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

Abstract

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.