Thesis (M.A.(Political Science))--University of Pretoria, 2001. / Summary in English and Afrikaans. Available at the World Wide Web. Includes bibliographical references.

The research investigate the African Peer Review Mechanism (APRM) from a leadership and governance perspective in the African public services. The research was initiated with a historiography to map out efforts that were made to unify the continent against slavery and colonialism, which were primary factors responsible for Africa’s underdevelopment and poverty. National, regional and sub regional organisations have been formed to forge collective action against colonisation and the marginalisation of the continent. Each of the organisations, indicating their achievements and challenges has been discussed in this research. The research has revealed that there was a common denominator in most organisations, which revolved around creating a better continent for the African people and to restore their dignity as a people. The need for unity in Africa has received more attention, especially when Organisation of African Unity (OAU) was transformed into the African Union (AU), which focuses on development, democratic rule and good governance to tackle poverty, marginalisation and underdevelopment in the continent. What is evident in this research is the fact that African leaders are now seeking African solutions to the problems that have plagued the continent for decades. African leaders recognise that transplanted policies and initiatives are responsible for Africa’s dependency syndrome and marginalisation in the development process. The research has pointed out that Africans should lead the process of African development because they are the custodians of the needs of their citizens. In order to satisfy and provide essential services and goods to their citizens African leaders should exercise effective and responsible leadership, and good governance principles in order to implement policies that would create a better life for all on the continent. In order to ensure that African public services implement appropriate policies, a monitoring mechanism has been instituted, the African Peer Review Mechanism (APRM) through which countries are evaluated and assessed on compliance with good governance and development objectives to provide essential goods and services to the African people. The New Economic Partnership for Africa’s Development (NEPAD) as the vehicle of the AU has set out development objectives and priorities, which should be implemented by national, regional, and sub-regional organisations, therefore countries would be monitored to ensure that they comply with the aims and mandate of the AU. Effective leadership and good governance would ensure cost effective delivery of services and the provision of goods by public services. African leaders want to create genuine partnership with their citizens and international communities to ensure that poverty is eradicated and the needs of Africans are satisfied. Africa requires strong and effective leaders who identify and work for their people at all costs through proper utilisation and management of public resources for the benefit of all. Recommendations have been made for consideration by African leaders in their endeavour to create a better life for the African people based on effective leadership, the rule of law and good governance. Africans know what is best for them and therefore they should engage in collective action to achieve the African Development Goals. / Thesis (PhD (Public Affairs))--University of Pretoria, 2007. / School of Public Management and Administration (SPMA) / unrestricted

No abstract available. / Thesis (Ph.D.)-University of KwaZulu-Natal, Durban, 2008.

Employees‟ perceptions regarding the role of powerful partners in developing the managerial leadership of small and recipient organisations are vital, given the research developments regarding partnerships. This research has focused on the power that governs the relationships between large and self-governing funding organisations and dependent recipient organisations. The emergence of developing managerial leadership, linked to powerful partnership systems, appears to be a vital field for research in the developed world. For instance, this is evident in the United States of America but not in Africa, especially in the sub-Saharan region. Partnership is simply conceived of as a relationship between one or more NGOs, and in such a relationship, power is understood as being one partner having the ability to influence another partner, or other partners, to do what they would otherwise not do. Intentional and observable power between organisations often results in a diverse and complex managerial leadership and organisational life for small and recipient organisations. In this regard, the recipient partner organisations striving for leadership, management- and organisational growth, and change, commonly struggle with internal and external power influences embedded in powerful partnerships. Sub-Saharan Africa‟s, especially South Africa‟s, development NGOs and funding partnerships are not an exception to this challenge. This dissertation is an embryonic qualitative but objective enquiry into managers‟ and employees‟ perceptions regarding the influences of donors and the University of KwaZulu-Natal on growth at the Sinomlando Centre for Oral History and Memory Work in Africa. The research adopted the narrative and interpretive paradigm, combined with the qualitative methods of data collection and analysis. Three data collection methods were used: 1) archival; 2) face-to-face interviews; and 3) participant observation. The Sinomlando Centre is an organisation originally conceived as a research and community development entity, based at the University of KwaZulu-Natal, South Africa. While existing within, and depending on the University, the Centre predominantly relies on international funding partnerships. This environment is solely driven by the founding director, who steers the organisation towards its full cognisance. It is this very environment that inspired the question of employees‟ perceptions regarding the influence of these powerful partnerships, in augmenting leadership and management at the Sinomlando Centre. This research project draws on library-, internet-, and archival searches to explore concepts pertaining to: systems and systems thinking; behaviour and learning in organisations; leadership and management development, and power and partnerships. This research harnesses the findings generated from the interviews and participant observation studies, with the academic studies linked to these concepts. This is done in order to discuss and highlight the fact that the employees at the Sinomlando Centre think and confirm that the donors, the Director, and the University, are all systems that influence their organisation. The research found that the University, the donors, and the leadership, are all system structures that limit the Sinomlando Centre‟s organisational and leadership growth. Thus, in consideration of the existence of the Sinomlando Centre within the University, the dependence on foreign funding partnerships, and the reliance on the Director, this dissertation concludes that developing managerial leadership can be possible only if the organisation considers: 1) re-positioning itself and self-organisation within its environment of existence; 2) openness to change-management; and 3) widening internal opportunities for managing powerful partnerships. / Thesis (M.Com.)-University of KwaZulu-Natal, Durban, 2012.

Firms have been largely characterised by competition and this necessitates that organisations leverage on their own competitive advantage in order to stay relevant to their customers. This is applicable to organisations whether they sell products or render services. Employees become key in assisting organisations to ensure that they deliver quality services or products to these customers, as they are mostly the ones that liaise with these customers. Employee engagement becomes an important factor that needs to be understood together with the leadership values that can be utilised to increase employee engagement. Understanding the role of leadership values in achieving employee engagement is essential as this will assist management to practise and encourage the implementation of these values in their organisations. The aim of this study to assist organisations to improve employee engagement by investigating the leadership values that influence the increase in employee engagement. This study is specifically looking at investigating the role that African Values in Leadership (AVL), as measured by communalism, cooperativeness, selflessness and collectivism, play in the achievement of employee engagement in firms. An empirical study, consisting of a mail survey was conducted amongst 109 employees of the State Owned Enterprises (SOEs) in the Eastern Cape Province. The purpose of the study was to investigate the extent and leadership determinants of employee engagement in the SOEs. The key findings indicated that AVL played a vital role in achieving employee engagement. Important values that were found to be significant in increasing employee engagement were selflessness, collectivism and cooperativeness. Furthermore recommendations were made to management to ensure that they encourage employees to practise AVL and also lead by examples through modelling these values to foster employee engagement in SOEs.

Thesis (Doctor of Philosophy)--Miami University, Dept. of Educational Leadership, 2009. / Title from second page of PDF document. Includes bibliographical references (p. Xx-Xx).

This thesis reflects on how to develop an African leadership that can contribute to the effective transformation of the African continent. After analysing the concept of leadership and categorising it for better understanding, the mission of the church as a developer of leaders par excellence has been examined and its potentials and limits assessed. Then, the thesis studied the specific extent of poor African leadership and its dire socio-political consequences in a sub-Saharan African country; so, the context of DR Congo was analysed. After that the contribution of the notion of African Renaissance to the whole debate of leadership development in Africa was assessed and the social, economic and political climate of the continent analysed. The poor and deficient African leadership has been identified as the main cause of rampant conflicts and wars, a slow economic development and lack of transformation in the continent. Given that church leadership seemed so poor and inefficient, the thesis has recommended that the African church needed primarily to transform its own leadership to be able to effectively develop transformational political leadership. The analysis of African institutions already involved in the development of an African leadership for socio-political transformation has shown that Christianising African leadership and socio-political institutions alone was not enough. So, the thesis has proposed a comprehensive socio-political discipleship for the transformation of both individuals and their communities. In a nutshell, the discipleship includes a socio-political intercession1, a four-dimensional discipleship, a socio-political psychotherapy and a church involvement project for socio-political transformation. / Christian Spirituality, Church History & Missiology / D. Th. (Missiology, with specialisation in Urban Ministry)

This thesis reflects on how to develop an African leadership that can contribute to the effective transformation of the African continent. After analysing the concept of leadership and categorising it for better understanding, the mission of the church as a developer of leaders par excellence has been examined and its potentials and limits assessed. Then, the thesis studied the specific extent of poor African leadership and its dire socio-political consequences in a sub-Saharan African country; so, the context of DR Congo was analysed. After that the contribution of the notion of African Renaissance to the whole debate of leadership development in Africa was assessed and the social, economic and political climate of the continent analysed. The poor and deficient African leadership has been identified as the main cause of rampant conflicts and wars, a slow economic development and lack of transformation in the continent. Given that church leadership seemed so poor and inefficient, the thesis has recommended that the African church needed primarily to transform its own leadership to be able to effectively develop transformational political leadership. The analysis of African institutions already involved in the development of an African leadership for socio-political transformation has shown that Christianising African leadership and socio-political institutions alone was not enough. So, the thesis has proposed a comprehensive socio-political discipleship for the transformation of both individuals and their communities. In a nutshell, the discipleship includes a socio-political intercession1, a four-dimensional discipleship, a socio-political psychotherapy and a church involvement project for socio-political transformation. / Christian Spirituality, Church History and Missiology / D. Th. (Missiology, with specialisation in Urban Ministry)

The process which culminated in the establishment of the East African Community (EAC) in 1967 started in the early 1920s. The idea was first conceived in Britain. Initially, East Africans vehemently opposed this idea fearing that it would sustain British hegemony in the region, but their resentment did not prevent the establishment of the East African High Commission (EAHC) in January 1948. It was only in the 1950s and 1960s that East African leaders embraced the idea due to political and economic reasons. In 1961 they converted the EAHC into the East African Common Services Organisation (EACSO) and in 1967 they established the EAC. Nationalism and sub-nationalisms in the region cast a spell on the EAC. The coup, which took place in Uganda in 1971, strained relations between Idi Amin and Presidents Nyerere and Kenyatta thus making it impossible to hold regional meetings. Eventually, the EAC collapsed in June 1977. / Political Science / M.A. (Politics)

This dissertation on negating, resisting or affirming cosmological principle towards an African humanism leadership theory and model has evolved through an embryonic process that arose from the research ‘itch’ as regards the way in which post-colonial African leadership has been critiqued. This research ‘itch’ also focused on how the postcolonial leadership in Africa, were trail blazers in formulating liberation philosophies and ideologies that did not, unfortunately, translate into sustainable peace and development. Thus, this dissertation has been a journey of immersion into the public and macro-level discourse contained in pre-colonial, colonial and postcolonial African leadership case studies. This enriching journey revealed a postcolonial African leadership which had focused on ideologies and philosophies and had deviated from the spirituality embedded in indigenous cosmologies and knowledge systems. Hence, this dissertation examines relevant cosmological principles embedded in indigenous cosmologies and knowledge systems for analysing African leadership; for the embryonic process that begins with the universal humanism perspective of African leadership, cognitive justice and transformation by enlargement, and basic African humanism perspectives. Thus, this study examines cognitive justice as the enabler of indigenous cosmologies and transformation by enlargement as the enabler of indigenous knowledge systems, both of which provide relevant cosmological principles for analysing African leadership. In addition, the dissertation analyses indigenous cosmologies and knowledge systems from the African continent in an effort to distinguish between the various forms of leadership found in Africa and to generate an African humanism leadership theory and model. The indigenous cosmologies and knowledge systems in this dissertation are from four regions in Africa, namely, North Africa (Egypt); West Africa (Ghana-Akan); the Horn of Africa (Ethiopia) and Southern Africa (Bantu). The methodologies used in the study include Afrikology and critical discourse analysis and enabled the research study to ascertain whether cosmological principles embedded in indigenous cosmologies and knowledge systems are relevant for analysing African leadership. Critical discourse analysis enabled the geographic triangulation of African leadership and the indigenous cosmologies and knowledge systems, thus resulting in the development of the African humanism leadership theory and model of individual dualism leadership. / Educational Studies / M. Ed. (Philosophy of Education)