ArticlePDF Available

Culture and leadership in Africa: A Conceptual Model and Research Agenda

Article

Culture and leadership in Africa: A Conceptual Model and Research Agenda

Abstract and Figures

Purpose – The paper aims at identifying the knowledge gaps in the existing African leadership studies and argues in support of further research in the field with a view to establishing the link between African culture and leadership practices and their implications for economic growth on the continent. Design/methodology/approach – It reviews the mainstream perspectives in leadership literature in general and African leadership literature in particular as a basis for the development of an integrated goal-behaviour-performance model. Findings – Previous studies have seen African culture as either defining the uniqueness of leadership on the continent or constraining leadership development. The paper suggests the presence of both types of impact on leadership. It also offers a conceptual framework that integrates the different perspectives on the relationship between culture, leadership and organizational performance. Research limitations/implications – The paper is based mainly on limited empirical investigations into leadership styles and functions in Africa. The scarcity of studies in the field therefore imposes limitations on the generalizability of some of the arguments. Practical implications – The paper encourages research in the field and provides some propositions to guide future empirical investigations. Ideas generated in the paper will guide organizational development strategies and poverty alleviation policies in Africa. Originality/value – It is one of the recent attempts to synthesize existing perspectives on leadership behaviour in Africa and its implications for economic growth and poverty alleviation.
Content may be subject to copyright.
Culture and leadership in Africa:
a conceptual model and
research agenda
John Kuada
Department of Business Studies, Aalborg University, Aalborg, Denmark
Abstract
Purpose – The paper aims at identifying the knowledge gaps in the existing African leadership
studies and argues in support of further research in the field with a view to establishing the link
between African culture and leadership practices and their implications for economic growth on the
continent.
Design/methodology/approach – It reviews the mainstream perspectives in leadership literature
in general and African leadership literature in particular as a basis for the development of an
integrated goal-behaviour-performance model.
Findings – Previous studies have seen African culture as either defining the uniqueness of
leadership on the continent or constraining leadership development. The paper suggests the presence
of both types of impact on leadership. It also offers a conceptual framework that integrates the
different perspectives on the relationship between culture, leadership and organizational performance.
Research limitations/implications The paper is based mainly on limited empirical
investigations into leadership styles and functions in Africa. The scarcity of studies in the field
therefore imposes limitations on the generalizability of some of the arguments.
Practical implications – The paper encourages research in the field and provides some
propositions to guide future empirical investigations. Ideas generated in the paper will guide
organizational development strategies and poverty alleviation policies in Africa.
Originality/value It is one of the recent attempts to synthesize existing perspectives on leadership
behaviour in Africa and its implications for economic growth and poverty alleviation.
Keywords Africa, National cultures, Cultural studies, Leadership, Organizational performance
Paper type Conceptual paper
Introduction
The last four decades have witnessed a persistent search for explanations for the dismal
growth of Sub-Sahara African (SSA) economies. SSA economies have been frequently
compared with high growth Asian economies such as those of Malaysia and South
Korea which were at similar levels of growth barely five decades ago. While these
Asian countries now enjoy the accolade of “economic miracle” (Akyu
¨z and Gore, 2001),
the African situation is usually described by such adjectives as “disaster” and
“tragedy” (UNCTAD, 2004). Explanations for this dismal performance have included
institutional and structural weaknesses (Yeats et al., 1996; Killick et al., 2001),
limited attention to private enterprise development (Fafchamps et al., 2001), poor
governance (Nwankwo and Richards, 2001), management ineptitude (Kamoche, 1997)
and limited staff motivation (Okpara, 2006; Okpara and Wynn, 2007). Other scholars
have argued that leadership weaknesses constitute the most important reason for
Africa’s poor economic performance (Ochola, 2007).
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/2040-0705.htm
Culture and
leadership
in Africa
9
African Journal of Economic and
Management Studies
Vol. 1 No. 1, 2010
pp. 9-24
qEmerald Group Publishing Limited
2040-0705
DOI 10.1108/20400701011028130
Although limited research has been done on African leadership (Bolden and
Kirk, 2009), the general view in the available literature is that African leaders are
terribly ineffective and adapt very poorly to the demands of an increasingly complex
globalised economic system (Ochola, 2007). Thus, Edoho (2007) declares that until
African countries develop the managerial capacities of their leaders (both within the
public and private sectors) progress on the continent as a whole may remain illusive.
Leadership development has therefore attracted policy interest during the past three
decades, guided by the view that the more African management practices approximate
Western practices the more efficient and effective their organisations would be. This
view has provided intellectual legitimacy for the unending stream of donor funded
management training programmes and organisational development interventions
delivered to African organisations by Western consultants.
The relevance of this Western-inspired leader development approaches has been
challenged on the grounds that there are wide varieties of successful leadership
and management practices throughout the world (Whitley, 1994; Sørensen and
Kuada, 2001). In view of these critics, the fact that many African managers have the
intellectual capacity to understand the logic underlying Western management
principles and practices but revert to their pre-training behaviour after participating in
several training programmes indicate fundamental weaknesses in the Western
management-oriented training programmes themselves (Kuada, 1994).
The divergent perspectives outlined above invite continual debate and research.
Research must improve insight into how Africans behave as leaders, why they behave
the way they do, and the implications of such behaviours for organizational and
national economic performance. Research is also required to guide the choice of
approaches that African leaders may adopt to achieve sustainable improvements in
their behaviours. This paper therefore argues in favour of a stronger positioning of
African leadership on the management research agenda. It does so by reviewing some
of the studies already published in the area and drawing attention to some current
knowledge gaps in the literature. With this as a background, the paper provides some
guidance as to how scholars can progress the leader development ideas through further
empirical and conceptual studies and through the development of usable prescriptions
for executives.
The paper is structured as follows. It continues after this introduction with a review
of some of the leading thoughts on leadership that management scholars have
provided during the last half a century. This body of literature is then synthesized into
a goal – behaviour – outcome model that identifies the drivers, behaviours and
consequences of current dominant leadership forms in most African countries and
organizations. The model is followed by a list of research issues requiring the
immediate attention of scholars.
A review of leadership theories
Bolden and Kirk (2009) group theories of leadership into four main categories:
(1) essentialist theories;
(2) relational theories;
(3) critical theories; and
(4) constructionist theories.
AJEMS
1,1
10
The essentialist theorists rely on objectivist paradigm and seek to identify and define
what “leadership” is in universal terms , i.e. focusing on predictable leadership traits
and behaviours. The works of leadership scholars such as Blake and Mouton (1964),
Fiedler (1967), Stogdill (1974), Hersey and Blanchard (1977) and Bass (1985) are
examples of this theoretical perspective. Relational theorists on the other hand, argue
that leadership resides not within leaders themselves but in their relationship with
others. These theorists therefore call for recognition of the emergent nature of
leadership processes and the distributed nature of expertise and influence. Critical
theories focus their attention on the underlying dynamics of power and politics within
organizations and therefore emphasise the social and psychological processes that
characterise the performance of leadership functions in organizations. Finally, the
constructionist theorists draw attention to the manner in which the notion of
“leadership” is utilized to construct shared meanings that enable people to make sense
of their predicaments. Together, these studies have greatly enhanced academic and
practitioner understandings of leadership during the last century.
Since the concern in this paper is to explore the extent to which the management
literature can inform our understanding of leadership challenges in Africa, the
discussions rely largely on the managerial theoretical perspectives that fall under
the first category of theories identified by Bolden and Kirk (2009). We will however be
guided in the discussions by the understanding that there is substantial overlap
between the four theoretical positions.
Early leadership theories (1920-1970)
One of the influential leadership theories of the 1920s and 1930s was the trait theory
which posits that successful leaders combine such personality attributes as drive,
desire to lead, integrity, self-confidence, intelligence, adaptability, assertiveness and
emotional stability, with social attributes such as being educated at the “right” schools
and being socially prominent or upwardly mobile to shape their leadership roles in
organizations (Yukl, 2010). Extensive empirical studies have, however, failed to
establish the generalizability of these traits. Thus, the traits theory came into quick
competition with a wide range of other leadership theories during the mid-1950s
(Nahavandi, 2009).
One of the competing theories at that time was the situational (or contingency)
leadership theory, with roots in studies by (Fiedler, 1967), as well as Hersey and
Blanchard (1977). The main thrust of these studies is that there is no one best way to
influence people – i.e. different situations call for different types of leadership
orientation and action. Scholars subscribing to the contingency theory placed the
dominant leadership behaviours on a continuum with task-centred behaviour at one
end and employee (relationship) centred behaviour at the other end (Nahavandi, 2009;
Yukl, 2010). They argued that task-centred leaders consider it their responsibility to
supervise their subordinates closely – telling them what to do, how to do it, when to do
it and where to do it. Relationship-centred leaders address the social and emotional
needs of their peers and subordinates with emphasis on recognition, work satisfaction
and self-esteem. The extent to which a leader is task-centred or employee (relationship)
centred in his behaviour would, however, depend on the nature of the task, the degree
of urgency with which the task was to be completed and the level of maturity of the
employees carrying out the task (Avolio et al., 2009). Maturity is defined in this body of
Culture and
leadership
in Africa
11
literature as the willingness and ability of a person to take responsibility for directing
his or her own behaviour. People tend to exhibit varying degrees of maturity, depending
on the specific task, function, or objectives that are to be fulfilled (Lord et al., 1999).
Newer theories of leadership (1970-2010)
The task and relationship perspectives of leadership have evolved in the 1980s into two
new perspectives transactional and transformational perspectives of leadership.
Transactional leadership scholars focus their studies on exchanges of favours that
occur between leaders and followers and on reward or punishment for good or poor
performance. Fiedler’s (1967) path-goal model is an earlier development of the
transactional leadership perspective. He argued that leaders motivate their
subordinates in the direction of established goals by clarifying the role and task
requirements and by offering rewards and/or dispensing punishments that they
consider appropriate in a given situation. The model takes its roots in the expectancy
theory which holds that an individual employee’s motivation to achieve success is a
product of the individual’s perceived probability of success and the expected rewards
from that success (Atkinson, 1957). Similarly, his motivation to avoid failure would be
a product of perceived probability of failure and the negative outcome of the failure.
A manager can therefore present rewards as goals which his subordinates should aim
at. He then specifies what subordinates should do (i.e. show the path) to earn the
rewards as well as the consequences of not acting in the desired manner.
Transformational leadership, on the other hand, involves binding people around a
common purpose through self-reinforcing behaviours that followers gain from
successfully achieving a task and from a reliance on intrinsic rewards. Following Oke
et al. (2009) transformational leaders act as role models and are able to motivate and
inspire their followers by identifying new opportunities, providing meaning and
challenge, and articulating a strong vision for the future. They are also enthusiastic
and optimistic, communicate clear and realistic expectations and demonstrate
commitment to shared visions. Subordinates are encouraged by such leaders to share
in the organizational vision, seeing deeper purpose in their work and exceeding their
own self-interests for the good of the organisation. They also consider the needs of
others over their own, share risks with others and conduct themselves ethically.
Transformational leaders also provide their followers with individualized
consideration – i.e. they focus on their followers’ individual needs for achievement,
development, growth and support. They therefore adopt coaching or mentoring
strategies in their relationships with subordinates.
Two other leadership theories have emerged in the 1980s complexity theory of
leadership and authentic theory of leadership. Complexity theory of leadership focuses
on the idea that leadership is part of a dynamic and evolving pattern of behaviours and
complex interactions among various organizational players, producing power
structures and networks of relationships (Schneider and Somers, 2006). In effect, no
single leader can shape the trajectory of organizations; the power of each leader
depends on his/her position within the complex network of relationships within the
focal organization and ability to distribute resources and emotional support (Ardichvili
and Manderscheid, 2008). Authentic leadership theory draws from both positive
psychology and organizational theories. It focuses attention on self-awareness and
self-regulated positive behaviours of leaders. It argues that authentic leaders tend to
AJEMS
1,1
12
exhibit transparent and ethical behaviours (Avolio et al., 2009). Such behaviours
encourage openness and employees’ desire to share information with each other and
with their leaders. A derivative of the authentic leadership is the servant and coach
leadership theory. Servant leadership is based on the devolution of power to follower.
That is, leaders see themselves as stewards, serving their followers in a manner that
allows them to contribute their very best to fulfilling organizational objectives.
In sum, leadership theories have matured through an intellectual journey starting
with an emphasis on the unique traits of individuals to an emphasis on the uniqueness of
individual employees who must be transformed through serving and coaching in order
for their potentials to blossom for the great good of their organizations. They also
suggest three key areas in which leadership role is critical to organizational performance:
(1) management of organizational and employee goals;
(2) leader – employee relationship management; and
(3) management of resources (including human resources) to increase learning,
creativity and innovativeness in organizations (Gluck et al., 1980).
Furthermore, the diversity of thoughts that has emerged over the years provides some
intellectual support to the view that leadership styles and behaviours in Africa may be
distinctly different from those in other parts of the world without necessarily being
ineffective. Explanations for the apparent ineffectiveness of African leadership must
therefore be sought not from its defiance of the cannons of Western leadership forms
but elsewhere. One potent source of explanation is African culture (Montgomery, 1987;
Leonard, 1987; Kuada, 1994; Jackson, 2004).
Culture and leadership
Parallel to the leadership theories outlined above, a cohort of studies in the 1980s have
suggested that culture provides a frame of reference or logic by which leadership
behaviour can be understood (Dorfman et al., 2006). For these scholars, culture
represents the shared values and norms that bind members of a society or organization
together as a homogenous entity (Roberts, 1970). That is, people living within a
particular culture have their conduct regulated through a collection of consensual
aspirations (i.e. central values) and universal orientations (i.e. patterns of behaviour).
Social structures that develop through the processes of regulated behaviour are
perceived to be orderly, patterned and enduring.
This perspective of culture has been popularisedin the research works of such scholars
as Hofstede (1980), Redding (1980), Adler (1991), Martin (1992) and Sackmann (1992,1997).
Most of these scholars have found it purposeful to describe national (macro) cultures
in dichotomies such as individualism-collectivism (Hofstede, 1980; Triandis, 1994),
vertical-horizontal (Triandis, 1994), masculine-feminine (Hofstede, 1980), active-passive
(Triandis, 1994) and universalism-particularism (Trompenaars and Hampden-Turner,
1997). Other typologies are emotional expression or suppression (Triandis, 1994;
Trompenaars and Hampden-Turner, 1997), instrumental-expressive (Triandis, 1994),
ascription-achievement (Triandis, 1994; Trompenaars and Hampden-Turner, 1997) and
sequential-synchronic with respect to time (Trompenaars and Hampden-Turner, 1997).
The central argument in many of these studies is that leadership styles and behaviours are
culture-bound. Furthermore, culture provides a frame of reference and guide for behaviour
of employees in work organizations. Cultures of some societies endorse autocratic
Culture and
leadership
in Africa
13
leadership behaviours while others demand that their leaders must exhibit participatory
leadership behaviours. Autocratic leaders may, however demonstrate benevolent
dispositions towards subordinates that are very close to them (Kuada, 1994).
Leaning on Hofstede’s cultural dimensions Muczyk and Holt (2008) argue that an
autocratic leadership style may be appropriate in cultures that are high in power
distance, collectivism, masculinity and uncertainty avoidance and that are
characterized by external environmental orientation. Also, autocratic leadership
might be more appropriate for societies whose members have a high regard for
hierarchy and are reluctant to bypass the chain of command. Conversely, relationship-
centred or democratic leadership styles are more effectively practised in cultures that
are low on power distance, high on individualism and femininity, low on uncertainty
avoidance and characterized by internal environmental orientation.
Theoretical arguments advanced in the two streams of research cultural theories
and leadership theories – have influenced available studies on management in
Africa. But the arguments have not been synthesized into a coherent framework that
can guide empirical investigations in the field. A review of the current discourses on
the link between African culture and leadership suggests that scholars are divided
on the issue of how culture impacts leadership on the continent. Some scholars use
culture to justify the uniqueness of African leadership styles i.e. culture serves as a
unique descriptor. Others project African culture as an inhibitor of effective leadership
practices.
Scholars who argue in support of the view that African culture is largely
responsible for the unique leadership practices on the continent include Leonard (1987),
Jackson (2004) as well as Bolden and Kirk (2009). For example, Leonard (1987, p. 901)
argued that:
[...] many of the differences in organisational behaviour between Africa on the one hand, and
the United States and Europe, on the other, are not due to managerial failures but to
fundamental dissimilarities in the value priorities of the societies that encapsulate them.
Similarly, Jackson (2004) found from his study of leadership practices in several
African countries that African managers tend to be highly skilled in many aspects of
management and leadership. They deal efficiently with cultural diversity and multiple
stakeholders and enact “humanistic” management practices. Drawing a distinction
between “an instrumental view of people in organizations, and a humanistic view of
people,” he argues that while the Western approach to management focuses on
instrumental view of man (perceiving human beings as resources) the African
perception focuses attention on human beings as having values in their own right.
From this perspective leadership and management practices in Africa may be
described as predominantly humanistic with an emphasis on sharing, deference to
rank, sanctity of commitment, regard for compromise and consensus, and good social
and personal relations. Building on this understanding Bolden and Kirk (2009) see
leadership practices in Africa as complex and multi-layered and shaped by centuries of
cultural values and historical events.
The view that African culture mainly inhibits effective leadership practices in
Africa has been advanced in studies of such scholars as Jones (1986), Montgomery
(1987), Kuada (1994, 2008) as well as Nwankwo and Richards (2001). Jones (1986), for
example, showed that Malawian workers basically have instrumental orientation
AJEMS
1,1
14
towards work; they expect their jobs to bring substantial benefits to themselves but
show very little (if any) loyalty and commitment to the organisation. Similarly,
Montgomery (1987) observed in his analysis of the management practices of African
executives in Southern African countries that African leaders fail to treat organisational
goals with the importance that these goals deserve and are frequently engaged in the
search for personal power and privileges typically seeing their positions in their
organisations as personal fiefdoms. Their personnel policies are influenced by
patronage, resulting in limited organizational commitment by African employees.
Public and organizational properties are therefore treated with indifference and
irresponsibility by many employees:
Even arguments and negotiations over public vehicles, housing and equipment centred about
the convenience of the individual user more than about the mission of the organisation to
which they were assigned (Montgomery, 1987, p. 917).
In the same vein, Nwankwo and Richards (2001) argue that post-independence
leadership styles in Africa have hitherto remained autocratic, dictatorial and
incompetent in both public and private organizations. African employees tend to be
inspected (i.e. closely supervised) rather than expected (i.e. motivated) in an age when
other societies advocate for and practice employee empowerment and encourage
independent thinking and creativity that ensures organizational agility (Kuada, 1994).
African employees therefore tend to act with extreme caution while at work in order not
to invite the anger of their superiors for any mistakes that they may make in the course of
their work. In Kuada’s view, the principal function of the loyal employee in Africa is to
serve as a buffer for the immediate superior. If anything goes wrong, the loyal
subordinate must do anything to blame all others, including himself, in order to protect
his boss. A variation of this kind of behaviour plays up in situations where several
employees are aware of something that is a problem of mutual concern but they choose to
act as if they do not know of it and therefore cover up the errors. Argyris (1990, 1993)
coins the term “skilled incompetence” to describe this type of defensive behaviour. The
consequence is that employees become very reluctant to question existing practices in
their organisations even if this would help rectify operational inefficiencies.
A culture-based conceptual model of African leadership
Carefully considered, the two perspectives on the link between African culture and
leadership behaviour are not contradictory. Leaning on the complexity theory of
leadership, it can be argued that there are elements of African culture that promote
unique and positive leadership behaviours (as suggested in Jackson’s study). But some
of the cultural rules of behaviour tend to act as drags on effective leadership and
management practices and thereby constrain entrepreneurship and economic growth
(Kuada, 2008, 2009). The understanding of this complexity is important to the success
of any leadership development initiative on the continent and future research
should seek to provide us with that knowledge. This observation underlies the
conceptualization of leadership proposed in this paper (Figure 1). The conceptual
model emphasises the importance of three dimensions of leadership i.e.:
(1) management of organizational and employee goals;
(2) leader – employee relationship management; and
(3) resource allocation and management.
Culture and
leadership
in Africa
15
The three dimensions are derived from the review of the extant leadership literature
and previous studies on African leadership and management.
Expectations, goals and leadership behaviours
Employees’ goals have been found to have direct and strong impact on their behaviour
and performance in work organizations (Ashford and Cummings, 1983). Goals are
defined by individuals’ self-identity. Following Lord et al. (1999) an individual’s
self-identity comprises both personal and social identities. Personal identity defines a
person’s sense of uniqueness as an individual while his social identity is defined in
terms of the individual’s relations to others or in terms of membership in social groups.
An understanding of the goals of African employees is therefore an important first step
in designing strategies that facilitate the convergence of personal and organizational
goals. Such goal-alignment strategies are necessary for the promotion of employee
commitment and motivation (Okpara and Wynn, 2007). Drawing on the empirical
evidence from studies on African management ( Jones, 1986; Montgomery, 1987;
Kuada, 1994; Jackson, 2004), it is justifiable to argue that African leaders and their
followers would tend to derive their personal goals from a complex set of sources.
For the sake of conceptual brevity, the sources may be collapsed into two main ones
and the goals classified as follows:
(1) Self-induced goals which are derived from the individual’s personality,
ambitions and expectations in life with regard to his welfare, social mobility
and achievement.
(2) Culture-induced goals which derive from the demands and expectations from
institutions such as the family (immediate and distant), clan, ethnic communities,
associations and colleagues.
The two goal-sets feed on each other and are therefore mutually reinforcing. For
example, an African leader’s initial career success elevates his status within the family
and clan. This, in turn, raises the expectations of the near and distant family members.
Figure 1.
A conceptual model
of African leadership
Individual goal
attainment
Personal achievement
Economic gains
Culturally-prescribed
goals
Macro cultures of leaders and followers
Goals
Personal goals
Culture-specific goals
Leadership styles and
relationships
Leader-follower relations
Relations with other
stakeholders
Resource allocation
With regard to
personal needs
With regard to
organizational goals
Decisions and
behaviours
With regard to:
Human resource
management
Work attitude and
commitment
Organizational goals
Organizational
performance
Economic
Non-Economic
AJEMS
1,1
16
His first assistance to any member of the family (e.g. finding a job or scholarship for a
nephew through his contacts), activates all latent demands for assistance. The first
reaction of many African leaders in such situations is to scale down their personal
(self-induced) ambitions, devoting greater resources to fulfilling the culture-induced
goals. Job-fixing and the pursuit of greater financial rewards (through fair and foul
means) may be considered. But the unending chain of demands may compel some
managers to resort to several types of coping behaviour, including possible de-linkage
from the family.
The culture-induced goals derive from a peculiar form of collectivist orientation
found in African societies. Kuada (1994) describes this collectivism with the concept of
familism. As used in sociology, the term familism describes a form of social
organisation in which all values are determined by reference to the maintenance,
continuity and functioning of the family group. Within such a social framework, all
purposes, actions, gains and ideals of individual members are evaluated by comparison
with the fortune of the family as a whole. Said differently, individual members of the
family are bound to one another by the collective moral rules and obligations of the
family.
Familism, as explained above, also influences cultural transmissions, attitudes to
knowledge acquisition and personality development. For example, children brought up
within such family structures are hardly encouraged to take individual initiatives
over and above those required for doing daily routine chores. As Assimeng (1981)
observes, “conformity and blatant eschewing of individual speculations” as well as
“unquestioning acquiescence and accommodationism” are dominant characteristics of
the behaviour of young Ghanaians. This, he argues, is due to the collectivist social
structure that strongly encourages the maintenance of status quo and avoidance of any
serious disruption of the specific social order. Such modes of upbringing seriously limit
the possibilities of successful delegation of authority and responsibilities in work
organizations, as suggested in Western management literature. Thus, leadership
behaviours described by Montgomery (1987) and Kuada (1994) may be explained in
terms of African leaders’ response to culturally induced goals.
Leader-follower relationships
Another important factor in understanding Africans’ leadership behaviour is the
manner in which leaders build their relationships with their followers. There is
widespread agreement among leadership researchers that leadership is a relationship
(Lord et al., 1999; McLaurin, 2006; Maak, 2007). Leaders must have followers and the
nature of their relationship with their followers is a key determinant of their
performance as leaders and the performance of their organizations.
Leader-follower relationships have in-built psychological contracts. That is, they
imply promises of future behaviour from leaders, contingent on some reciprocal actions
of followers (Rousseau, 1990). The promises need not be made explicitly. They may be
based on inferences and observations of past behaviours in leader-follower interactive
processes (Robinson and Rousseau, 1994). Thus, Rousseau (1990) argues that when
followers believe that they are obligated to behave or perform in a certain way and also
believe that their leaders have certain obligations towards them, these beliefs
constitute a psychological contract. The dominant leadership style in an organization
defines the nature of this psychological contract between leaders and followers.
Culture and
leadership
in Africa
17
For example, while organizations characterized by transactional leadership emphasise
task performance, organizations in which transformational leadership forms dominate
find leaders actively engaging themselves not only in creating an environment in
which followers grow, but also emphasise the inner feelings of the followers. In the
latter types of organizations followers are seen as human beings that they are rather
than sheer resources whose talents and physical capacities should be exploited by the
organizations.
The available empirical literature suggests that the behaviours of African leaders
are far from those attributed to transformational leadership. They appear to adopt
relationship management strategies that patronise their followers rather than
encourage their inner motivation to show commitment to organizational goal
attainment. Kuada (1994) coined the term autocratic-benevolence to describe this form
of relationship. His study suggests that although most African leaders exhibit autocratic
attitudes towards their followers, they tend to provide those closest and subservient to
their interests with special opportunities and privileges. These privileges include
selecting them to attend overseas training programmes, advancing their promotion,
approving their loan applications and providing them with other services that partially
cushion them from the rough edges of life. It is this reciprocity of support and benefit that
sustains superior-subordinate relationships, individual and organizational performance
being of secondary importance. Furthermore, aspects of the humanistic leadership
styles reported in Jackson’s (2004) study may be partly explained through the
patronage-based leadership practised by most leaders.
The dependency relationship between leaders and their followers in African
organizations may lead some people to think that followers will be honest in their
relationship with their leaders for fear of reprisals if any dishonest behaviour on their
part is subsequently brought to light. Ironically, the fear of the repercussions for
mistakes combines with the strong desire to be in the “good books” of the leaders to
create the opposite effect. Followers hide their true feelings on matters they are
displeased about or distort information for the sake of maintaining harmonious
relationships with their leaders. That is, the primary concern of followers is to be seen
by their leaders as being “honest” without necessarily being so. These observations
legitimize the view that the leader-follower relationship in Africa serves more to
constrain than to advance organizational performance.
Leadership and resource allocation
Scholars of leadership generally agree that resource allocation decisions in
organizations are predominantly made by leaders. Furthermore, people generally
expect leaders to be fair, effective and responsible, also in their allocation of
organizational resources. But, de Cremer and van Dijk (2008) argue that leaders do not
always act in an organizationally or socially responsible manner when allocating
resources. Some of them behave in egocentric ways, allocating more resources to
themselves than to followers. Again, the available literature suggests that the only
types of leaders that may be expected to display self-sacrifice in their resource
allocation decisions are transformational leaders (Blanchard, 2007). Thus, leader
selection decisions of management are critical to the manner in which resources are
allocated at various levels (and in different departments) of an organization. These
observations are consistent with the Montgomery’s views on the manner in which
AJEMS
1,1
18
African leaders allocate resources, giving priority to their personal (or culturally
induced) goals rather than overall organizational goals. When leaders’ resource
allocation decisions disregard organizational needs and goals inefficiencies become
rampant, thereby creating a de-motivated workforce in the organizations.
In sum, the model presented in Figure 1 shows that macro culture in which African
leaders are raised impact their individual goals as well as their choices of leadership
styles and relationships with their followers. It also influences their resource allocation
decisions in organizations. These in turn determine their overall leadership behaviours
and thereby their contributions to organizational performance. The underlying logic
here is that culture plays a major role in shaping each of the three defining dimensions
in the model. The model therefore endorses the argument that effective leadership in
Africa requires an initiation of change in certain aspects of African culture.
As argued earlier, culture is a dynamic social construct. As such, African
management culture is capable of changing. Fortunately, human beings are not blank
sheets on which culture writes its scripts. People draw on their cognitive endowments
to develop their own internal rules of behaviour that mediate the cultural prescriptions,
modifying them where exigencies demand it. In other words, cultures provide
individuals with frames of reference and opportunity sets within which they can act.
Their creativity, courage and emotions influence the actions that they take in any given
situation. This means, as individuals, African leaders are capable of shaping the
evolution and dynamism of national cultures on the continent, producing new set of
rules for managerial behaviour.
Agenda for future research
Initiating change within African leadership and management culture requires
additional knowledge that future research must seek to provide. Research work is
needed in many areas. Three of these areas are listed here for immediate attention:
(1) leadership and organizational performance;
(2) leadership development strategies; and
(3) leadership, learning and creativity.
Leadership and organizational performance
A great deal of the empirical literature on African leadership and management
reviewed in this paper is based on studies conducted 20 or more years ago. If leadership
is to help halt Africa’s economic decline and place it on a consistent path of growth and
poverty alleviation, we need some more current knowledge to determine the extent to
which the existing leadership practices influence efficiency and effectiveness of
decisions and activities in both private and public sector organizations in Africa.
For example, we need to know whether African organizations are still characterized by
centralized power structures, high degrees of uncertainty, and bureaucratic resistance
to change. We also need to know whether extended family orientations noted by Kuada
(1994) as well as Blunt and Jones (1997) or the assertions that African leaders sacrifice
organisational goals for their personal and family gains (Montgomery, 1987; Nwankwo
and Richards, 2001; Kuada, 2008, 2009) are still valid and still exert dominant
influences on leaders’ behaviour and organizational performance.
The issue of what types of leadership styles improve organizational performance
in Africa also deserves research attention. Would the humanistic orientations of
Culture and
leadership
in Africa
19
leadership identified by Jackson (2004) and Bolden and Kirk (2009) be the most suitable
for African organizations or would variants of transactional and transformational
leadership be more preferable and effective? These questions cry for further
investigations.
Leadership development
We also need guidelines from researchers on what kind of leader development
strategies to adopt on the continent. The concepts of cross-vergence introduced by
Jackson (2004) or hybridization introduced by Kuada (2006) must be studied in terms of
organizational performance. The understanding of these scholars is that African
leadership development must not depend exclusively on practices imported from the
West, but must be built on ideas and methods from non-Western cultures in
combination with selected African cultural values. This perspective is consistent with
Bolden and Kirk’s (2009) argument that appropriate management constructs and
models must be developed and couched within culturally relevant languages and
concepts. These scholars’ recent study shows that the influence of differing religious
beliefs and associated practices combine with gender, age and ethnic networks to
shape emerging African leadership practices. They also noted some evidence of change
and tension between past experiences and future aspirations for leadership with a
growing emphasis on the need to situate leadership practices in the communities and
organizations in which the leaders are located. These emergent perspectives require
more elaborate and cross-national empirical investigations.
Leadership, learning and creativity
Its is also imperative for African leaders to design systems that facilitate learning from
the multiple sources of management ideas and integrate them into new and appropriate
tools that would enhance the quality of management deliverables at all levels of
society. A weak-learning process would mean that other resources within the continent
would remain fragmented and their potentials left untapped. Conversely, a dynamic
learning process would raise the dynamic capabilities of African employees and
enhance their creative potentials. This will help change the socially acquired state of
inaction and perpetual helplessness prevailing on the continent.
Furthermore, scholars of organizational learning see employee empowerment as one
of the prerequisites for knowledge development and creativity. In this regard, granting
that the autocratic leadership styles still dominate African organizations, this will
impinge the development of learning cultures in these organizations. As noted above,
the current understanding is that African employees exhibit a higher propensity to
follow instructions that their superiors give them than to adopt critical attitude to the
tasks that they are required to perform, and carrying them out to their individual
satisfaction. These observations justify comprehensive empirical investigations. We
need insight into how learning is encouraged in African organizations and the roles
that leaders can play to facilitate the process.
Summary and conclusions
One of the factors frequently omitted from studies of leadership in Africa is a
consideration of the potential significance of the cultural context within which
leadership and management is practised. Recent studies have shown increasing
AJEMS
1,1
20
awareness of this important factor. The discussions in this paper seek to reinforce the
importance of this line of research for better insight into current leadership failures on
the continent and to generate guidelines for effective leader development interventions.
The conceptual model presented in the paper is a first step in providing a coherent
framework for future research. It sees macro cultures of African societies as informing
the goals, expectations, relationships and resource allocation decisions of African
leaders. These in turn shape their decisions and behavioural patterns within
organizations and their overall contributions to organizational performance. The
model helps throw further light on the nature of leadership in African organizations
and the potentials for leadership changes that can improve organizational performance
and economic growth on the continent.
The awareness that all cultures are constantly subjected to pressure for change
from both internal and external factors provides African leaders with opportunities to
facilitate cultural change processes in the organizations that they lead. Thus, a key
message of the paper is that leader development agents in Africa must exhibit an
attentiveness that is grounded in existing cultural values. We have argued that some
aspects of African culture may constrain effective leadership. There may be the need to
unfreeze some of these established traditions and contest assumptions that have
remained unexamined for centuries. But not all aspects of African culture act as
constraints to effective leadership. Comprehensive empirical investigations into the
impact of dominant African cultural attributes on leadership and organizational
performance are urgently required to guide leader development interventions on the
continent.
References
Adler, N.J. (1991), International Dimensions of Organizational Behaviour, PWS-Kent, Boston, MA.
Akyu
¨z, Y. and Gore, C. (2001), “African economic development in a comparative perspective”,
Cambridge Journal of Economics, Vol. 25, pp. 265-88.
Ardichvili, A. and Manderscheid, S.V. (2008), “Emerging practices in leadership development –
an introduction”, Advances in Developing Human Resources, Vol. 10 No. 5, pp. 619-31,
available at: http://adh.sagepub.com (accessed 5 April 2009).
Argyris, C. (1990), Overcoming Organizational Defensive Routines, Allyn & Bacon, Needham, MA.
Argyris, C. (1993), Knowledge for Action, Jossey-Bass, San Francisco, CA.
Ashford, S.J. and Cummings, L.L. (1983), “Feedback as an individual resource: personal
strategies of creating information”, Organizational Behavior and Human Performance,
Vol. 32, pp. 370-98.
Assimeng, M. (1981), Social Structure of Ghana, Ghana Publishing Corporation, Accra.
Atkinson, J.W. (1957), “Motivational determinants of risk-taking behaviour”, Psychological
Review, Vol. 64, pp. 359-71.
Avolio, B.J., Walumbwa, F.O. and Weber, T.J. (2009), “Leadership: current theories, research,
and future directions”, Annual Review of Psychology, Vol. 60, pp. 421-9, available at: www.
arjournals.annualreviews.org (accessed 4 May 2009).
Bass, B.M. (1985), Leadership and Performance beyond Expectations, The Free Press,
New York, NY.
Blake, R.R. and Mouton, J.S. (1964), The Managerial Grid, Gulf, Houston, TX.
Blanchard, K. (2007), Leading at a Higher Level, FT Press, Upper Saddle River, NJ.
Culture and
leadership
in Africa
21
Blunt, P. and Jones, M. (1997), “Exploring the limits of Western leadership theory in east Asia
and Africa”, Personnel Review, Vol. 26 Nos 1/2, pp. 6-23.
Bolden,R.andKirk,P.(2009),“Culturalperspectives:Africanleadershipsurfacing
new understandings through leadership development”, International Journal of Cross
Cultural Management, Vol. 9 No. 1, pp. 69-86, available at: http://ccm.sagepub.com
(accessed 24 April 2009).
de Cremer, D. and van Dijk, E. (2008), “Leader-follower effects in resource dilemmas: the roles of
leadership selection and social responsibility”, Group Processes & Intergroup Relations,
Vol. 11 No. 3, pp. 355-69.
Dorfman, P., Howell, J., Hibino, S., Lee, J., Tate, U. and Bautista, A. (2006), “Leadership in
Western and Asian countries: commonalities and differences in effective leadership
practices”, in Pierce, J. and Newstrom, J. (Eds), Leaders and the Leadership Process,
McGraw-Hill, New York, NY.
Edoho, F. (2007), “State-corporate alliance: ramifications for corporate social responsibility and
sustainable livelihood”, African Journal of Business and Economic Research, Vol. 3 No. 1,
pp. 96-113.
Fafchamps, M., Teal, F. and Toye, J. (2001), “Towards a growth strategy for Africa”,
REP/2001-06, Centre for the Study of African Economies, University of Oxford, Oxford.
Fiedler, F.E. (1967), A Theory of Leadership Effectiveness, McGraw-Hill, New York, NY.
Gluck, F., Kaufman, S.P. and Wallach, S. (1980), “Strategic management for competitive
advantage”, Harvard Business Review, July/August, pp. 154-61.
Hersey, P. and Blanchard, K.H. (1977), The Management of Organizational Behaviour, 3rd ed.,
Prentice-Hall, Upper Saddle River, NJ.
Hofstede, G. (1980), Culture’s Consequences: International Differences in Work-related Values,
Sage, Beverly Hills, CA.
Jackson, T. (2004), Management and Change in Africa: A Cross-cultural Perspective, Routledge,
London.
Jones, M.L. (1986), “Management development: an African focus”, Management Education and
Development, Vol. 17 No. 3, pp. 202-16.
Kamoche, K. (1997), “Competence-creation in the African public sector”, The International
Journal of Public Sector Management, Vol. 10 No. 4, pp. 268-78.
Killick, T., White, H., Kayizzi-Mugerwa, S. and Savane, M.-A. (2001), African Poverty at the
Millennium: Causes, Complexities and Challenges, World Bank, Washington, DC.
Kuada, J. (1994), Managerial Behaviour in Ghana and Kenya – A Cultural Perspective, Aalborg
University Press, Aalborg.
Kuada, J. (2006), “Cross-cultural interactions and changing management practices in Africa:
a hybrid management perspective”, African Journal of Business and Economic Research,
Vol. 1 No. 1, pp. 96-113.
Kuada, J. (2008), “Social resources and entrepreneurial activities in Africa”, International Journal
of Social Entrepreneurship, Vol. 1 No. 1, pp. 27-55.
Kuada, J. (2009), “Gender, social networks, and entrepreneurship in Ghana”, Journal of African
Business, Vol. 10 No. 1, pp. 85-103.
Leonard, D.K. (1987), “The political realities of African management”, World Development, Vol. 15
No. 7, pp. 899-910.
Lord, R.G., Brown, D.J. and Freiberg, S.J. (1999), “Understanding the dynamics of leadership:
the role of follower self-concepts in the leader/follower relationship”, Organizational
AJEMS
1,1
22
Behavior and Human Decision Processes, Vol. 78 No. 3, pp. 167-203, available at: www.
idealibrary.com (accessed 27 August 2009).
McLaurin, J.R. (2006), “The role of situation in the leadership process: a review and application”,
Academy of Strategic Management Journal, Vol. 5, pp. 97-115.
Maak, T. (2007), “Responsible leadership, stakeholder engagement, and the emergence of social
capital”, Journal of Business Ethics, Vol. 74, pp. 329-43.
Martin, J. (1992), Cultures in Organizations: Three Perspectives, Oxford University Press, Oxford.
Montgomery, J.D. (1987), “Probing managerial behaviour: image and reality in southern Africa”,
World Development, Vol. 15 No. 7, pp. 911-29.
Muczyk, J.P. and Holt, D. (2008), “Toward a cultural contingency model of leadership”, Journal of
Leadership & Organizational Studies, Vol. 14 No. 4, pp. 277-86.
Nahavandi, A. (2009), The Art and Science of Leadership, 5th ed., Prentice-Hall,
Englewood Cliffs, NJ.
Nwankwo, S. and Richards, D.C. (2001), “Privatization: the myth of free market orthodoxy in
Sub-Saharan Africa”, The International Journal of Public Sector Management, Vol. 14 No. 2,
pp. 165-79.
Ochola, S.A. (2007), Leadership and Economic Crisis in Africa, Kenya Literature Bureau, Nairobi.
Oke, A., Munshi, N. and Walumba, F.O. (2009), “The influence of leadership on innovation
processes and activities”, Organizational Dynamics, Vol. 38 No. 1, pp. 64-72.
Okpara, J.O. (2006), “The impact of personal characteristics on the job satisfaction of public
sector managers in a developing economy: implications for personnel development”,
African Journal of Business and Economic Research, Vol. 1 No. 1, pp. 10-33.
Okpara, J.O. and Wynn, P. (2007), “The effect of culture on job satisfaction and organizational
commitment: a study of information system managers in Nigeria”, African Journal of
Business and Economic Research, Vol. 2 Nos 2/3, pp. 9-36.
Redding, S.G. (1980), “Cognition as an aspect of culture and its relation to management processes:
an exploratory view of the Chinese case”, Journal of Management Studies, May, pp. 127-48.
Roberts, K.H. (1970), “On looking at an elephant: an evaluation of cross-cultural research related
to organizations”, Psychological Bulletin, Vol. 74, pp. 327-50.
Robinson, S.L. and Rousseau, D.M. (1994), “Violating the psychological contract: not the
exception but the norm”, Journal of Organizational Behaviour, Vol. 15, pp. 245-59.
Rousseau, D.M. (1990), “New hire perceptions of their own and their employer’s obligations:
a study of psychological contracts”, Journal of Organizational Behaviour, Vol. 11,
pp. 389-400.
Sackmann, S.A. (1992), “Culture and subcultures: an analysis of organizational knowledge”,
Administrative Science Quarterly, Vol. 37, pp. 140-61.
Sackmann, S.A. (1997), Cultural Complexity in Organizations, Sage, Thousand Oaks, CA.
Schneider, M. and Somers, M. (2006), “Organizations as complex adaptive systems: implications
of complexity theory for leadership research”, The Leadership Quarterly, Vol. 17 No. 4,
pp. 351-65.
Sørensen, O.J. and Kuada, J. (2001), “Institutional context of Ghanaian firms and cross-national
inter-firm relations”, in Jacobsen, G. and Torp, J.E. (Eds), Understanding Business Systems
in Developing Countries, Sage, New Delhi, pp. 163-201.
Stogdill, R.M. (1974), Handbook of Leadership: A Survey of Theory and Research, The Free Press,
New York, NY.
Triandis, H.C. (1994), Culture and Social Behavior, McGraw-Hill, New York, NY.
Culture and
leadership
in Africa
23
Trompenaars, F. and Hampden-Turner, C. (1997), Riding the Waves of Culture, Nicholas Brealey,
London.
UNCTAD (2004), “Enhancing the contribution to development of the indigenous private
sector in Africa”, available at: www.afrasia.org/cmsupload/_1188676352_AABC_
UNCTAD (accessed 10 July 2008).
Whitley, R. (Ed.) (1994), European Business Systems: Firms and Markets in their National
Contexts, Sage, London.
Yeats, A., Amjadi, A., Reincke, U. and Ng, F. (1996), “What caused Sub-Saharan Africa’s
marginalization in world trade?”, Finance & Development, No. 38, pp. 41-5.
Yukl, G. (2010), Leadership in Organizations, 7th ed., Prentice-Hall, Englewood Cliffs, NJ.
Further reading
Barnard, C.I. (1938), The Functions of the Executive, Harvard University Press, Cambridge, MA.
Blunt, P. and Jones, M.L. (1986), “Managerial motivation in Kenya and Malawi: a cross-cultural
comparison”, Journal of Modern African Studies, Vol. 24 No. 1, pp. 165-75.
de Cremer, D. (2003), “How self-conception may lead to inequality: effect of hierarchical roles on
the equality rule in organizational resource-sharing tasks”, Group & Organization
Management, Vol. 28 No. 2, pp. 282-302.
Gabarro, J.J. (1987), “The development of working relationships”, in Lorsch, J.W. (Ed.), Handbook
of Organizational Behavior, Prentice-Hall, Englewood Cliffs, NJ, pp. 172-89.
Gullestrup, H. (2006), Cultural Analysis – Towards Cross-cultural Understanding, Aalborg
University Press, Aalborg.
Miller, D. and Toulouse, J.-M. (1986), “Strategy, structure and EEO personality and performance
in small firms”, American Journal of Small Business, Vol. 10 No. 3, pp. 47-62.
Roberson, L. (1989), “Assessing personal work goals in the organizational setting: development
and evaluation of the work concerns inventory”, Organizational Behaviour and Human
Decision Processes, Vol. 4, pp. 345-67.
Stogdill, R.M. (1963), Manual for the Leader Behavior Description Questionnaire, Ohio State
University, Columbus, OH.
About the author
John Kuada holds Grundfos Chair Professorship in International Business & Intercultural
Management at Aalborg University, Department of Business Studies, Denmark. He is the
Coordinator of the Master’s degree programmes in International Business Economics and
International Marketing at the university. John Kuada can be contacted at: kuada@business.aau.dk
AJEMS
1,1
24
To purchase reprints of this article please e-mail: reprints@emeraldinsight.com
Or visit our web site for further details: www.emeraldinsight.com/reprints
... Consistent with this, [17] notes the opposite ways of leaders position in the United States, where a leader who listen carefully on workers' say is valued. Reference [18] outlined that management practices of African's leaders frequently engaged more on person privileges. In another explain, they value power by seeing organization's position as personal fiefdoms. ...
... On the other hand, high uncertainty avoidance culture found in [18] study, African organizations has low score tolerance for ambiguity and uncertainty, hence leader is more rule-oriented in this culture which emphasizes controls and rules to minimize the amount of conflict and uncertainty. Research has revealed in this culture that less willingness to try something different, whether it pertains to business, product or technology. ...
... Reference [15] takes a slightly different approach to this, by describe the extent of collectivism, employees might strive to sacrifice own happiness for the greater good of the group. However, it was interesting to know that Africa, in [18] view, describes collectivism with exhibit high levels of loyalty. The principal purpose is to serve as a buffer for the supervisors. ...
Article
Full-text available
This article discuss the leadership research in an international context. In particular, this article focus on leadership cultural-specific in most of the developing countries. A clear and balanced synthesis of existing academic research done in the area in terms of both theoretical foundation and empirical findings are provided in this article. The article also critically evaluate the existing studies and highlight their relationships, strengths and weaknesses. The knowledge gap in the existing literature are also being addressed and identified. Specific directions for future research is suggested near the end of the article.
... For some time, the entrepreneurship literature has acknowledged the desire of women to be economically independent in their role and contribution as entrepreneurial actors (Goffee and Scase 1985). While there have been significant changes in the perception of the female entrepreneur across the board, historically many women in Sub-Saharan African countries are still marginalised as a result of their gender, leading some to suggest that women have not been considered as entrepreneurs (Kuada, 2010). Interestingly, the significant and persistent rise of female owned businesses in Nigeria has led to a paradigm shift in both the conceptualisation and contextualisation of the disadvantaged group (Adetiloye et al., 2020). ...
Conference Paper
Full-text available
Abstract Aim The aim of this research is to critically evaluate the role of access to finance on the development of female-run enterprises in Nigeria. The study extends this to examine the role of gender as it is perceived in the Nigerian society, and how this impacts on the perceptions of financial inclusion. Methodology The paper adopts an interpretivist paradigm, so as to explore the social reality within which entrepreneurship is enacted. We use semi-structured interviews to access the richness and depth of the participant’s reflections on their social world. This paper presents findings from a study of four entrepreneurs from two sample groups, two female entrepreneurs belonging to a social entrepreneurial network called International federation of Business and Professional Women (Nigerian Chapter) - an international NGO that houses female entrepreneurs only - and two male entrepreneurs belonging to an alumna network of Enterprise Development Centre a hub that trains and certifies entrepreneurs across Nigeria. Contribution The nuance of social perception and expectation is uncovered and discussed as it relates to the lived experiences of the interviewees as they seek to finance their enterprises. Contrasting perspectives and experiences demonstrate that, while structural access may be apparent, the entrepreneurial process of financing a business is characterised, in part, by gender. Implications for policy/practice, if applicable This paper encourages an examination of social perceptions and expectations of gender when considering issues of accessing finance for business growth. While financial institutions and policy makers may assume a ‘one size fits all’ approach to business financial support, the social constructions of gender mean that experiences can be very different for males and females. Keywords: Female Entrepreneurship, Gender, Entrepreneurship in Nigeria, Women in Business, Access to finance, Business Finance in Nigeria
... A second theoretical approach to institutional trust is propagated by the culturalists, who argue that rational calculations are not made on neutral and unmediated ground (Wong, Wan and Hsiao, 2011). Culture provides frames of reference within which one acts (Kuada, 2010). In this approach, trust in political institutions is exogenous, originating outside the political sphere, rooted in cultural norms, and communicated through early life socialization (Mishler & Rose, 2001). ...
Book
This edited book explores the link between institutional reforms, governance and services delivery in the Global South, mapping how and to what extent resource-poor governments deliver public services to their citizens. The book concludes that delivery of public services responsibly and efficiently remains largely unachievable because of weaker institutions and poor quality of governance in the Global South countries. Reforms to governance and institutions are generally considered fitting measures to overcome public service delivery challenges. Hamid E. Ali is Associate Professor of Economics and Public Policy and Dean of the School of Public Administration and Development Economics at the Doha Institute for Graduate Studies, Qatar. Shahjahan Bhuiyan is Associate Professor of Public Administration and Associate Dean for Undergraduate Studies and Administration at The American University in Cairo’s School of Global Affairs and Public Policy, Egypt.
... The exponential growth coupled with extreme differences in standards of living and in cultural, political and socioeconomic systems across the MEA region make borrowing theories and constructs developed in the developed and western countries a misleading and shortsighted approach (Burgess and Steenkamp, 2006;Karnani, 2007;Kudua, 2010). For instance, strategic management literature considers that formal and informal institutions such as regulations, culture and norms influence how firms behave and what strategies they pursue. ...
Article
Purpose-The purpose of this special issue is to advance discussions on how the richness, complexities and challenges of the Middle East and Africa (MEA) context can contribute to the understanding of under-researched, as well as newly emerging, phenomena within the service research field. Design/methodology/approach-This special issue of the Journal of Services Marketing consists of eight articles that focus on different service research topics emerging from the MEA region. The eight papers cover a variety of research methods (e.-based services). Findings-This editorial provides background information on the MEA context and proposes a unique research agenda for MEA development with a portfolio of intriguing research questions and inspiring opportunities for further research. Specifically, the editorial highlights six of the most promising and unique avenues for service research in the MEA context by considering the diversity and variations between the MEA nations: cultivate service inclusion; tackle service corruption and designing for justice; climate protection to mitigate further instability and conflict; closing the gap in digital technology: opportunities and challenges; prioritize essential service sectors (education, health care and tourism); and eradicate "service" poverty. Originality/value-This special issue is a first attempt to explore the MEA region from a service research perspective. The editorial discusses unique challenges and opportunities from theoretical and managerial points of view and calls for embracing this region as the new frontier for service researchers. Keyword Editorial Paper type Research paper Expanding service research in the Middle east and Africa region It has been an honor to serve as guest editors for this special issue of the Journal of Services Marketing on Expanding Service Research in the Middle East and Africa (MEA) region. As expats from Tunisia and Lebanon, respectively, we have experienced firsthand the richness and complexity of the MEA region. Most people in the MEA region live within two intertwined systems forming a unique mixed reality. Wealth lies side-by-side with poverty; an exciting entrepreneurial mindset co-exists with intergenerational bureaucracy; hospitality and generosity are expressed alongside destructive polarization and tribalism, and a limitless passion for the new is balanced with an ingrained respect for traditions and customs. From our nostalgic reminiscence about the "good old days" to the inability to pinpoint what exactly makes this region so unique, so rich, and so controversial sprouted our motivation to host this first special issue dedicated to service research in the MEA. In this guest editorial, we seek to provide background information on the MEA region and call for embracing this region as a new frontier for service research. The MEA offers a remarkable opportunity to extend present theorizing and advance service research. The overarching goal of this special issue is to advance discussions on how the richness, complexities and challenges of the MEA context (for instance, resource constraints, embedded ethics and values, multiculturalism and diversity) can contribute to our understanding of under-researched, as well as newly emerging phenomena. To operationalize this aspiration, we propose a unique research agenda for the MEA context with a portfolio of intriguing research questions and inspiring opportunities. Specifically, the editorial highlights six of the most promising and unique avenues for service research in the MEA context by considering the diversity and variations between the MEA nations: cultivate service inclusion; tackle service corruption The current issue and full text archive of this journal is available on Emerald Insight at: https://www.emerald.com/insight/0887-6045.htm Journal of Services Marketing © Emerald Publishing Limited [ISSN 0887-6045] We are grateful to the coauthors of this special issue for their intercontinental collaborations and for their courage and creativity in exploring themes previously understudied in service research. We are also grateful for the numerous skilled reviewers who went above and beyond to guide the authors of all submitted manuscripts. Above all, we are incredibly grateful
Article
We examined whether participation of frontline employees (FEs) in a firm’s strategic planning using strengths, weaknesses, opportunities, and threats (SWOT) analysis mitigates managers’ budget slack creation and whether it improves budget evaluation. Using a lab-in-the-field experiment in an agro-processing firm in Ghana, we found that FE participation in strategic planning enhanced managers’ identification of the number of internal and external factors affecting the firm, enabling the firm to better understand the environment in which the budget process is undertaken. We also found that FE participation reduced managers’ budget slack creation and bias in their performance evaluation. In an additional analysis, we found that FE participation improved managers’ budget allocation, effectively redirecting the firm’s resources to units where they were most needed. Overall, the results showed that FE participation in strategic planning improved the managers’ information environment, thereby positively influencing their choices and actions.
Article
Purpose The purpose of this qualitative comparative study was to explore the brand-switching behavior of Muslim consumers in selected cities from Pakistan and Malaysia. Design/methodology/approach Data were collected through interviews which were conducted with 30 participants including universities (5), shopping malls (5) and restaurant locations (5) of each country. The constant comparative analysis was used to analyze the data. Findings Results revealed that a demonstration of awareness of American brands, their image and perceived quality causes Muslim consumers to switch away from American brands to non-American brands. In addition, this study also showed that the certain reasons compel consumers to stay with American brands. Practical implications The findings are helpful for American brands in reconsidering their strategies while segmenting the Muslim consumers as target market. Originality/value This is the first paper of its kind to explore Muslim consumer brand-switching behavior by using a qualitative method.
Article
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.
Chapter
Despite poor governance and low performance, different surveys, such as the World Value Surveys and the Afrobarometer, show that on average there is high trust in political leadership and public institutions in different African countries. By analyzing recent data from the Afrobarometer the present study tries to look for a possible explanation for such inflated trust. It finds that a societal culture of high power distance contributes to higher trust in the political leadership of African countries. The study also finds that a higher level of educational attainment reduces such power distance as well as trust in leadership. This may indicate that education is important to create more critical citizens, which also helps to reduce blind trust in authority and encourages more objective assessment of the performance of the leadership.
Article
Purpose The purpose of this special issue is to advance discussions on how the richness, complexities and challenges of the Middle East and Africa (MEA) context can contribute to the understanding of under-researched, as well as newly emerging, phenomena within the service research field. Design/methodology/approach This special issue of the Journal of Services Marketing consists of eight articles that focus on different service research topics emerging from the MEA region. The eight papers cover a variety of research methods (e.g. interviews, focus groups, ethnography, case study, survey), participants (e.g. customers, executives, households, refugees, human trafficking survivors, NGO leaders, government officials), countries (e.g. Zambia, Turkey, Nigeria, Morocco, South Africa, Senegal, Lebanon) and service industries (e.g. health care, finance, hospitality, faith-based services). Findings This editorial provides background information on the MEA context and proposes a unique research agenda for MEA development with a portfolio of intriguing research questions and inspiring opportunities for further research. Specifically, the editorial highlights six of the most promising and unique avenues for service research in the MEA context by considering the diversity and variations between the MEA nations: cultivate service inclusion; tackle service corruption and designing for justice; climate protection to mitigate further instability and conflict; closing the gap in digital technology: opportunities and challenges; prioritize essential service sectors (education, health care and tourism); and eradicate “service” poverty. Originality/value This special issue is a first attempt to explore the MEA region from a service research perspective. The editorial discusses unique challenges and opportunities from theoretical and managerial points of view and calls for embracing this region as the new frontier for service researchers.
Article
Purpose The paper aims to critically evaluate the day-to-day processes of employee performance management and control (EPMC) in an African-based organization and sheds light on formal and informal management controls, social relations and worker responses. Design/methodology/approach The paper draws on research undertaken within an Ugandan-based agricultural research organization. A case study approach was used to facilitate an understanding of everyday organizational practices and context. The paper uses ethnographic research and grounded theory, with methods including interviews and observation of work practices. Findings The findings provide a nuanced understanding of how performance management and control plays out in practice and show that the unquestioning imposition of Western practices that ignore traditional norms is unlikely to result in desired outcomes. Research limitations/implications Since the paper took on a cross-sectional study, a longitudinal study might reveal whether and how the values of managers and employees in Africa-based organizations change over time. Practical implications The study's findings indicate the need for a more critical examination of EPMC that takes account of employee attitudes, behaviors and social relations at the intersection of both the formal and informal organization. Originality/value Although cultural and institutional approaches have been used to evaluate human resource management (HRM) practices in Africa, organizational behavior approaches to performance and control at the micro-level had been underexplored.
Article
Full-text available
African societies demand and deserve visible economic benefits that good management and governance can provide. But available evidence suggests that neither Western management practices nor those inspired by African culture can adequately address the socio-economic and political challenges confronting Sub-Saharan African countries today .This paper argues in favour of an eclectic synthesis of ideas from multiple sources to provide African managers with novel perspectives of the realities facing them and approaches to address them. The term "hybrid management" has been used to describe this approach to management development. The development of a learning culture and a network of centres of management research have been suggested as preconditions for the effective development of hybrid management in Africa.
Article
Emipirical evidence provides little support for the proposition that trade restrictions in OECD markets caused sub-Saharan Africa's marginalization in world trade. The share of sub-Saharan African exports subject to nontariff barriers is far lower than that of other developing countries that launched successful export-led industrialization drives. In addition, tariff preferences extended under the Lome Convention or the OECD members' Gneralized system of Preferences provide countries in sub-Saharan Africa with more favorable market access than that for many other exporters of similar products. In contrast, international freight costs and domestic policies relating to transport services appear to have a major negative impact on the region's exports. In addition, trade barriers imposed by the countries of sub-Saharan Africa are far more restrictive than those in countries that have achieved the highest export growth rates, and incorporate a substantial anti-export bias.
Chapter
On the science of the art of leadership No area of modern social thought has escaped the shadow of the holocaust. The issues that we prioritize, the questions that we ask and the perspectives that we employ all changed irrevocably as a result of the slaughter. Leadership research is a case in point. Prior to the Second World War, many thinkers were fascinated and attracted by forceful charismatic leaders who were seen as saving society from a dull mechanical future. Such figures stamped some agency, artistry and imagination on what Max Weber described as ‘the routinized economic cosmos’ (quoted in Lindholm, 1990, p. 27). However, after Hitler, ‘the triumph of the will’ acquired different connotations. The focus shifted from what was added by the leader to what was taken away from everyone else and hence the savior became Satan. Thus, in the post-war period, there were a plethora of clinical ...
Article
A study of 97 small firms was conducted to establish the impact of strategy, structure, decision making style, and chief executive personality on performance. Good growth and profit performance relative to the competition seemed to be associated with Innovative product-market strategies; more proactive, analytic, and future-oriented decision making style; more extensive delegation of authority and professional management; and greater CEO flexibility. Findings varied systematically in comparing groups of small versus medium sized firms, those in dynamic versus stable environments, and those that delegated much authority to lower levels versus those that did not.
Book
Arising from a research project funded by Danish International Development Assistance, Management and Change in Africa includes results of management surveys across 15 sub-Saharan countries and of organizational surveys taken across a range of sectors in South Africa, Kenya, Nigeria and Cameroon. It combines methodology, theory and case examples to explore thoroughly the influences on management in Africa and attempts to push the boundaries of cross-cultural theory. In doing so, it explores how much can be learned from studying both the successes and failures of African management towards realizing the potential of an African Renaissance and what the global community may learn from Africa.
Article
Sub-Saharan Africa's share in world exports has been shrinking. The evidence suggests that anticompetitive domestic policies rather than trade barriers played a key role in this decline. UB-SAHARAN Africa's impor-tance in global trade has declined over the past 30–40 years. Exports from sub-Saharan Africa accounted for 3.1 percent of world exports in 1955, but by 1990 its share had fallen to 1.2 percent— implying annual trade losses of $65 billion in current prices. Part of this outcome reflects declining global demand for key export products, but part is due to a sub-stantial erosion of their market shares. Indeed, if sub-Saharan Africa had merely maintained its 1962–64 export shares for major products, the region's exports would now be more than double ($11 billion higher than) their current value. Surprisingly, trade barriers do not seem to have played an important role in this decline—in fact, industrial countries' trade preferences made export market access conditions more favorable for the countries of sub-Saharan Africa than for exporters in many other countries. Rather, the sub-Saharan African countries' own trade and transport policies incorporate a substantial anti-export bias, which lessens their ability to be competitive in international markets. This finding accents the importance of moving forward with domestic policy reforms if the countries of sub-Saharan Africa are to reverse their diminishing role in world trade.