Evaluation of Prevailing Worldviews and Value Systems in Relation to How They Are Shaped by Culture and Identity
DOI:
https://doi.org/10.53819/81018102t30137Abstract
Globalization has interconnected modern enterprises across borders and cultures, presenting leaders with complex challenges in navigating diverse worldviews, value systems and identities shaping stakeholder communications and decisions. This analysis examines prevailing cultural perspectives globally and implications for executives maneuvering multiplicity. Defining worldviews as shared assumptions explaining existence, humanity and nature, it outlines dominant paradigms like Christianity, Islam, Hinduism, Buddhism, naturalism and postmodern relativism arising from faith traditions, philosophies and ethnic identities. As scientific rationalism spread through modernization, traditional worldviews endured. Value systems denoting shared norms around integrity, achievement, collective good and social order also diverge, seen through cultural dimensions like individualism versus collectivism, power distance, masculinity/femininity and uncertainty avoidance. Group identity forges worldviews and values via aspects like ethnicity, nationality, language and customs. Subcultures sprout distinct affiliate identities too. For leaders, cultural intelligence in grasping diverse mindsets enables nuanced navigation across complexity. Key dilemmas include directing dispersed teams amidst preferences like assertiveness versus reticence, resolving ethical relativism when practices deemed acceptable locally violate global norms, persuading hierarchical cultures to embrace agility and planning strategy attuned to profit motivations or collective stability as fits contexts. Blending Eastern and Western priorities, Carlos Ghosn rescued Nissan. Microsoft’s Gates aligns global health equity and business growth despite belief barriers. Such cultural bridging represents a critical capability. Essentially, leadership demands appreciating varied worldviews, contextualizing appropriately across cultures and communicating vision attuned to local values, rituals and motivations while upholding ethical universals for optimal resonance and solidarity.
Keywords: Prevailing Worldviews, Value Systems, Culture, Identity
References
Alon, I., & Higgins, J. M. (2005). Global leadership success through emotional and cultural intelligences. Business horizons, 48(6), 501-512. https://doi.org/10.1016/j.bushor.2005.04.003
Caligiuri, P., & Tarique, I. (2012). Dynamic cross-cultural competencies and global leadership effectiveness. Journal of world Business, 47(4), 612-622. https://doi.org/10.1016/j.jwb.2012.01.014
Earley, P. C., Ang, S., & Tan, J. S. (2006). CQ: Developing cultural intelligence at work. Stanford University Press. https://doi.org/10.1515/9781503619715
Esposito, S. (2019). “Traditional” sol-gel chemistry as a powerful tool for the preparation of supported metal and metal oxide catalysts. Materials, 12(4), 668. https://doi.org/10.3390/ma12040668
Gaitho, N. (2022). Critical Analysis of the prevailing worldviews and value systems in relation to how they are shaped by culture and identity. European Journal of Social Sciences Studies, 7(2). https://doi.org/10.46827/ejsss.v7i2.1210
Hofstede, G. (2006). What did GLOBE really measure? Researchers’ minds versus respondents’ minds. Journal of international business studies, 37, 882-896. https://doi.org/10.1057/palgrave.jibs.8400233
House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (Eds.). (2004). Culture, leadership, and organizations: The GLOBE study of 62 societies. Sage publications.
Javidan, M., & Bowen, D. (2013). The ‘global mindset’of managers. Organizational dynamics, 42(2), 145-155. https://doi.org/10.1016/j.orgdyn.2013.03.008
Kearney, M. (1984). World view.
Koltko-Rivera, M. E. (2004). The psychology of worldviews. Review of general psychology, 8(1), 3-58. https://doi.org/10.1037/1089-2680.8.1.3
Lewis, L. (2019). Organizational change: Creating change through strategic communication. John Wiley & Sons. https://doi.org/10.1002/9781119431503
Marquardt, M. J., & Horvath, L. (2001). Global teams: How top multinationals span boundaries and cultures with high-speed teamwork. Nicholas Brealey Publishing.
Nohria, N., & Khurana, R. (Eds.). (2010). Handbook of leadership theory and practice. Harvard Business Press.
Osland, J. S., Li, M., & Wang, Y. (2014). Introduction: The state of global leadership research. In Advances in global leadership (Vol. 8, pp. 1-16). Emerald Group Publishing Limited. https://doi.org/10.1108/S1535-120320140000008000
Pellegrini, E. K., & Scandura, T. A. (2006). Leader–member exchange (LMX), paternalism, and delegation in the Turkish business culture: An empirical investigation. Journal of international business studies, 37, 264-279. https://doi.org/10.1057/palgrave.jibs.8400185
Schwartz, S. H. (2012). An overview of the Schwartz theory of basic values. Online readings in Psychology and Culture, 2(1), 11. https://doi.org/10.9707/2307-0919.1116
Thomas, D. C., & Inkson, K. C. (2017). Cultural intelligence: Surviving and thriving in the global village. Berrett-Koehler Publishers.
Van Dyne, L., Ang, S., Mobley, W. H., & Weldon, E. (2006). Advances in Global Leadership.
Yinger, J. M. (1970). The scientific study of religion.