The World’s Most Influential Values, In One Graphic - Visual Capitalist
Connect with us

Leadership

The World’s Most Influential Values, In One Graphic

Published

on

which values drive the world

The World’s Most Influential Values, In One Graphic

Our basic values can inform ideals, interests, political preferences, environmental views, and even career choices.

With sweeping data covering half a million surveys in 152 languages, Valuegraphics identifies 56 values that influence human behavior. It uncovers what people care most about around the world, through a contextualized dataset.

The 10 Most Important Values

Individual motivations and values are universally organized. That said, research shows that the hierarchy of these values varies significantly.

According to Valuegraphics, here are the top 10 values we share across cultures.

RankValue
1Family
2Relationships
3Financial Security
4Belonging
5Community
6Personal Growth
7Loyalty
8Religion/Spirituality
9Employment Security
10Personal Responsibility

While it may not be surprising that family emerges as the most important value globally, it’s interesting to note that a number of other ‘connectedness’ values—such as relationships and belonging—emerged in the top 10. Values of loyalty, and religion/spirituality ranked #6, and #7, respectively.

At the same time, security-related values, including financial and employment security, score highly around the world.

From a business and leadership context, values are interesting in that they can guide how people and consumers make their decisions. As people interact with the world, different experiences can ‘engage’ their most closely-held values.

“If you can understand what your target audience cares about, what they spend their lives chasing, now you have an actual chance to use data to understand how to engage and influence and motivate them.”

-David Allison, Founder of Valuegraphics

The Full List of the 56 Most Influential Values

Covering 401 metrics and 370 questions, how did all 56 values break down within the extensive Valuegraphics database on a global level?

RankValue
1Family
2Relationships
3Financial Security
4Belonging
5Community
6Personal Growth
7Loyalty
8
Religion/Spirituality
9
Employment Security
10
Personal Responsibility
11Basic Needs
12Harmony
13Health/Well-being
14Experiences
15Respect
16Compassion
17Social Standing
18
Creativity & Imagination
19
Trustworthiness/Honesty
20Security
21Education
22Tradition
23Balance
24Love
25
Material Possessions
26Patience
27Morality
28Righteousness
29Friendships
30Authority
31
Positive Environments
32Happiness
33Ambition
34Self-Control
35Self-Expression
36
Environmentalism
37Independence
38Wealth
39Politeness
40Generosity
41Equality
42Service to others
43Dependability
44Courage
45Cooperation
46Tolerance
47Leisure
48Influence
49Intimacy
50Political Freedom
51Peace
52Money
53Unselfishness
54Confidence
55Freedom of Speech
56Determination

Across nine regions, the value of social standing stood at #17, while environmentalism came in at #36. Interestingly, both values of wealth (#38) and money (#52) ranked lower on the spectrum.

Meanwhile, respect (#15) and compassion (#16) values fell closer to the top.

Windows of Insight

While many similarities exist across cultures, a number of fascinating differences emerge.

Take morality, for example. Across all regions, it illustrated some of the widest variance—it was the second-most important value in the Middle East, whereas it came in near the bottom in Central and South America. Another notable outlier surrounds the value of patience. The African region placed the value within its top five. By contrast, it ranked globally about mid-way (#26) through the list.

Another fascinating discovery is how both North America and the Middle East ranked the value of authority—both ranked it equally (#17), significantly higher than the global average of #30. Meanwhile, the value of tradition saw the highest ranking in Central & South America, but the lowest in Europe.

As the world becomes increasingly complex, understanding how values impact our attitudes and behaviors can help us deepen our understanding across several avenues of life. Consumer research, marketing, leadership, psychology, and many other disciplines all fall within the broad spectrum of the influence of what humans value.

Subscribe to Visual Capitalist
Click for Comments

Markets

Visualizing Gender Diversity in Corporate America

The gender gap in corporate America is still prevalent, especially in leadership roles. In 2021, only 8.2% of Fortune 500 CEOs were female.

Published

on

Where's the Diversity in Corporate America?

There’s been a massive push to increase diversity and inclusion in the workplace.

However, it appears corporate America still has a ways to go, particularly when it comes to diverse representation in corporate leadership roles. In 2021, only 8.2% of Fortune 500 CEOs were female. Of those females, 85% of them were white.

This graphic by Zainab Ayodimeji highlights the current state of diversity in corporate America, reminding us that there are still significant gender and racial gaps.

Graphic showing the breakdown of female CEOs on the Fortune 500 since 1970

Five Decades of Fortune 500 CEOs

Since 1955, Fortune Magazine has released its annual Fortune 500 list that ranks the 500 largest U.S. companies, ranked by total revenue earned each fiscal year.

For the first 17 years of its publication, there were no female CEOs on the Fortune 500. Then in 1972, Katharine Graham became CEO of the Washington Post, making her the first-ever female CEO of a Fortune 500 company.

Following Graham, a few other women joined the ranks, such as Marion Sandler, co-CEO of Golden West Financial Corporation, and Linda Wachner, CEO of Warnaco Group. But apart from those few outliers, Fortune 500 CEOs remained almost exclusively male for the next few decades.

At the turn of the millennium, things started to change. Women-led companies started to appear more frequently on the Fortune 500. Here’s a breakdown that shows the number of women CEOs on the list, from 1999 to 2021:

YearFortune 500 # of Women CEOs% of Total
199920.4%
200020.4%
200130.6%
200271.4%
200371.4%
200481.6%
200591.8%
2006102.0%
2007132.6%
2008122.4%
2009153.0%
2010153.0%
2011122.4%
2012183.6%
2013204.0%
2014244.8%
2015244.8%
2016214.2%
2017326.4%
2018244.8%
2019336.6%
2020397.8%
2021418.2%

Slowly, women of color started to appear on the list as well. In 1999, Andrea Jung, the CEO of Avon, became the first East Asian female CEO in the Fortune 500. And in 2009, Xerox CEO Ursula Burns was the first Black woman to become CEO of a Fortune 500 company.

By 2021, 41 of the Fortune 500 companies were led by women—8.2% of the overall list.

While this increasing total is a clear trend, it’s important to note that women make up nearly 50% of the global population, meaning genders are still not equally represented in corporate leadership.

The Financial Benefits of Diverse Workplaces

Along with the number of societal and cultural benefits that come with a diverse workplace, research indicates that diversity can also be financially beneficial to corporations, and enhance a company’s bottom line.

A study by the Council of Foreign Relations found that gender equality in the workforce could add up to $28 trillion in global GDP.

According to the Council of Foreign Relations, a number of policy changes are needed to help close the gender gap in the workforce, such as legislation to promote women’s access to capital and financial services, or tax credits for childcare support.

Continue Reading

Misc

10 Ways You Can Build Leadership Communities in a Hybrid World of Work

Feeling disconnected? This infographic teaches you how to build strong leadership communities in your organization in a hybrid working world.

Published

on

The world has never been more connected. Yet many of us feel more disconnected than ever before.

In particular, CEOs and managers can often feel isolated from their peers, and therefore crave a greater sense of community and belonging. This lack of social connection can have a detrimental impact on both them and their team—putting the future of their company at risk.

Leading in a Hybrid World of Work

This infographic from bestselling author Vince Molinaro dives into the ways you can build a strong community of leaders in your organization, enabling you to more successfully execute on strategy, drive growth, and deliver results.

leadership

>>Download Dr.Vince Molinaro’s Community Builder Ebook Today

The Critical Need for Leadership Communities

In today’s world, many leaders have been conditioned to work and lead in a way that is individualistic and hyper-competitive, which leads to problematic outcomes including:

  • Limiting innovative ideas
  • Causing overwhelm and stress
  • Limiting diversity and a sense of inclusion
  • Promoting a macho culture
  • Creating heroes and zeros in organizations

This outdated model breeds a weak leadership culture. Even though leadership expectations are higher than ever, very few companies boast a strong leadership culture. In fact, just 15% of companies have the culture they need to succeed.

What does a weak leadership look like?

Weak Leadership Cultures

When leaders demonstrate the following behaviors, organizations are at risk of developing a weak leadership culture:

  1. They lack clarity around strategic priorities.
  2. They fail to inspire the people they lead.
  3. They tolerate ineffective and mediocre leadership.
  4. They demonstrate animosity for the success of other leads, teams, and departments.
  5. They work at cross-purposes with each other.
  6. They prop themselves up while downplaying the contribution of others.
  7. They don’t engage stakeholders.
  8. They regularly badmouth others and throw colleagues under the bus.
  9. They withhold information as a way to retain power over their peers.
  10. They act as bystanders when colleagues need help.

When these negative dynamics become apparent, organizations pay a significant price. According to a report from Qualtrics, 40% of managers see a decline in their mental health, while another study shows that 66% of leaders have checked out entirely.

It is clear that building a strong community of leaders has become critical as the world continues to become even more complex and uncertain. Let’s dive into some of the ways you can build a greater sense of belonging in your organization today.

The Characteristics of Leadership Communities

Here are the 10 characteristics and behaviors that promote a strong community of leaders. Does this describe your organization’s leadership culture?

CharacteristicAligned Behavior
1. Have clarity on the strategic direction of the organizationBe determined to deliver on the most important strategic outcomes for the company
2. Create excitement about the futureSpread optimism about the company, even through adversity
3. Share a common aspiration to be great as leadersCommit to their roles as leaders and help other leaders thrive
4. Lead with a united front and a one-company mindsetLead in the best interest of the whole organization
5. Hold each other accountable by calling out unproductive leadership behaviorDemonstrate the courage to call out misaligned and unacceptable behaviors
6. Celebrate success and key milestonesIgnite passion by recognizing others and showing progress towards goals
7. Break down silos and collaborate effectivelyIdentify accountability gaps that weaken the leadership culture
8. Keep internal politics and personal agendas to a minimumBehave in a direct and transparent manner with peers
9. Demonstrate resilience and resolve in the face of adversityTurn to each other while navigating tough challenges
10. Support one another and have each other’s backsBuild high-trust relationships with one another

Most leaders want to be in an environment where there is real clarity, alignment, commitment, and mutual support—it just takes one accountable leader to make it happen.

The Benefits to Creating a Strong Community of Leaders

If done right, the effects of building a strong community of leaders can be extraordinary:

  • Promotes a stronger sense of belonging.
  • Allows for greater knowledge sharing.
  • Encourages higher levels of performance.
  • Creates a culture of accountability.
  • Improves employee engagement.

Moreover, research shows that employee engagement is directly linked to a company’s culture and value system. In fact, employee engagement levels can reach up to 72% when managers work well with each other.

With the working world transforming before our very eyes, it’s time to establish a new leadership contract so that CEOs and managers can lead their organizations successfully into the future.

Do you have what it takes to be a community builder? Download your Ebook to discover practical strategies you can apply today.

Continue Reading

Subscribe

Popular