Cultural Value Leadership: A Leadership Philosophy Rooted in Heritage
In the 21st century, we have so far learned some robust lessons about user experience because of the meaningful interactions technology opens up to the entire world and because we are now paying more attention to diversity, equity, and inclusion. As technology advances, we feel more comfortable using online tools for social interactions and professional projects. The world is becoming more aware of the value of culture, and individuals are exploring intentional cultural influences to lead as global citizens. The future of leadership theories will need to include non-linear structures, frameworks away from top-down business models, and styles for the growing sector of entrepreneurs and influencers (Herrera, 2021; Hipple & Hammond, 2016; Kelley et al., 2021; Vijaybaskar, 2020).
Leadership is a skill requiring positive character traits. According to Monzani et al., (2021), dimensions of leader character are interconnected as a network. In cultural value leadership, we find an inclusive, quantitative, and organic model applicable to the flexible nature of the experience age (Bennett, 2019). Comparative data of traditional leadership theories reflect transformational leadership as the most cited theory in academic research, based on more than 600 articles between the years 2008 and 2017(Lee et al., 2020). However, transformational leadership falls short to serve the present needs in the market where individuals value relations of diversity and equity (Vijaybaskar, 2020).
The questions below help define cultural value leadership, identify applications for this philosophy, and connect empirical research as evidence to back up the proposal of this philosophy. As the author, such connections serve as arguments to establish cultural value leadership as the alignment between the way I interpret as the tools needed to lead in the future for the prosperity of society using culture as an asset in economic development and social innovation, which I have denominated as culture philanthropy (Herrera, 2021). Culture philanthropy is the core belief behind cultural value leadership.
What is Cultural Value Leadership?
Cultural value leadership is a philosophy of leadership where the cultural footprint of the individual or the cultural value of a particular task or project can be quantified to decide a course of action. The dynamics for and individual the process includes developing a candidate profile and assigning points to the assignments where the individual uses culture to influence others or a situation through a positive cultural conduct. For instances where the leadership is a team project the focus is on the project and such quantification takes into account at least the basic seven characteristics of culture: (a) lifestyles, (b) traditions and values, (c) linguistic diversity, (d) intellectual and creative expression, (e) beliefs systems, (f) use of technology, (g) sociohistorical background (Herrera, 2021). By assigning points to the individual's cultural footprint or the project, leaders are collecting quantitative data about the impact of culture. Cultural value leadership has the potential of becoming a validated method to conduct DEI research.
What is Value in Cultural Value Leadership?
Value in cultural value leadership is a numeric result, is the operationalization of the cultural footprint of the individual or the cultural impact of the project. Values, as the term is traditionally used in business literature, refers to a set of core beliefs leading to a particular conduct. In cultural value leadership, values are identified as cultural conduct. When implementing a value assessment, we can measure in numbers; when implementing values, we are dealing with behaviors. Core values are non-negotiable and, under the philosophy of cultural value leadership, empathy and active listening are fundamental. Telling the truth is another of the important core values in cultural value leadership as a philosophy to influence because leadership the environment needs to be free of inaccurate information.
How Do We Monitor Effectiveness and Accountability in Cultural Value Leadership?
Since the framework of cultural value leadership includes a quantification process, then the steps in decision-making can be traced and improved. The key approach to monitor effectiveness is to begin quantifying the individual's cultural footprint and the cultural value of aspects about the organization or the community as soon as assignments or items are identified. A Six Sigma statistical approach can be implemented to improve processes, which brings technical and non-technical disciplines together through the value of cultural influences (Dilmegani, 2020). Aligning DEI practices with statistical business solutions like Six Sigma or Kaizen allows for leaders to share value rooted in cultural contributions and honors personalities and backgrounds, instead of trying to convert everyone to a model of business based on points of view limited to the opinions of traditional leaders. Continuous improvement processes require regularly checking for progress. Cultural value leadership requires setting milestones and monitoring the completion of items in the workflow, just like in any assignment in project management. Leaders in individual assignments or in projects are accountable for the completion of items, effectiveness is measured in positive cultural conduct validated by stakeholders or in closing of tasks in the system.
Expanding on Culture Philanthropy
Culture philanthropy, not to be confused with cultural philanthropy which is raising money for a cultural organization, is the phenomenon in society where culture functions as an asset in economic development and social innovation. A similar phenomenon exists in the arts, where neighborhoods are improved by inviting artists to move in and transform the community. In culture philanthropy the process has been more organic where casual and intentional cultural influences have produced growth and prosperity, for the community or industries. A well measured impact of the phenomenon of culture philanthropy is the arrival of foreign direct investment in a community (Pare, 2021).
Conclusion
Individual goals, organizational vision, and the needs in the community determine the dynamics of leadership strategies. In the 21st century, with efforts in DEI culture is at the forefront as a catalyst in culture philanthropy for leadership. Cultural value leadership is a philosophy of leadership quantifiable characteristics and applicability outside the executive boardroom.
Cultural value leadership is a philosophy of leadership rooted in social learning theory and in the expansion self-efficacy into intercultural self-efficacy at the center of cultural relationships to advance individual leadership or inclusion of cultural value in projects to account for the impact of culture in leadership (Bandura, 1977a; Bandura, 1977b; Herrera, 2021).
References
Bandura, A. (1977a). Self-efficacy: Toward a unifying theory of behavioral change. Psychological Review, 84(2), 191–215. https://doi.org/10.1037/0033-295X.84.2.191
Bandura, A. (1977b). Social learning theory. General Learning Press.
Bennett, S. (2019, February, 19). The Experience Age has arrived. BA Times. https://www.batimes.com/articles/the-experience-age-has-arrived/
Dilmegani, C. (2021, January,1). Six Sigma: What is it & how it works. AIMultiple. https://research.aimultiple.com/6-sigma/
Herrera, V. (2021). Effect of cultural influences in intercultural competence: Phenomenological study on additional-language learners. American College of Education. http://hdl.handle.net/20.500.12520/87
Hipple, S. & Hammond, L. (2016). Self-employment in the United States. United States Bureau of Labor Statistics. Spotlight on Statistics. https://www.bls.gov/spotlight/2016/self-employment-in-the-united-states/pdf/self-employment-in-the-united-states.pdf
Kelley, D., Majbouri, M., & Randolph, A. (2021). Black women are more likely to start a business than white men. Harvard Business Review Digital Articles, 1–4. https://hbr.org/2021/05/black-women-are-more-likely-to-start-a-business-than-white-men?ab=hero-subleft-1#
Monzani, L., Seijts, G. H., & Crossan, M. M. (2021). Character matters: The network structure of leader character and its relation to follower positive outcomes. PloS One, 16(9), e0255940. https://doi.org/10.1371/journal.pone.0255940
Pare, M. (2019, February 25). New report highlights Volkswagen's economic weight in Tennessee, U.S. Chattanooga Times Free Press. https://www.timesfreepress.com/news/business/aroundregion/story/2019/feb/25/vw-impact-16400-jobs-tennesseenew-report-cite/489400/
Vijaybaskar, L. (2020). A new leadership model for millennial leaders in the innovation age. Journal of Contemporary Management Research, 14(1), 1–17. https://www.proquest.com/docview/2451545300?pq-origsite=gscholar&fromopenview=true