Using theoretical insights from elsewhere, this thesis examines and explains Lesotho’s opposition. It argues that the decline of single-member constituency and the rise of Mixed Member Proportionality (MMP) has weakened the prospects for a strong opposition in Lesotho; more parties in parliament have strengthened the hold of the ruling party. These parties cannot overturn the parliamentary decisions of the ruling Lesotho Congress for Democracy (LCD), which continues to win more than 90% of majority seats in successive elections. So, most bills and motions passed in parliament have support of the majority of the MPs of LCD. Opposition parties have little legislative impact in challenging the policies of government. Paradoxically, MPs of the LCD are often the only source of opposition in the country’s parliament.

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A thesis submitted to the Faculty of Arts, University of the Witwatersrand, Johannesburg, for the Degree of Doctor of Philosophy, 1979 / The central focus of this thesis is on the machinery of planning in tae Lesotho Government and the tasks which it endeavoured ;o initiate and administer. One objective of the study has therefore been ti furnish a detailed internal history of those departments of" Government (in particular, the Central Planning and Development Office) principally concerned with planniig. The primary purpose, however, lias been to use this casu study to provide an insight into the nature of the bureaucracy and, mere specifically, into its attitude toward, and capability of Initiating, reform. The study thus relates to one of the major issues of concern to political and administrative analysts of underdeveloped and recently politicallyindeoendent states: namely the compatibility or otherwise of the ’bureaucracy* with 'reform' and 'development'. Planning wa. selected as an appropriate focal point for this analysis, since it had generated such great expectations in the early post-colonial period. It was common to the administrative experience of many new state that the establishment of a central planning office was considered to be one essential early step toward change and progress. The detailed case study covers the administration of planning in Lesotho for the ten years between 19^5 and 1975• It commences immediately before the establishment of the Planning Office, obt.vrvcs its establishment, the problematic early years of minimal advance and, later, its more rapid growth and relatively enhanced efficiency. A portrayal of this history as a subunit struggling to increase its influence in conflict and competition with other subunits of a large bureaucratic organization, presents a more accurate representation than one Which suggests the evolution of tic planning machinery as part oi a s'- Totic exercise in administrative reform. next section, which relates and discusses the visws and concerns of the participants themselves, is intended Co offer further insight into the •official mind' of the Lesotho bureaucracy, and thus to supplement the case study. A brief examination of the principal features of Lesotho's economy follows. This reveals clearly that the me L. trends are towards a deipening state of underdevelopment and a steadily growing dependence. The record of a deteriorating economic predicament is Jux+*posed with the strengthening of the planning machinery and so throws into question the role of the bureaucracy in a situation of this nature. At the cloaa, three approaches to public administration in underdeveloped countries are discussed as a means of interpreting wlia t , exactly, lias been observed. Ihe 1 irst conclusion is tliat the case a^udy reveals a strengthening of the planning machinery which would satisfy the very m dest requirements of reform as understood by the 'African Public Administration and Management' movement. Taking note of the manner in which the planning machinery has grown and also of certain practices and policies of the civil service as a whole, the second conclusion is that the changes observed fall far short of the demands of the 'development administration' movement; there was little serious interest in the type oi reform which that movement proposed. v- brief discussion of the 'bureaucracy' and the 'migrant worker , set against the background of economic deterioration and increasing dependence, leads to the final conclusion. This confirms the 'underdevelopment and dependence' movement's perception of the role of the bureaucracy in the post-colonial or,,. Lesotho's civil Service was gaining material advantage from, and serving to abet, the forces of underdevelopment. In the i trial analysis, therefore, the case observed is one of administration for underdevelopment; tliat is, underdevelopment administration.

No abstract available. / Thesis (M.T.R.P.)-University of Natal, 2000.

This thesis critiques hegemonic theory – especially the impact of a hegemonic state on the ability of small states to develop an independent foreign policy. The research uses Lesotho as a case study of a subordinate state in relation to the Republic of South Africa (RSA) as a hegemonic state. It draws on the history of Lesotho’s quest for sovereignty and argues that this sovereignty is constantly eroded to the advantage of its hegemonic neighbour. This constrains Lesotho’s ability to develop an independent foreign policy.

This study analyses the relationship between the chieftainship institution and the elected councils in Lesotho. Based on a qualitative case study method the study seeks to understand this relationship in four selected councils in the Maseru district and how this can be nurtured to achieve a consolidated democracy. Contrary to modernists‟ arguments (that indigenous African political institutions, of which the chieftainship is part, are incompatible with liberal democracy since they are, inter alia, hereditary, they compete with their elective counterparts for political power, they threaten the democratic consolidation process, and they are irrelevant to democratising African systems), this study finds that these arguments are misplaced. Instead, chieftainship is not incompatible with liberal democracy per se. It supports the democratisation process (if the governing parties pursue friendly and accommodative policies to it) but uses its political agency in reaction to the policies of ruling parties to protect its survival interests, whether or not this undermines democratic consolidation process. The chieftainship has also acted to defend democracy when the governing party abuses its political power to undermine democratic rule. It performs important functions in the country. Thus, it is still viewed by the country‟s political leadership, academics, civil society, and councillors as legitimate and highly relevant to the Lesotho‟s contemporary political system. Because of the inadequacies of the government policies and the ambiguous chieftainship-councils integration model, which tend to marginalise the chieftainship and threaten its survival, its relationship with the councils was initially characterised by conflict. However, this relationship has improved, due to the innovative actions taken not by the central government, but by the individual Councils and chiefs themselves, thus increasing the prospects for democratic consolidation. I argue for and recommend the adoption in Lesotho of appropriate variants of the mixed government model to integrate the chieftainship with the elected councils, based on the re-contextualised and re-territorialised conception and practice of democracy, which eschews its universalistic EuroAmerican version adopted by the LCD government, but recognises and preserves the chieftainship as an integral part of the Basotho society, the embodiment of its culture, history, national identity and nationhood.

The focus of this study is the Southern African Development Community (SADC) preventive diplomacy interventions in Lesotho in 1994, 1998 and 2007. The core aim of the study was to evaluate the efficacy of the SADC security mechanism (the Organ on Politics, Defence and Security (OPDS) in conflict prevention, management and resolution on the basis of the Lesotho experience. Data for this qualitative case study was collected through interviews and document analysis. The twenty four participants for the study were drawn from the SADC OPDS unit, Lesotho political parties, Civil Society Organisations (CSOs), Academics from the University of Botswana (UB) and the National University of Lesotho (NUL), retired Botswana Defence officers who participated in the Lesotho missions and office of the post-2007election dispute dialogue facilitator in Lesotho. Documents on the SADC Treaties, Protocols, Communiqués and interventions in other set ups were used to highlight its operational policies, mandate, structures, successes and challenges. Lesotho was chosen as a case study because SADC employed both non-coercive (SADC Troika and Eminent Person mediation, 1994 and 2007 respectively) and coercive measures (the 1998 military intervention). The findings of the study revealed that SADC as a regional body had its own successes and challenges. Different perceptions on the SADC interventions in Lesotho emerged mainly between the participants from the ruling party and the opposition parties. While the former commended SADC for successfully mitigating the calamitous effects of 1994, 1998 and 2007 post-electoral violence, the opposition parties viewed the regional organisations as engaged in illegal interference in the domestic affairs of the country to defend the incumbent governing party. It also emerged from the study that the SADC security mechanism has numerous structural and operational flaws. There were several unanswered questions revolving around the legality and mandate of some of the missions. For instance, no concrete evidence emerged as to whether the 1998 military intervention was authorised by the SADC. The study also revealed that SADC has learnt valuable lessons from the Lesotho missions. Some of the reforms which the SADC has introduced in the OPDS such as the establishment of the SADC Stand by Force, Early Warning structures, the Mediation Unit, and a panel of expert mediators emanated mainly from the Lesotho experiences. The study recommends that SADC needs to harmonise the efforts of its OPDS structures such as the Mediation Unit; the Troika; the Inter-State Defence and Security Committee (ISDSC); the Inter-State Politics and Diplomacy Committee (ISPDC) and the Summit of Heads of States and Governments for rapid, coherent and well coordinated interventions in future regional preventive missions. It is also recommended that SADC should focus on identifying and mitigating underlying causal factors such as underdevelopment; poverty; deprivation of freedoms, marginalisation and other forms of social stratifications and oppression in its preventive diplomacy missions if durable peace is to be achieved in Lesotho and any other future cases.

Thesis ( M. Tech. (Public Management )) - Central University of Technology, Free State, 2013 / Traditional Leaders (Chiefs) historically served as “governors” of their communities with authority over all aspects of life, ranging from social welfare to judicial functions. The Basotho generally hold Chiefs in high esteem, continue to turn to them for assistance when conflict arises, depend on them for services, such as birth and death registration and regard them as integral and relevant role-players in local governance. Although many countries in Africa maintain a system of Traditional Leadership and many have incorporated Traditional Leaders into democratic forms of government, a concern exists in some quarters that Chieftainship in Lesotho may present a challenge to democratic governance and development. Similarly, local government structures created by the current decentralisation processes are perceived by many as deteriorating the authority of Chiefs. According to the Constitution of Lesotho, 1993 (Act 5 of 1993), the co- existence of the Chiefs and local Councils are legitimised. Under the legislation governing this process (the Local Government Act, 1997 (Act 6 of 1997), some of their powers and functions have been transferred to local government structures. The major sources of conflict between Chiefs and Councillors appear to be uncertainty and confusion around roles and functions of the various role-players created by the legislative and institutional framework and the loss of power and status that many Chiefs feel. Some of this confusion may be a deliberate form of resistance to the changes, but it is apparent that legislative clarity is required and that the roles and functions of all role- players need to be clearly defined and understood if development is to take place in a coordinated way. The inclusion of two Chiefs in each Community Council as well as two in District Municipalities would seem a genuine attempt to ensure that Chiefs are not marginalised in this modern system of local governance in Lesotho. The high proportion of Traditional Leaders (Principal Chiefs) in the Senate is a clear indication of the pre-eminence of the institution of Chieftaincy (Traditional Leadership) in Lesotho. On the other hand, the National Assembly is completely elected and consists of 120 members, elected through the so-called Mixed–Member-Proportional representation model. Although Chieftaincy is part of this organ of the state, it has limited powers in the legislative process and general decision-making processes outside Parliament. These powers are instead a jurisdiction of the elected representatives in the National Assembly. A similar set up exists at the local government level where Councillors enjoy decision-making powers with Chieftainship structures, such as the village, area and ward Chiefs role being ambiguously defined. It is very clear that the co-existence of the two institutions is a very crucial and challenging one. This co-existence has raised a number of political, developmental and conceptual problems and problems and challenges that have not been adequately addressed, let alone resolved. One of the problems is the anomalous situation in which people are simultaneously citizens of the state and subjects of the Chiefs. Other challenges include, amongst others, contradicting legislation, revenue constraints, a lack of human resource capacity, poor stakeholder management, the increasing rate of HIV/Aids in Lesotho, and so forth. Possible causes of these challenges had been investigated as well as how they can be managed or minimised in order to enable Chiefs to play an effective role in a modern democracy. With this research study an attempt was made to explore the role of Traditional Leaders in the current system of local government in Lesotho and how to improve Chieftainship as a strategy to complement governance at the grassroots level. The term “Chiefs” is used in this research study as synonymous to Traditional Leaders, because it is the term used in all legislation dealing with Traditional Leaders in Lesotho and it includes Principal Chiefs, Area Chiefs, Chiefs and Headmen, unless the context clearly indicates otherwise.

The purpose of this dissertation was to address the problem expressed in the following question: "Why have the opposition political parties in Lesotho weakened since 1993?" A qualitative approach was used. The researcher interviewed officials of twelve representative parties out of the total of eighteen parties. The responses of the interviewees are in appendix 5. This work reveals the problems of the opposition parties in Lesotho. Among others, the study addressed the following issues: the reform of the electoral system, political party funding, dominance of the ruling party, prohibitive legislation and party leadership. The potential strengths and weaknesses of the opposition parties have been noted. The MMP electoral model, introduced in 2001 and tested in 2002, created a more inclusive party system, but it is not the sole solution for the weakness of the opposition parties. Patronisation and lack of political party funding appear to be major factors. / Political Sciences / M. A. (Politics)

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