This study looks into the role of the institution of traditional leadership in post-apartheid South Africa. It seeks to critically engage the debate on how to locate the institution within the new politico-constitutional framework. This is done with the main objective of proposing an altemative to the current state of affairs vis-à-vis traditional leadership and governance in South Africa. In order to clear the ground, the study first deals with the important question of democracy in relation to the institution of traditional leadership. In this regard, the study unearthed that the institution of traditional leadership is fundamentally undemocratic in character, as it is largely based on heredity and devoid of principles of democracy such as equality, accountability, etc. In order to put matters into perspective the study also delves into the history of the institution of traditional leadership with the aim of getting to the role that traditional leaders played in various epochs of South Africa's political development. This investigation reveals that the denting of the integrity of the institution of traditional leadership began with the advent of colonialism and worsened by successive apartheid regimes. It is at these stages of development that the institution was subordinated to a higher authority that sought to use the institution as an instrument of domination and oppression of the black majority. Considering this role, it would seem that the place that the space that the institution occupies in the post-apartheid South African governance framework is a compromise. The institution plays an advisory role at all levels of government - with their houses in both national and provincial legislatures, whilst traditional leaders sit as ex-officio members on local councils. However, traditional leaders fiercely contest this position as, in their view, this limits their powers. The main argument of this study is that for traditional leaders to be given an advisory role in the current and future governance framework of the country is a step in the right direction, as that serves to insulate the institution from active politics. For that reason, the study recommends that the institution of traditional leadership should occupy a cultural space in society - meaning that it should be responsible for the preservation of African customs and culture. This, therefore, means that the institution is better-placed to advise government on cultural and customary aspects of development. Whilst playing this role, the institution of traditional leadership should also -be brought into line with democratic ways of governance.

It is the objective of this treatise to highlight and demonstrate the role that can be played by Traditional Leadership Institutions in the development of their communities, demonstrate and advance the extent to which they can enhance their image and restore their dignity by embarking on community development projects that will improve the quality of life of their subjects in their jurisdictional areas. However, as the number of Traditional Leadership Institutions that can be investigated and researched was so large, it became necessary to focus attention primarily on the Rharhabe Kingdom with its seat and headquarters at Mngqesha Great Place in King William’s Town. The Mngqesha Great Place, the seat of the Rharhabe Kingdom is a typical example of a Traditional Leadership Institution selected from the six existing Eastern Cape Provincial Kingdoms. Attention is invited to the following fields which had to be explored since they serve the basis for the evolution of Traditional Leadership Institutions in South Africa. A historical background to Traditional Leadership and Governance in South Africa and the Eastern Cape provides some key issues of governance, management and administration, position, place and status of the institution during the pre- colonial and colonial periods, the period under apartheid rule, the independence period of the former homelands of Ciskei and Transkei territories with reflections on Tribal and Regional Authorities and Local Government Bureaux. A synoptic perspective of the effect of changes on the functioning of the Institution of Traditional Leadership is provided in some detail. This part is concluded with a brief history of the Rharhabe Kingdom. An overview of Traditional Leadership and Governance in the new South Africa since 1994 to date indicates the recognition and important role that Traditional Leadership Institutions can play. In this regard, there is policy and legislation that is in place on Traditional Leadership and Governance with a clear vision for implementation. Since 1994, there are many initiatives that have been undertaken by government in creating and maintaining an enabling environment for the efficient management and administration of the institution, transfer payments for different projects like funding the building of various Great Places and Provincial Policy Initiatives on Traditional Leadership and Governance. Institutional arrangements for Traditional Leadership Institutions reflect on the hierarchy of Traditional Leadership, for example, the position of the King as head of a Regional Authority (Ikomkhulu), the Chiefs under Kings as Heads of Traditional Authorities (Inqila) and Headmen as heads of the various Administrative Areas (locations). In order to give meaning to Government’s recognition of the Institution of Traditional Leadership, to enhance the institution and give it a role at the National, Provincial and Local levels, the government has established a National and Provincial Houses of Traditional Leaders with clear roles and responsibilities and provision for accountability of Traditional Leaders and structures. Regarding the role of Traditional Leadership Institutions in Governance and Development, it is clear that over many years, these institutions performed various governance functions. The policy framework on Traditional Leadership and Governance besides legislation specifies the duties and functions of these entities. With regard to the King Sandile Development Trust and its role in community development, the research reveals visionary leadership on the part of the Kingdom, with the Trust, since its establishment in 1999 being at the centre of all development initiatives at the Great Place besides government initiatives. The King Sandile Development Trust is therefore a legal entity established and funded in terms of law. It has its constitution, vision and clear objectives, procedural arrangements on administration, management and financial arrangements. The development role of the trust is reflected in the Queen’s Programme of Action and Implementation, headed by the Queen mother, Queen Noloyiso Sandile, the wife of His Majesty King Maxhobayakhawuleza Sandile. Besides, there are established tourism chalets providing not only revenue but also employment opportunities to many local subjects of the Kingdom. Finally, the treatise concludes with some general conclusion and recommendations and challenges that demand that traditional leaders be appropriately trained, its institutions adequately resourced, appropriately run and administered based on the need to account publicly on their performance.

Thesis (MPA.) -- University of Limpopo, 2001 / Refer to the document

The paper examines the performance of a local ('tribal') authority which existed in the Keiskammahoek district up to 1993 and accounts for the rise of civic organisations which challenged tribal authorities virtually everywhere in the former Ciskei. It suggests that the problems of this local authority which included inefficiency, corruption and lack of democracy were manifestations of the limitations of the Black Authorities Act of 1951 which attempted to revive traditional authority in the rural areas in south Africa even though this was incompatible with political developments in many other African states, particularly in a period during which the process of decolonisation was at its peak. / Digitised by Rhodes University Library on behalf of the Institute of Social and Economic Research (ISER)

The aim of the study is to establish the challenges that are experienced by traditional leadership that are prohibiting them from performing their roles. The reality is that despite the fact that there are guidelines on roles of traditional leaders, policies that are in place that entail the roles of traditional leaders, there are always problems such as disputes, grievances and complaints of unfair treatment by traditional leaders. The study seeks to explore the community of Mbhashe Local Municipality that has been hailed in developing its communities through the traditional leadership. This study shows the lessons learnt in this municipality that could be utilised as a model for other areas and thus assist in the improvement of other communities through similar relationships. The objectives of the study are based on the above introduction and problem statement namely: those traditional leaders, who have a role to play in the development of their communities, they have a potential to contribute towards the development by involving government departments and other relevant stakeholders with potential to develop the rural communities. The reality is that government has not succeeded in empowering the traditional leadership institutions in terms of development, their roles and functions. The study seeks to establish the meaningful roles and functions of the traditional leaders in their communities with reference to the local governments of municipalities. The study is conducted within the qualitative and quantitative paradigm, based on a literature review, personal visits and interviews with traditional leaders and elected municipal councillors of municipalities and community members. The study concluded by arguing that traditional leaders do have a role to play in the development of their rural communities also government has a big role to ensure that the Traditional Leaders are capacitated. The study therefore seeks to explore the reasons as to why some traditional leaders are not playing their roles as expected, what can be done to improve their understanding of their role in terms of development. The conclusion of the study is based on the fact that the institution of traditional leadership in South Africa dates back to the pre-colonial era. The power and influence of traditional leaders in South African societies has been weakened over the years due to the adoption of Western style political systems. However at the dawn of democracy in 1994, a lot of effort includes legislative and other regulatory steps aimed towards the empowerment of traditional leaders in areas where there is customary law system. Traditional Leaders have served as the spokesperson of the people as well as bringing the gap between the government and the people. The results of the study found that traditional leaders are pivotal in the community development programmes in the Mbhashe Local Municipality. Traditional leaders need empowerment in local government through a vivid policy framework aimed at establishing how they can actively partake in the affairs of the municipality. Also the study found that at present, traditional leaders appear to be operationally parallel with councillors, a situation which creates tension and damage to their morale. Such a policy framework would do a lot to give traditional leaders an engagement model, roles and responsibilities at municipal level. More importantly the manner in which they can cooperate with councillors towards sustainable community development needs more attention and intervention from local government.

The study examines challenges that exist in local government in relation to cooperation or working together between traditional leaders and elected councillors. This challenge can be seen mainly in municipalities that include rural areas. The country constantly faces protests by people expressing dissatisfaction with service delivery. This is a cause of concern and raises several questions. Councillors and traditional leaders point fingers at each other. More often than not, councillors as elected leaders exclude traditional leaders in matters of governance. Traditional leaders on the other hand see councillors as people encroaching into their territory. South Africa is characterised by rural areas that operate under Kings and Chiefs who are natural leaders and enjoy authority over the people, their subjects. Historically, traditional leadership was exercised in rural areas. Tribal authorities used to play a role in defining the lives of the people. Their role was very clear. They presided over the majority of cases in their jurisdiction. With changing times, especially during the apartheid era, communities started to mistrust the traditional leaders. There was a stigma attached to traditional leaders; they were seen as puppets of the government. They were used to perpetuate the apartheid government laws and this created a wedge between them and the community at large. When the new dispensation was ushered in, in 1994, hatred and non-acceptance was at a high level. The election and introduction of councillors to some extent undermined the legitimacy of the rule of traditional leaders. They were not recognised, Councillors do not create space for traditional leaders; there is no consultation and therefore no cooperation between councillors and traditional leaders. Some members of traditional leadership became uncomfortable with this situation and started to forge relations with the African National Congress in exile. In 1987, they formed the Congress of Traditional Leaders (CONTRALESA).

Thesis (MPA) --University of the North, 2001 / Refer to document

Approximately three-quarters of the population in South Africa live in rural areas and are under the governance of traditional leadership, whose practice has been the source of controversy in the post-apartheid era. The institution of traditional leadership has been historically regarded as the main ruling system closest to and accepted by the people at grassroots level. The aim of this research is to investigate the role of traditional leaders in local government in the Vulindlela and Impendle areas, Pietermaritzburg. The objective is to present a historical overview of the role of traditional leaders and to analyse the role traditional leaders have to play in development. The research examines whether the tension between traditional leaders and municipal councillors hinder development to the masses in Vulindlela and Impendle areas. The methodology adopted for this study was a qualitative research approach, which was used to analyse the roles played by traditional leaders in rural local government development. The main findings of the study reveal that traditional leaders and authorities are essential political, social and economic structures for maintaining the socio-political order that is a prerequisite for rural development. Any endeavor to create a full democratic society in South Africa must utilize the intrinsic strengths of traditional leaders. The institution of traditional leaders should be transformed to move with the times. Many traditional leaders accept the role they have to play as part of the new order as well as the resulting challenge associated with the process of transformation. In principle, traditional authorities should not be drawn into party politics and their role should remain one of neutral leadership. Traditional authorities are seen in their communities as the institutional form of government closest to the people and therefore need to be preserved. / Thesis (M.A.)-University of KwaZulu-Natal, Pietemaritzburg, 2004.

This study investigates the role of traditional leaders in enhancing service delivery in Mbhashe Local Municipality. The aim is to examine the involvement of traditional leaders in the provision of services to traditional communities. To achieve this goal, it was necessary to review literature on traditional leadership to advance an argument that by utilising the existing channels of communication such as traditional councils, government programmes could be more efficiently advertised. A secondary objective was to examine the relationship between traditional leaders and democratically elected councillors in the delivery of services. The problem in Mbhashe Local Municipality is that traditional leaders and the democratically elected leaders do not work together for service delivery. In order to address this problem, face-to-face interviews were conducted with the identified sample and conclusions drawn from their responses. The research revealed that if properly utilised and capacitated traditional leaders can indeed play a pivotal role in the enhancement of service delivery in Mbhashe Local Municipal area and in South Africa as whole.

Traditional leadership is a contested field in social and political environments. The new, democratic government has created an environment that accommodates the existence of traditional leadership by introducing policies that guide their functioning. The White Paper on Traditional Leadership of 2003 spells out the roles and responsibilities of traditional leaders. This document when used with the Municipal Structures Act 117 of 2003 may minimise the existing tensions between the traditional leaders and the democratically elected councillors. The White Paper on Traditional Leadership of 2003 has been designed accordingly with the Bill of Rights. Equality and prevention of unfair discrimination, has been entrenched in the Bill of Rights of the Republic of South Africa. Traditional leaders, therefore, do have a space in the governance of South Africa. They are expected to participate in development programmes and in promoting service delivery. This study used the method of a case study. It is a qualitative study. Questionnaires and interviews are tools used to collect data. Various observations and findings were made with proposed recommendations. Most important to note is that, the traditional leaders are aware of the White Paper on Traditional Leadership but do not know what to do about it. This reveals that there is a gap between practice and policy. is the recommendation of the study that, the officials from Local Government and Traditional Affairs and those from the municipalities workshop and mentor the traditional leaders as well as the democratically elected councillors. Such a practice could minimise if not eliminate the tensions that result in poor service delivery.