An explorative-descriptive qualitative-constructivist study of three African leaders’ experiences and perceptions regarding the translation of shared African human values into leadership and business practice

SA Journal of Human Resource Management


 
 
Field Value
 
Title An explorative-descriptive qualitative-constructivist study of three African leaders’ experiences and perceptions regarding the translation of shared African human values into leadership and business practice
 
Creator Vilakati, Vusumuzi M. Schurink, Willem J.
 
Subject human resource management; organisational behaviour African humanism; African shared values; business practice; case study; grounded theory; leadership practice; life-history; qualitative-constructivist approach
Description Orientation: The study explores three African leaders’ experiences, contextual influences and perspectives on how shared African human values can be incorporated into business leadership practice.Research purpose: The study has twofold purposes: (1) to unravel and describe the experiences and perceptions of three business leaders in Africa, (2) to integrate the leaders’ first-order conceptualisations with scholarly insights to construct a substantive framework for developing business leadership in Africa.Motivation for the study: To explore contextual circumstances, which may enhance the formation of African shared human values in leaders and how these values may be translated into business leadership practice.Research approach/design and method: This is an explorative-descriptive qualitative-constructivist study of three African leaders’ experiences and perceptions regarding the translation of shared African human values into leadership and business practice in the continent.Main findings: The findings reveal that each of the three participants substantially embrace African shared human values in their daily actions and decision-making. Multiple themes covering the person, contextual and societal factors that influence the formation and use of these values are highlighted.Practical/managerial implications: Business leaders, strategists and managers should explore strategies for employing shared African human values as a way of strengthening a values-driven business culture, employee performance, and stakeholder management.Contributions/value-add: The findings suggest that incorporating shared African human values promises a more humane organisational culture and thereby improving businesses’ financial and social performance in the African setting.
 
Publisher AOSIS
 
Contributor
Date 2021-04-29
 
Type info:eu-repo/semantics/article info:eu-repo/semantics/publishedVersion — —
Format text/html application/epub+zip text/xml application/pdf
Identifier 10.4102/sajhrm.v19i0.1433
 
Source SA Journal of Human Resource Management; Vol 19 (2021); 12 pages 2071-078X 1683-7584
 
Language eng
 
Relation info:eu-repo/grantAgreement/EC/FP7/016018 https://sajhrm.co.za/index.php/sajhrm/article/view/1433/2497 https://sajhrm.co.za/index.php/sajhrm/article/view/1433/2496 https://sajhrm.co.za/index.php/sajhrm/article/view/1433/2498 https://sajhrm.co.za/index.php/sajhrm/article/view/1433/2495
 
Coverage Africa — —
Rights info:eu-repo/semantics/openAccess Copyright (c) 2021 Vusumuzi M. Vilakati, Willem J. Schurink https://creativecommons.org/licenses/by/4.0