This study explores the interactive process between decentralized structures and traditional authorities in Wenchi district, with a view to generating lessons and insights that can guide the recommendation of a more appropriate decentralization framework to tap the strengths of traditional authorities towards accelerated rural development. Within the framework of action research methodology, mixed-methods were used to triangulate findings and enhance research rigour. Specific methods employed were focus group discussions (FGDs), in-depth interviews (IDIs), and observation, complemented by context analyses of relevant documents. It was found that the interactive processes between traditional authorities and decentralized structures are characterized mainly by competition for power and legitimacy, leading to mistrust and an inability to take advantage of the synergy effect between the two systems of local governance in accomplishing accelerated rural development. Key recommendations are that traditional authorities should not be fused with the decentralized structures, but should remain as countervailing institutions to check the misuse of power by the decentralized structures. However, traditional authorities should be given the ceremonial role of the right to address meetings of the District Assembly and the Area Councils. Additionally, chiefs should be given the chance to nominate at least two people onto the Unit Committees. / Development Studies / D. Litt. et Phil. (Development Studies)

Aim of the study: The main aim of the study is to examine and pursue research regarding the history and role of law in the disintegration of the institutions of traditional leadership in South Africa, Botswana and Lesotho in order to make recommendations regarding the challenges and opportunities facing traditional authorities in these countries. The traditional systems, roles and functions of these institutions are traced from the pre-colonial era up to the period of democratic regimes in these countries. This study is based on the premises that the jurisprudence of the institution of traditional leadership is as old as mankind and that this institution is rooted in the rural soil of African communities. Research Methodology: This study is based on legal comparative research with reference to South Africa, Botswana and Lesotho. A literature survey of the most important sources dealing with history, legislation and policy documents was undertaken. Conclusion and Recommendations: The institution of traditional leadership is one of the oldest traditional institutions of governance in South Africa, Botswana and Lesotho. During the pre-colonial era traditional authorities constituted an important component in the traditional system of the administration of the traditional community. Traditions placed a great amount of responsibility on traditional leaders to look after the best interests of their communities. When the colonial government took over the reigns of these three countries, they changed the pre-colonial form and nature of traditional authorities. These colonial governments exercised control over traditional leaders and allowed minimum independence in their traditional rule. The post-colonial governments of South Africa, Botswana and Lesotho retained the institution of traditional leadership. The Constitutions of these countries provide the legal framework for the recognition and functioning of the office of traditional leaders. However, it has been noted in this study that the relationship between the traditional leaders and the governments of these countries has been a mixture of conflict and cordiality. One of the reasons for this uneasy relationship between the traditional leaders and the central governments of these countries is that the status, authority, power and functions of traditional leaders have been reduced considerably when new institutions such as Local Governments, Land Boards, District Councils and Village District Councils were given powers and functions previously exercised by traditional leaders. The post-colonial transformation of traditional leadership in these three countries has led to a steep decline in the authority of traditional leaders. In order to encourage active participation of the traditional leaders in the new democratic structures and bodies, the institution of traditional leadership must be adapted to the changing political, social and economic environments. Rural local government bodies and the national governments of these countries should not view the institutions of traditional leadership as competitors for political power. The post-colonial governments of South Africa, Botswana and Lesotho should introduce traditional leaders as equal partners in the development and advancement of rural communities. In order to achieve this goal the governments of these countries should empower and capacitate traditional leaders so that they do not become misfits in the new constitutional and democratic settlements. / Thesis (LL.D. (Indigenous Law))--North-West University, Potchefstroom Campus, 2007.

Aim of the study: The main aim of the study is to examine and pursue research regarding the history and role of law in the disintegration of the institutions of traditional leadership in South Africa, Botswana and Lesotho in order to make recommendations regarding the challenges and opportunities facing traditional authorities in these countries. The traditional systems, roles and functions of these institutions are traced from the pre-colonial era up to the period of democratic regimes in these countries. This study is based on the premises that the jurisprudence of the institution of traditional leadership is as old as mankind and that this institution is rooted in the rural soil of African communities. Research Methodology: This study is based on legal comparative research with reference to South Africa, Botswana and Lesotho. A literature survey of the most important sources dealing with history, legislation and policy documents was undertaken. Conclusion and Recommendations: The institution of traditional leadership is one of the oldest traditional institutions of governance in South Africa, Botswana and Lesotho. During the pre-colonial era traditional authorities constituted an important component in the traditional system of the administration of the traditional community. Traditions placed a great amount of responsibility on traditional leaders to look after the best interests of their communities. When the colonial government took over the reigns of these three countries, they changed the pre-colonial form and nature of traditional authorities. These colonial governments exercised control over traditional leaders and allowed minimum independence in their traditional rule. The post-colonial governments of South Africa, Botswana and Lesotho retained the institution of traditional leadership. The Constitutions of these countries provide the legal framework for the recognition and functioning of the office of traditional leaders. However, it has been noted in this study that the relationship between the traditional leaders and the governments of these countries has been a mixture of conflict and cordiality. One of the reasons for this uneasy relationship between the traditional leaders and the central governments of these countries is that the status, authority, power and functions of traditional leaders have been reduced considerably when new institutions such as Local Governments, Land Boards, District Councils and Village District Councils were given powers and functions previously exercised by traditional leaders. The post-colonial transformation of traditional leadership in these three countries has led to a steep decline in the authority of traditional leaders. In order to encourage active participation of the traditional leaders in the new democratic structures and bodies, the institution of traditional leadership must be adapted to the changing political, social and economic environments. Rural local government bodies and the national governments of these countries should not view the institutions of traditional leadership as competitors for political power. The post-colonial governments of South Africa, Botswana and Lesotho should introduce traditional leaders as equal partners in the development and advancement of rural communities. In order to achieve this goal the governments of these countries should empower and capacitate traditional leaders so that they do not become misfits in the new constitutional and democratic settlements. / Thesis (LL.D. (Indigenous Law))--North-West University, Potchefstroom Campus, 2007.

This study explores the interactive process between decentralized structures and traditional authorities in Wenchi district, with a view to generating lessons and insights that can guide the recommendation of a more appropriate decentralization framework to tap the strengths of traditional authorities towards accelerated rural development. Within the framework of action research methodology, mixed-methods were used to triangulate findings and enhance research rigour. Specific methods employed were focus group discussions (FGDs), in-depth interviews (IDIs), and observation, complemented by context analyses of relevant documents. It was found that the interactive processes between traditional authorities and decentralized structures are characterized mainly by competition for power and legitimacy, leading to mistrust and an inability to take advantage of the synergy effect between the two systems of local governance in accomplishing accelerated rural development. Key recommendations are that traditional authorities should not be fused with the decentralized structures, but should remain as countervailing institutions to check the misuse of power by the decentralized structures. However, traditional authorities should be given the ceremonial role of the right to address meetings of the District Assembly and the Area Councils. Additionally, chiefs should be given the chance to nominate at least two people onto the Unit Committees. / Development Studies / D. Litt. et Phil. (Development Studies)

Chiefs in Malawi have traditionally been part of the government machinery since colonial days and continue to play a crucial role in development administration even more so in decentralized structures. They are able upon to mobilize communities in rural areas to initiate and implement community development projects with minimal supervision. Malawi Social Action Fund 1 (MASAF 1) project management approach, which centered on community ownership of projects and registered enormous successes, is a case in proof of this. However, distribution of power and roles between chiefs and local government authorities in view of decentralization demand more research and policy debate if chiefs are to be effectively utilized and for the decentralization process to work effectively. Whilst the local authorities derive their power from the control of 5% of revenue collected in the districts, which they are allocated, chiefs derive theirs from the legitimacy they have over their subjects for being in constant touch with the community. / Development Studies / M.A. Social Science (Development Studies)

Chiefs in Malawi have traditionally been part of the government machinery since colonial days and continue to play a crucial role in development administration even more so in decentralized structures. They are able upon to mobilize communities in rural areas to initiate and implement community development projects with minimal supervision. Malawi Social Action Fund 1 (MASAF 1) project management approach, which centered on community ownership of projects and registered enormous successes, is a case in proof of this. However, distribution of power and roles between chiefs and local government authorities in view of decentralization demand more research and policy debate if chiefs are to be effectively utilized and for the decentralization process to work effectively. Whilst the local authorities derive their power from the control of 5% of revenue collected in the districts, which they are allocated, chiefs derive theirs from the legitimacy they have over their subjects for being in constant touch with the community. / Development Studies / M.A. Social Science (Development Studies)