This exploratory study considers an African perspective on leadership behaviour and motivation in Ghana, Egypt, Kenya, Nigeria, and Uganda using the Delphi Technique with a small sample of corporate, community, and religious leaders. Focus group sessions with working people (nonleaders) then followed. The findings indicate that vision, commitment, honesty, goal-orientation, and humour were descriptors of effective leadership. Further, it was found that the quest for justice, extrinsic benefits, and service to community motivated leaders, while extrinsic rewards and the need to achieve motivated followers. This research contributes to understanding leadership effectiveness and motivation from an African context and informs both scholarship and practice in these areas.This study explores different perceptions of culture, leader effectiveness, and motivation in Egypt, Ghana, Kenya, Nigeria and Uganda. We analyze the opinions of selected knowledgeable persons, including scholars and management practitioners, regarding leader effectiveness and the motivating factors contributing to successful and effective leadership. This area of research has thus far received insufficient attention in the international literature.

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This study was designed to measure the effects of contingent and noncontingent EMG feedback on hand temperature, anxiety, and locus of control. Two groups of six subjects each were selected on the basis of high test-anxiety scores. The groups participated in a reverse design study in which Group 1 received five sessions of contingent EMG ffedback followed by five sessions of noncontingent feedback. Group 2 received noncontingent feedback followed by contingent feedback. Results indicate a significant order of treatment effect. Subjects who received contingent feedback first produced lower EMG readings, lower test-anxiety scores, and higher hand temperatures during noncontingent feedback sessions. Receiving noncontingent feedback first may actually have interfered with utilizing contingent feedback.

This article contributes to the literature on cross-cultural leadership by describing the development and validation of the Leadership Effectiveness in Africa and the Diaspora (LEAD) Scale. The LEAD Scale is a culturally sensitive measure of leadership effectiveness in the understudied settings of Africa and the African diaspora. A combination of methods and four studies using samples from Africa and the African diaspora based in Canada, the USA, and the Caribbean were used to develop the measure. Using the grounded theory approach and the Delphi technique ( n = 192), followed by a set of increasingly rigorous tests including exploratory factor analysis ( n = 441), confirmatory factor analysis ( n = 116), and a test of measure invariance ( n =1384), we developed and validated a culturally sensitive measure of effective leadership. Our results demonstrate that spirituality, tradition and community-centredness are important and culturally specific components of leadership in Africa and the African diaspora. This paper provides a validated measure of leadership and offers recommendations regarding the use of the measure by managers and researchers working in Africa or with African diaspora.

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