From Cultural Shock to Strategic Renewal
Leading Corporate Transformation in Tanzania
DOI:
https://doi.org/10.63988/HRTI5378Abstract
This review analyses how Tanzanian corporations respond to rising global and regional demands on Environmental, Social, Governance (ESG), anti-corruption, and human rights within a high power-distance culture shaped by hierarchy and communal values. It explores how transformational leadership reframes cultural shock and structural hierarchy into strategic renewal aligned with Agenda 2063 and African corporate governance norms. Guided by Transformational Leadership Theory, Ubuntu ethics, and power-distance principles, the qualitative review of the 2010–2026 literature applies thematic, discourse, SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats), and PESTELE analysis (Political, Economic, Social, Technological, Environmental, Legal, and Ethical). Results show that global and continental norms set expectations, yet true impact depends on leaders' contextual internalisation and ethical innovation. Hierarchies and socio-professional divides both constrain and enable transformative practices when grounded in Ubuntu. ESG-driven reform across extractives, agribusiness, infrastructure, tourism, and digital finance requires context-sensitive leadership, ethical boards, and the integration of locally grounded governance.
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Copyright (c) 2026 Maximillian Mgina, Godfrey Mwamba Tshibangu , Martin Kasele Malima
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