Strategic Leadership Qualities to Enhance the Payment Culture for Municipal Services within an African Context

Abstract

The purpose of this study was to identify the strategic leadership qualities required of municipal role-players to cultivate a payment culture for municipal services in the North West Province in South Africa. A systematic review and comparative study were conducted to compare the strategic competencies of executives in Canada, the United States of America, and the United Kingdom. These are considered leading countries in service provision. The study proposes that municipalities should be visionary and result-driven, and engage people, while collaborating with relevant stakeholders to achieve desired results. The study further recommends that municipal role players adopt strategic leadership to achieve change through a planning and development process that involves assessing future goals and mapping specific actions. Furthermore, municipalities should achieve their goals through a strategic process of analysis, formulation, implementation, and evaluation, all of which entail a number of constituent tasks.

Competitiveness of Tier three Commercial Banks in Kenya: The Role of Strategic Leadership Practices

“…With P-values within the 955 confidence level (P<0.05), it was evident that strategic leadership practices had a significant role to played in predicting competitiveness of Kenya's third tier banks. The results concur with those of Enwereji and Potgieter (2022) that revealed the connection between strategic leadership aspects and organizational success. As evidenced by the regression coefficient of 0.219, it is evident that financial resources mobilization had a notable role to play in steering competitiveness of the banks.…”

“…Tier three commercial banks have always faced the threat of competition from bigger established banks, thus making the banks remain vulnerable and unable to grow effectively. As Porter's theory indicate, to achieve competitiveness the banks have to master the art of maintaining customers by offering diverse products due to substitution threat, be cost-efficient for bargaining power of the customers, and seek ways to engage suppliers for their bargaining power (Enwereji & Potgieter (2022). The theory is therefore applicable in this study since it helps elaborate how tier three commercial banks can be competitive by increasing their market share, sales revenue and customer satisfaction.…”

“…The authors contemplated that strategic leadership through focus on customers and continuous innovation is fundamental in modern organizations where organizations are able to meet efficiency and effectiveness demands by the customers while strengthening their satisfaction. According to Enwereji and Potgieter (2022), African organizations are realizing the need for leaders who can mobilize the required human and financial resources and lead a more innovative organizational culture for enhanced competitiveness.…”

A sustainable differentiated funding model for South African district municipalities

“…This is because there are differences between the district municipalities' available financial resources and the actual expenditure requirements (Chauke 2016;Chitiga-Mabugu & Monkam 2013;Glasser & Wright 2020;Maphalla 2015;Mhlanga 2019). Enwereji and Potgieter (2018) confirm that these differences within the funding model are expanding because the selfgenerated municipal revenue of some South African district municipalities has declined.…”