Companionate leadership: A <i>shemswian</i> perspective

Zoogah, Baniyelme D.

doi:10.1080/23322373.2020.1779944

Cited by 17 publications

(8 citation statements)

References 56 publications

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“…In the limited literature located, which explicitly explores prosociality at work, this features in the questioning of the ascendancy and of the individualistic and Western being challenged by the economic power of the East, especially China [ 56 ]. As well, it features alongside more assertive post-colonial influences in contexts such as Africa [ 57 ] and the Islamic world, concerned with evidencing and practicing effective organization, leadership and management, which respect and embody local heritage such as ‘shemswian’ companionate leadership. It is always necessary to highlight that heterogeneity within cultures, and therefore contrasts among them, can be hugely overstated and result in unhelpful, ideologically oriented, zero-sum thinking and conflict about good and bad cultures.…”

Section: Discussionmentioning

confidence: 99%

The Prosocial-Culture-Work Nexus: An Integrative Literature Review and Future Research Agenda

Gibb

2023

Behavioral Sciences

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Organization culture is a potential antecedent and moderator of prosocial behaviors at work. So, what is currently known about the prosocial-culture-work nexus? Studies of this nexus may be predicted to exist in the form of research on organization cultures of three types. One would be studies of specific organization cultures representing espoused Employer Value Propositions (EVPs). One would be etic studies using constructs of organization culture. The other would be emic studies, with the ‘thick description’ associated with ethnography/anthropology. An integrative literature review on the prosocial-organization culture-work nexus located 22 studies. Most studies are of the etic type, while others are mainly concerned with theory development. There is no evidence of a clear concept of organization culture being used in any study. The future research agenda for the prosocial-culture-work nexus follow from this. Constructs of organization culture need to be adopted and used. There is huge scope for EVP studies to explicitly and critically explore the breadth of the prosocial themes these often contain. Etic studies are the ones where the lack of organization culture constructs is most striking, given their methodologies. More emic studies with ethnographic/anthropological depth to explore, both work organizations in single countries, and in comparative studies across countries, are needed. Better clarified prosocial constructs will not in themselves advance knowledge if the organizational culture contexts in which prosociality exists remain under-appreciated.

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Section: Discussionmentioning

confidence: 99%

The Prosocial-Culture-Work Nexus: An Integrative Literature Review and Future Research Agenda

Gibb

2023

Behavioral Sciences

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“…Additionally, there has been a robust intersection of organisations and community. This augurs well with Zoogah's (2020) companionate leadership model which is also derived from African culture and practices. With a focus on shared journeys and goals, the approach processes leadership from a group and collaborative stance.…”

Section: Clinical Sociology Interventionmentioning

confidence: 65%

“…This paper will delve into the contributions that African leadership practices can make in transforming business and the global economy within the African context. It will highlight practices of Ubuntu, ethical leadership (Elkington, 2020) and companionate leadership (Zoogah, 2020) in the context of business transformations, VUCA (volatility, uncertainty, complexity and ambiguity) and other pertinent leadership paradigms such as authentic and feminine leadership values.…”

Section: Introductionmentioning

confidence: 99%

Lead the African way!

Ramnund-Mansingh

Naidoo

2023

AJEMS

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PurposeCountries in Africa have undergone an unprecedented transformation that has shaped the continent as they move ahead from the clutches of colonialism. The evolution of leadership and how organisations function optimally has given rise to the review of leadership approaches and practices, revolutionising its position in the global markets. With the recent spate of global suffering from the pandemic, the formal and traditional work structures are becoming transient. At the same time, the economic consequences of the Russo-Ukrainian crisis have catastrophic effects globally.Design/methodology/approachThe research was conducted via a systematic review of scientific sources from various academic websites. Eligibility criteria were defined with the agreement of pertinent themes and concepts.FindingsBy evaluating and analysing characteristics and success indicators from the blend of leadership competencies ascertained from Afrocentric principles in response to African associated problems, Africa can cement its leadership concepts without following the global north principles. These philosophies are resilient enough to contend with a range of VUCA (volatility, uncertainty, complexity and ambiguity) complexities, including the impact of the recent global pandemic of immeasurable proportions and the prospect of war as the Russo-Ukrainian conflict intensifies.Originality/valueWithin the African environment, there is a greater focus on the human element in shared values, holistic well-being, cooperation and experience. The global community band together to deal with these complexities. This is a typical example of global connectedness with positive and negative connotations.

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“…Societies or cultures tend not to be entirely one thing or the other but variations along a spectrum (Metz, 2015;Parker, 2003;Zoogah, 2020). The issues under discussion are far from binary.…”

Section: Jmhmentioning

confidence: 99%

“…The contention that seeking to rediscover indigenous African management theories would be less beneficial to African scholarship and organisational and entrepreneurial outcomes than embracing universal management theories is shared by other critics of African management (Bolden and Kirk, 2009). Not surprisingly, this position is rejected by African management advocates (Kuada, 2010;Nkomo, 2017;Ayittey, 1991;Ahluwalia, 2001;Jackson et al, 2008;Barnard, 2020;George et al, 2016;Hamminga, 2005;Nkomo, 2017;Zoogah et al, 2015), including scholars exploring Africa-inspired approaches to leadership and enterprise (Adeola, 2020;Darley and Luethge, 2019;Eyong, 2017Eyong, , 2019Hamann et al, 2020;Koenane, 2018;Osiri, 2020;Zoogah, 2020). This schism reflects a wider ongoing debate in the management field.…”

Section: Is African Management An Illusory Quest?mentioning

confidence: 99%

Towards advancing African management scholarship

Ibeh

Eyong

Amaeshi

2022

JMH

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Purpose This paper aims to address the main arguments put forward in Grietjie Verhoef’s article and contribute to a wider debate among management scholars on the role of indigenous theories. It challenges the view of African management as illusory and points to the rising support for indigenous theories as indicative of the weakening of the unquestioned dominance of universal theories. Design/methodology/approach This paper takes a conceptual and critically reflective approach, underpinned by a 360-degree evaluation of pertinent literature and theoretical arguments. Findings This paper reveals an underlying symmetry and interconnectedness, anchored on a shared communal ethos, among Afrocentric management concepts, specifically Ubuntu, Ekpe and Igbo apprenticeship systems. This symmetry points to an underlying indigenous management theory that begs to be further conceptualised, evidenced and advanced. Research limitations/implications This paper affirms Verhoef’s demand for Ubuntu, Ekpe, Igbo apprenticeship system to be more rigorously developed and theoretically coherent and urges scholars to intensify effort towards advancing the conceptual and empirical foundations of African management. Echoing Mahatma Gandhi’s timeless counsel, this paper calls on critics of African management to join the effort to bring about the change they wish to see in African management theorising. Social implications This paper disavows the alleged effort to impose a single “African management” model or perpetuate the “colonial/indigenous” binary divide but equally cautions against an effort to veto scholarly striving for a common identity, to learn from history or not embrace collective amnesia. As examples from the USA and Europe show, diversity, even heterogeneity, needs not to preclude the forging of a commonly shared identity complemented with appropriate sub-identities. Originality/value This paper links the African management-centred themes addressed by Verhoef to the wider debate among management scholars about lessening the dominance of universal theories and allowing space for context-resonant indigenous theories. It calls on African management scholars to invest the premium and intensified effort towards building a more robust and coherent body of indigenous theory that will have the capacity and efficacy to inform, explain and advance organisational practice and outcomes across Africa.

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Companionate leadership: A shemswian perspective

Cited by 17 publications

References 56 publications

The Prosocial-Culture-Work Nexus: An Integrative Literature Review and Future Research Agenda

The Prosocial-Culture-Work Nexus: An Integrative Literature Review and Future Research Agenda

Lead the African way!

Towards advancing African management scholarship

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