizations confuse these concepts, which can lead to misalignment in business operations and culture.

Principles vs. Values

Many organizations misuse the term “values” when referring to their guiding principles. Unlike values, principles are based on virtues and reflect the standards by which an organization operates. Principles guide behavior and decision-making both internally—where they are well understood and adhered to—and externally, where they manifest in how a company conducts business and interacts with its stakeholders.

A company grounded in virtues operates according to principles, not fleeting values that can change overnight with new leadership or shifting priorities.  

Ask yourself: Would you trust a company whose values change with the wind?

Organizational excellence begins when leadership and culture align with timeless virtues and principles. Success—both personal and professional—depends on this alignment.

Insight: Principles are standards grounded in virtues, while values can shift and adapt over time.

Values in Daily Life

While virtues form the foundation of character and serve as a moral compass, values still have a role in everyday life. Values naturally evolve as life circumstances change. For example, as a teenager, you may have valued different things than you did in college, as a single adult, or as a parent. These changes are natural and appropriate, but they do not define our character or moral foundation.

Understanding this difference allows us to honor virtues as the enduring core of who we are while recognizing values as reflections of what is important to us at different points in time.

Insight: Values may evolve throughout life, but virtues remain constant, shaping our core identity and moral compass.

Conclusion

In both leadership and life, it is virtues—not values—that will sustain us. Values reflect what matters in the moment, but virtues define who we are. Organizations and leaders grounded in virtues will not only succeed—they will inspire others to follow.

As I write in The Virtue Proposition, University of Virginia sociologist James Davison Hunter offers a powerful warning:

We want character but without unyielding convictions; we want strong morality but without the emotional burdens of guilt or shame. We want virtue but without moral justifications that invariably offend; we want good without having to name evil. We want decency without the authority to insist upon it. We want moral community without limitations on personal freedom. In short, we want what we cannot possibly have on the terms that we want it.  The Virtue Preposition (p.7)

By grounding our choices in virtues, we build not just better organizations but stronger, more resilient communities. This commitment to timeless principles empowers us to lead with integrity, inspire trust, and leave a lasting impact on the lives of those around us.

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Sigval (Sig) M. Berg is the Founder and Catalyst-in-Chief of The Severn Leadership Group. He is the author of the foundation book, The Virtue Proposition – Five Virtues That Will Transform Leadership, Team Performance, and You.

Mr. Berg has served in a number of senior executive positions in the nuclear iindustry. He also served as a mentor and lecturer (leadership development) at the World Nuclear University’s Summer Institute at Oxford, England.

A graduate of the U.S. Naval Academy, he served in the U.S. Navy nuclear program for several years.  He completed the Harvard Graduate School of Business’ Advanced Management Program, and has an MDIV from Trinity Lutheran Seminary in Columbus, Ohio.

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