Role of Transformational Leadership in Africa's Development Strategies
The role of transformational leadership in implementing the 2030 Agenda and the 2063 strategy is crucial for the socio-economic transformation of Africa. This article discusses the historical context, the necessity for transformational leadership, and the significance of global, regional, and national agendas in driving positive change.
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The Role of Transformational Leadership In Implementing the 2030 Agenda and the 2063 strategy By Dr John-Mary Kauzya Professor Extraordinary School of Public Leadership Stellenbosch University jkauzya.jmk@gmail.com jKauzya@hotmail.com +16463425425 +256705832740
Background, Context and introduction. The onset of colonial administration in Africa was deeply transformational in a severely disruptive way The modern bureaucratic governance introduced in Africa by the colonialist was for controlling and exploiting the African people for the benefit of the colonial metropole. One of the ironies of modern governance and public administration in Africa is that the same bureaucratic public administration used to subjugate and exploit Africa was adopted to manage African societies even after independence. It is in this context that we discuss the necessity for and Role of Transformational leadership in Africa
Why Transformational Leadership is needed The Africa Union adopted, in 2015, the Africa 2063 Development strategy designed to realize seven Aspirations. In September 2015 all African countries joined world leaders at the United Nations Headquarters in New York and adopted the 2030 Agenda for Sustainable Development with its 17 Sustainable Development Goals (SDGs). These two transformational strategies contain ambitious transformational strategies that when well implemented will positively transform the lives of Africans in social, economic and environmental well being. A number of national development strategies of African countries focus on transformation. The implementation and achievement of these ambitious transformational strategies require sustained transformational leadership in each and every country of the Africa Union and at all levels of governance.
Global, regional, and national agenda call for transformational leadership A supremely ambitious and transformational vision 2030 Agenda A strategic framework for the socio-economic transformation of the continent Africa 2063 Agenda 2050 EAC Vision EAC transformed into an upper middle income region within a secure and politically united East Africa based on the principles of inclusiveness and accountability Uganda Vision 2040 A Transformed Ugandan Society from a Peasant to a Modern and Prosperous Country within 30 years
2: Ensuring sustainable development and poverty eradication and freeing African people from poverty and hunger as a matter of urgency 3: Creating and sustaining legitimate effective and accountable state institutions and boosting trust in government 1: Pinpointing the higher purpose of public service leadership Ten Critical challenges Ten Critical challenges that African Public that African Public Service Leaders must Service Leaders must address in order to address in order to effectively champion effectively champion Africa s transformation Africa s transformation and sustainable and sustainable development development n 4: Developing and ensuring professionalism, integrity, ethics, and accountability to prevent/fight corruption in the public service 6: Developing a service and development-oriented leadership 5: Developing and anti- corruption citizenry 8: Leading in times of an information and technological revolution 9: Managing and harnessing the potential of Africa's diversity 7: Leading large scale transformation 10: Ensuring orderly and effective succession in the public service leadership
Transformational values and Principles embedded in the 2030 Agenda Collaboration & Partnerships Leaving no one behind The notion of transformation Integration Value Value- -based based Transformation : Embracing Transformation : Embracing the Values and Principles of the Values and Principles of the 2030 Agenda: Should the 2030 Agenda: Should be the core of be the core of Transformational Transformational governance and Public governance and Public Service Leadership Service Leadership Social People focus & Inclusion Effectiveness protection & Social security Accountability Future orientation & preparedness Equity &Equality Peace, Safety & Security Resilience Respect for Diversity
Values and principles within the Aspirations of Africa 2063 Strategy Peace safety and security People focus Inclusion An Africa whose development is people driven relying on the potential of African people especially women and youth and caring for children A prosperous Africa based inclusive growth and sustainable development A peaceful and secure Africa Good governance Integration and Unity An integrated continent politically united and based on the ideals of pan Africanism and the vision of Africa's renaissance An Africa of good governance, democracy, rule of law justice and respect for human rights Cultural identity, shared values and ethics Resilience and partnerships An Africa with strong cultural identity, common heritage, shared values and ethics Africa as a strong, united, resilient and influential global player and partner
Equity in its four Equity in its four dimensions is a key dimensions is a key Value/Principle to be Value/Principle to be embraced in transforming embraced in transforming Public Sector Institutions Public Sector Institutions for SDGs & 2063 Agenda for SDGs & 2063 Agenda Social Equity Economic equity Intergeneration Equity Ecological Equity
Respect for Diversity Respect for Diversity Diversity is a fundamental characteristic of societies all over the world. Depending on how diversity is valued and harnessed, it constitutes a force for development. However, in many countries Diversity is regarded as a problem instead. The 2030 Agenda commits to respecting diversity as a principle and value of good governance. In fact, it should have focused on valuing diversity. There is a difference between respecting and valuing Respecting diversity may lead to tolerance. But valuing diversity leads to harnessing it as a force for development: Unity in diversity requires a thorough understanding and consideration of the vicissitudes of each part and relating it to the whole. Unfortunately, diversity is being used to fuel destructive conflicts and violence among people Eg: Gender, race, ethnicity, Culture, Geographical, Beliefs (religious, political etc), Knowledge, Skills
Africas Diversity: An abused and misused valuable asset Need to take a context specific approach to assessing the capacities of governance public administration and leadership in Africa. Africa is not one homogeneous entity: the 2063 Africa Strategy and the history of the Africa Union reaffirm Africa s diversity Africa is a continent of diversity in GPA capacities. The 2030 Agenda and the 2063 Africa strategy commit to respecting diversity as a principle and value of good governance. Unity in diversity requires a thorough understanding and consideration of the vicissitudes of each part and relating it to the whole. GPA analysts and researchers in Africa need to take the diagnostic and analytical approach of capacities in Africa based on country specificity. Guard against looking at governance and public administration as if it is or should be the same in each and every African country. Acknowledge the diversity in Africa. Use it to strengthen the capacities of each component country to contribute to the strength of the whole of Africa
It is necessary that we address transformation as one of the values embedded in 2030 Agenda. It is important to note that the 2030 Agenda is titled Transforming our world: the 2030 Agenda for Sustainable Development and contains several references to transformation. Some references are extracted for emphasis: we are determined to take the bold and transformative steps which are urgently needed to shift the world onto a sustainable and resilient path we will strengthen the productive capacities of least developed countries in all sectors, including through structural transformation . Transformation we are setting out a supremely ambitious and transformational vision . we have adopted a historic decision on a comprehensive, far-reaching and people-centred set of universal and transformative Goals and targets The 2030 Agenda is thus calling for transformation, not just change or reform. One would say that it is calling for replacing reforms that have been on-going in many institutions with transformation which is a profound change that would lead to creating good societies in all countries 11
Understanding Transformational Leadership The concept of transformational leadership appeared in descriptive research on political leaders by MacDregor Burns in 1978 who regarded it as a process in which "leaders and followers help each other to advance to a higher level of morale and motivation". Transformational leadership creates relatively important change in the lives of people, organizationally, institutionally and in values, expectations, and aspirations. Transformational leadership is different from transactional leadership in that it is not based on a give and take relationship. A keen reader will get a lot of insight on transformational leadership from the following: Transformational leadership is defined as a leadership approach that causes change in individuals and social systems. In its ideal form, it creates valuable and positive change in the followers with the end goal of developing followers into leaders. Enacted in its authentic form, transformational leadership enhances the motivation, morale and performance of followers through a variety of mechanisms. These include connecting the follower's sense of identity and self to the mission and the collective identity of the organization; being a role model for followers that inspires them; challenging followers to take greater ownership for their work, and understanding the strengths and weaknesses of followers, so the leader can align followers with tasks that optimize their performance. 12 Module 3
Transformational leadership should permeate the entire society: Not jus Transformational leadership should permeate the entire society: Not just one individual or group one individual or group k Executive Administrative , managerial, technical, bureaucratic leadership Executive Political leadership (e.g Ministers, or local government executive committees) Legislative Political Leadership (e.g Parliamentarians or Local Councilors) Civic political leadership (eg traditional leaders, opinion leaders, community leaders, religious leaders , youth leaders, etc plus business leaders and entrepreneurs
Ten Priority Action Model of Transformational Leadership in the Context of 2030 & 2063 Agenda Leverage Community potential for transformation and development Engage all actors and secure their support, commitment, energies, resources & action Align development plans with national, regional, and global development goals Develop competences at community, political, managerial, administrative and technical levels Ensure mobilisation and frugal utilisation of both internal and external resources Rely on local capabilities to ensure creativity, innovation and resilience State achievements and shortfalls using the two to improve and sustain performance Harness an ideology that puts people at the centre of all policies, plans and actions Instil values of professionalism, equity, accountability, integration, resilience, and inclusion Pursue a vision for the future generations built on the achievements of today. Module 3 14
Trnsforming Trnsforming Mindset & competences Mindset & competences 2 Administrative Competence: leads to compliance with laws and regulations enhancing professionalism, ethics, integrity and rule of law Operational competence: leads to effective performance in service delivery with services delivered to all Mentality: Belief in service, care for people, concern for the poor & vulnerable Mentality: Belief in law & order and controlled power and authority Mentality: belief in the rights and power of the people, collective action & collaborative impact Mentality: Belief in a better future, propensity for research and excellence, foresight, creativity, Integrative Competence: Leads to equity, inclusion and evenly shared development thus minimizing development related conflict Entrepreneurial Competence: leads to long term policies, strategies & plans that care for future development needs innovation
Transforming the DNA of a Public Servant: Bound to Humanness & Empathy Transforming the DNA of a Public Servant: Bound to Humanness & Empathy 1 Humility Transparency PIE Accountability Collaborative leadership Creativity Responsibility Humanness & Empathy Technology know how Future orientation Knowledge & skills Trust & credibility Persistence Versatility & Adaptability
Developing Soft skills for transformational leadership Anticipation Influencing the present and the future Communication & Persuasion Collaboration. For a collective good/impact Resilience, Listening & Negotiation Empowering & Motivation Humanness, Empathy & Appreciation
