LEAD ‐ Leadership effectiveness, motivation, and culture in Africa: Lessons from Egypt, Ghana, Kenya, Nigeria, and Uganda

Abstract

This exploratory study considers an African perspective on leadership behaviour and motivation in Ghana, Egypt, Kenya, Nigeria, and Uganda using the Delphi Technique with a small sample of corporate, community, and religious leaders. Focus group sessions with working people (nonleaders) then followed. The findings indicate that vision, commitment, honesty, goal-orientation, and humour were descriptors of effective leadership. Further, it was found that the quest for justice, extrinsic benefits, and service to community motivated leaders, while extrinsic rewards and the need to achieve motivated followers. This research contributes to understanding leadership effectiveness and motivation from an African context and informs both scholarship and practice in these areas.This study explores different perceptions of culture, leader effectiveness, and motivation in Egypt, Ghana, Kenya, Nigeria and Uganda. We analyze the opinions of selected knowledgeable persons, including scholars and management practitioners, regarding leader effectiveness and the motivating factors contributing to successful and effective leadership. This area of research has thus far received insufficient attention in the international literature.

Bank adoption of mobile banking: stakeholder perspective

“…Six stakeholder groups (72 participants) representing a 72 per cent response rate (100 invites issued) participated in the Delphi from February to June 2011 (see Table I). Senjali et al (2014) had similar sample sizes in their study (Round 1-61 participants and Round 2-46 participants). The aim was to have varied representation from stakeholder industries and geographic locations, not equal numbers in each group, with the focus on panel members’ cumulative knowledge and experience of mobile banking.…”

Development and validation of the Leadership Effectiveness in Africa and the Diaspora (LEAD) scale

“…The qualitative data that were collected from the first phase of the research project were analysed and concepts were identified. 1 Data collected came from African countries (Senaji et al, 2014) including Egypt, Ghana, Kenya, Nigeria, and Uganda (N = 94). Similarly, data were collected from Caribbean countries (Holder et al, 2014) and included participants (N = 42) from Barbados, Trinidad and Tobago, St. Vincent and the Grenadines, St. Lucia, and Jamaica.…”

An emic-etic-emic research cycle for understanding context in under-researched countries

“…Overall, the findings from the Delphi technique and focus groups suggest that there was a preference for the ubuntu approach to leadership (Senaji, Metwally, Sejjaaka, et al, 2014). According to Ncube (2010), there are six steps to the ubuntu leadership philosophy: (1) setting the example and demonstrating the way; (2) inspiring a shared vision among followers that offers direction for others in a communal approach; (3) seeking opportunities to promote change through people and the use of consensus-decision making; (4) building relationships with others that promote interconnectedness and interdependency; (5) possessing a collectivist mindset that focuses on teamwork and a noncompetitive environment; and (6) building innovation and empowering others through continuous development of human potential, mentoring, and building relationships.…”

“…Participants from Ghana agreed that an effective leader “leads by example” and “walks the talk.” Similarly, the participants from Uganda noted that an effective leader “guides/leads/coaches/directs” and “takes action.” Second, participants from Ghana, Kenya, and Uganda highlighted the importance of inspiring a shared vision among followers and offering direction to others. In Ghana, participants noted that an effective leader “inspires” and “setting standards/goals.” Similarly, participants in Kenya stated that an effective leader “inspires,” “is goal oriented/achieves the goals of the team,” and “articulates/communicates goals/vision.” Participants in Uganda also stated that an effective leader “inspires” and has a “vision.” Third, participants from Ghana also stated the importance of “building a team spirit.” Finally, participants from Egypt, Kenya, and Nigeria agreed that it was important that leaders work with and take care of other people including employees and members of society (Senaji, Metwally, Sejjaaka, et al, 2014). The role of spirituality and connection to one’s ancestors, aspects of the ubuntu philosophy, were also discussed.…”

“…Third, participants from Ghana also stated the importance of "building a team spirit." Finally, participants from Egypt, Kenya, and Nigeria agreed that it was important that leaders work with and take care of other people including employees and members of society (Senaji, Metwally, Sejjaaka, et al, 2014). The role of spirituality and connection to one's ancestors, aspects of the ubuntu philosophy, were also discussed.…”