Leadership for Africa’s Development

Gumede, Vusi

doi:10.1177/0021934716678392

Cited by 27 publications

(11 citation statements)

References 11 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…There has been much debate about the influence of colonialism on traditional leadership ideals in Africa, with a call for effective leadership in this post-colonial era (Adeyemi, 2017;Bikoko, 2007;Blake, 2005;Bolden & Kirk, 2009;Bulhan, 2015;Mathooko, 2013). Some argue for a return to indigenous Afrocentric leadership ideals (Bolden & Kirk, 2009;Bulhan, 2015;du Preez, 2012;Eyong, 2017;Gumede, 2017). On the other hand, implying that they had adopted some Western leadership ideals recommended by Jallow (2014).…”

Section: Discussionmentioning

confidence: 99%

“…From an educator's point of view, providing opportunities for interaction between students has previously been seen as an integral aspect of online courses in contributing to online learning success, but the opinions of the online Furthermore, this research aims to examine if these differences exist, do they support previous findings in the European and American studies, or were there variances influenced by the unique cultural context (Beldarrain, 2006;Keeney et al, 2017;Palloff & Pratt, 1999)? It will consider if the perceived leadership qualities reported by students and lecturers reflect Western or Afrocentric ideologies or a combination of both (Bulhan, 2015;Gumede, 2017;Smedick & Rice, 2018). In addition, it addresses some challenges presented in online learning platforms at PAC University in Kenya.…”

Section: Leadership In An Africanmentioning

confidence: 99%

See 1 more Smart Citation

AVATARS MEET FACE-TO-FACE: Learning Leadership Online: A Thematic Analysis of East-African Perspectives

Ann,

Aziz

2022

Journal of Leadership Education

View full text Add to dashboard Cite

It can be difficult for students to digest and learn complex theories of organizational culture and change without being able apply the steps to a real or imagined scenario. Oftentimes, they lack experience and can't imagine the components of each phase or step without a practical example. This article discusses the theoretical background of leading positive organizational change and then uses a case study to help students apply their knowledge. It highlights the fictional leadership dilemma of a young Army officer, First Lieutenant Jordan Baker, upon arrival to her new duty location. Instructors can use the case to teach the 4-Phase Leading Change Framework which incorporates Kotter's eight-step model to enact positive change. The purpose of this case is to give instructors a framework to teach students in a stepwise fashion, making concepts easier for students to visualize. The case describes the situation of a new Army officerin-charge (OIC) of a military troop medical clinic (TMC). Upon arriving to her new duty location, the OIC injures herself and seeks medical care from the medical clinic she will soon lead. The OIC's first experience with the medical clinic is negative. The clinic's policies and staff behaviors are focused on internal efficiency and not compassionate patient care. The OIC realizes that the organizational culture must change. She has a challenge ahead that may require significant effort to positively change the organization's culture. The case highlights how a leader who is new to an organization can assess the extant culture, identify any issues, and then design a method for implementing change in that culture. It utilizes the 4-phase Leading Change Framework which incorporates Kotter's 8-step model to ultimately enact positive and needed change within an organization. The paper will first introduce the theoretical background of organizational culture and change to

show abstract

Section: Discussionmentioning

confidence: 99%

Section: Leadership In An Africanmentioning

confidence: 99%

AVATARS MEET FACE-TO-FACE: Learning Leadership Online: A Thematic Analysis of East-African Perspectives

Ann,

Aziz

2022

Journal of Leadership Education

View full text Add to dashboard Cite

show abstract

“…The leadership philosophy of Ubuntu as a practice has received attention in research as a key consideration to determining what leadership in Africa entails (Grobler & Singh, 2018;Le Grange, 2011;Muchiri, 2011;Nzimakwe, 2014), although very little empirical research has been conducted on the concept to determine its effectiveness in leadership practice (Brubaker, 2013). Gumede (2017), Mbigi (2000) and Van Rensburg (2013) stated similar sentiments along the lines that African leadership is grounded on Afrocentric histories, philosophies, epistemologies and other pan-Africanist ideologies within the evolving African cultures. Metz (2018, p. 42) also talks about an Afro-communal ethic type of leadership, which is unique to Africa, based on the belief that 'one should relate communally'.…”

Section: African Leadershipmentioning

confidence: 97%

“…Esteemed authors, such as Mbeki (2005), Mbigi (2007), Mutwa (2019) and Mutwa and Larsen (1996), have also dedicated their focus and work on ideological and political matters on the subject of leadership. Notably, several researchers reported that very little academic research has been conducted towards understanding leadership in Africa (Amah, 2019;Cerff, 2017;Gumede, 2017;Kuada, 2010;Walumbwa et al, 2011).…”

Section: African Leadershipmentioning

confidence: 99%

African business leadership: Perspectives from aspiring young leaders

Lerutla

Steyn

2021

SA j. hum. resour. manag.

View full text Add to dashboard Cite

Orientation: Although a lot is written about leadership in Africa, little empirical research has been conducted and published in prominent academic journals, which comprehensively and specifically define the concept of African business leadership.Research purpose: The goal of the research study was to define the African business leadership comprehensively, tapping into the views of young leaders and making a contribution to the discourse and literature on leadership in Africa.Motivation for the study: Whilst business leadership practices are deemed to be universal by some, others argue that the matter is geographically specific. The latter view is supported by those interested in decolonisation and Africanisation. Although politically inspired and philosophically embedded definitions of African leadership are readily available, definitions stemming from empirical processes seem to be absent.Research approach, design and method: This research focuses on the sub-Saharan region, which accounts for the greater part of the African continent. A total of 121 adult students, representing 14 sub-Saharan countries, participated in this study. The participants were part of the Young African Leaders Initiative, a leadership development programme facilitated by the University of South Africa. A cross sectional survey design was used, as part of which open-ended questions were posed to the young leaders. Summative content analysis (Cohort 1) was uses to identify elements central to African leadership, and directed content analysis was then framed based on inter-relational plots, which include all these identified themes.Method: A cross-sectional survey design was used, as part of which open-ended questions were posed to the young leaders. Summative content analysis (Cohort 1) was used to identify elements central to African business leadership, and directed content analysis (Cohort 2) was applied to verify the themes. A definition of African business leadership was then framed based on inter-relational plots, which include all these identified themes.Main findings: Eight elements typical of African business leadership were identified and, following an analysis of inter-relational plots, a definition incorporating the participants’ inputs was crafted. African business leadership is seen as unique to leaders on the continent (Afrocentric), as an act of service to the community (Ubuntu), operating in challenging and resource-deprived environments (because of the legacy of colonialism) and providing hope for creating a better future. African business leadership is further seen as being dominated by those in positions of (political) authority, who engage in entrepreneurial activities, and yet as still requiring development because many leaders are corrupt (brokenness), which seems to be legitimised by post-colonial sentiments (Afro-centric).Contribution: The research study presents a multidimensional perspective on defining African business leadership, reiterating the admirable community orientation, but also the skill gaps, and therefore, the need for improvement.Practical Implications: The definition crafted from the research study provides a compelling conceptualisation of a phenomenon that is often described from only a philosophical or political perspective. This empirical research study contributes to the leadership debate by providing a multidimensional and comprehensive definition of African business leadership, incorporating both the positive and negative elements.

show abstract

“…Gumede argues that thought liberation and critical consciousness have the potential to achieve a decolonised form of leadership. Additionally, Gumede (2017) contends that raising critical consciousness among Africans involves an endeavour to "deconstruct and reconstruct their sense of being". Gumede opines, "Critical consciousness in particular implies a thorough understanding of the obtaining reality and the ability to take fitting action to address the oppressive elements of that reality, as Paulo Freire (2005) had put it".…”

Section: Conscious Leadership Critical Consciousness and Decolonisedmentioning

confidence: 99%

Transforming Leadership: Towards the Advancement of Decolonisation and Social Justice

Setlhodi¹,

Ramadikela²

2020

Developing Teaching and Learning in Africa: Decolonising Perspectives

View full text Add to dashboard Cite

Leadership values should enable leaders and followers to experience this success. Msila (2015) highlights the various ways in which workplaces can use Ubuntu in enhancing success. Again, as seen in chapter 7, leadership is about learning from a variety of models. When we speak of decolonisation and leadership it is a search for decolonial values that would free the organisation from exclusive Western values. Grounded leadership would utilise important values for the success of the organisation. There are many values in leadership. Bright (2006) writes about forgiveness as an attribute of leadership. Bright (2006:173) refers to this as a virtue of integrity and "can be practiced continuously as a consistent demonstration of character". Glynn and Jamerson (2006) emphasise the importance of principled leadership. "Principled leadership is not simply about having the right values or principles, but also about being able to act on these principles when leaders find themselves in situations that may work against those principles and values" (Glynn & Jamerson, 2006:151). Different leaders emphasise a variety of values in their organisations. Decolonial leadership requires leaders and followers who intentionally follow principles and values that support transformation. In this chapter, we examine how leadership can help transform teaching and learning and how this can help advance decolonisation and social justice in workplaces and society.

show abstract

Leadership for Africa’s Development

Cited by 27 publications

References 11 publications

AVATARS MEET FACE-TO-FACE: Learning Leadership Online: A Thematic Analysis of East-African Perspectives

AVATARS MEET FACE-TO-FACE: Learning Leadership Online: A Thematic Analysis of East-African Perspectives

African business leadership: Perspectives from aspiring young leaders

Transforming Leadership: Towards the Advancement of Decolonisation and Social Justice

Contact Info

Product

Resources

About