The Role and Significance of Traditional Leadership in South African Local Governance

Abstract

Traditional leadership in South Africa pre-existed both the colonial and apartheid systems of governance and was the main known system of governance amongst indigenous people. In any case, as opposed to the current political pattern of discrediting traditional leadership, Africans have their own comprehension of democracy, which is pointedly from the liberal democracy of the West. Traditional leadership was democratic based on its own unique way in what we these days allude to as ‘consensus'. This chapter contends that the institution of traditional leadership is still significant as a trusted institution for governance by most of the people living in rural South Africa. The chapter contends as revered in the Basotho aphorism, mooa khotla ha a tsekisoe maxim, that traditional leadership is a sine qua non in rural areas. The South African post-apartheid government has neglected to conclusively characterize and unambiguously explain the role and significance of traditional leaders in local governance.

The dynamics of traditional leaders’ relationship with municipal councillors and service delivery

“…The cooperation theory served as the basis for the article's analysis of the interaction between municipal councillors and traditional leaders and how that relationship influences the provision of services. This claim is supported by the fact that both municipal councillors and traditional leaders are legally permitted to represent the same rural populations, emphasising the necessity of their co-existence as well as the requirement that they act honourably and respect one another's standing (Mawere et al 2022) The cooperation between traditional leaders and municipality needs to be founded on the values of respect for one another and acknowledgment of their status, as well as on the ideas of cooperative governance. Additionally, Inkosi 1 Luthuli had the wisdom to stress the necessity of proper cooperation between traditional leaders and elected public representatives, with the former never losing sight of their subjects' interests (Zuma 2010, cited in Tshitangoni & Francis 2018.…”

“…The advent of democracy in South Africa in 1994 posed numerous challenges for the postapartheid government, fuelling conflict between traditional leaders and democratic government structures (Mawere et al 2022;Sithole & Mbele 2008). In some areas, power was and still is contested between local councils and traditional leaders (Mashau, Mutshaeni & Kone 2014).…”

“…As a result, they are clearly inconsistent with a contemporary democratic society (Baldwin 2016). Scholars such as Mawere et al (2022), Van der Waldt et al (2007) and Koenane (2017), however, believe that traditional leaders should be recognised as a special interest group that must be included in democratic governance. Mawere et al (2022) assert that traditional leadership was democratic in its own right, based on what we now call consensus.…”

“…Scholars such as Mawere et al (2022), Van der Waldt et al (2007) and Koenane (2017), however, believe that traditional leaders should be recognised as a special interest group that must be included in democratic governance. Mawere et al (2022) assert that traditional leadership was democratic in its own right, based on what we now call consensus. Furthermore, Van der Waldt et al (2007) agree that traditional leaders ought to be acknowledged as a special interest group that deserves to be consulted and actively involved in local administration rather than as ordinary citizens with a uniform democratic system.…”

All Hands on Deck! School-Community Partnerships as a Nexus for Resource Mobilisation in South African Rural Schools

“…e municipality communications manager emphasised that Amakhosi have both power and authority, and that they partake in the decision-making processes of the municipality through the municipal council. Mbokazi [73] and Mawere et al [74] argue that traditional leadership is a governance system that fulfils the needs of the rural people, including those of social institutions like schools, in numerous ways. School stakeholders from different sectors, including traditional leadership, are important for the mobilisation of resources within the rural context through school-community partnerships.…”