Institutional Leadership and Governance

Abstract

This chapter, which is about institutional leadership and governance, examines leadership from the institutional perspective, but, in the African context. Context is virtually important because it shapes the opportunity structure of any time (Mayo & Nohria, 2005). The peculiarity of the African continent would require that the chapter examines leadership and governance as most of the economies of Africa are still practically dominated by government activities in so many dimensions where governance is poor. Neglecting governance therefore would mean not doing justice to the leadership context. Since leadership in context is not leadership that emerges solely from the qualities of the human character, but leadership that springs forth from an appreciation and understanding of one's situation in the world, and the situation, in this respect includes; economic, social and political conditions that change over time, and these changes require distinct leadership styles and approaches for success, the tripod of institution, leadership and governance are therefore critical for success.

Corporate governance in state-owned enterprises in Lesotho

“…The developing world, largely because of a marked deficit of governance (Awodun, 2016; Essien, 2012; Rotberg, 2009), disproportionately presents cases of operationally inefficient and ineffective SOEs. Country case studies in the developing world are instructive and given the size of the region, it is unwieldy to cover the entire region save to refer to some case studies.…”

“…Corporate governance springs from the womb of governance. There is a general deficit of governance in Africa (Awodun, 2016; Essien, 2012; Rotberg, 2009). In this regard, in a speech to the Ghanaian Parliament in early July 2009, Barrack Obama, then US President, counselled Africans to eschew strongmen and build strong institutions of governance ( Sunday Times , 2009).…”