Index

Citation

(2023), "Index", Elkington, R., Ngunjiri, F.W., Burgess, G.J., Majola, X., Schwella, E. and de Klerk, N. (Ed.) African Leadership: Powerful Paradigms for the 21st Century, Emerald Publishing Limited, Leeds, pp. 241-247. https://doi.org/10.1108/978-1-80117-045-120231024

Publisher

:

Emerald Publishing Limited

Copyright © 2023 Rob Elkington, Faith Wambura Ngunjiri, Gloria J. Burgess, Xoliswa Majola, Erwin Schwella, and Nico de Klerk

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INDEX

Note: Page numbers followed by “n” indicate notes.

Absorption

, 23

Accountability

, 20, 30–31, 34–35, 37–38, 55, 83, 125–126, 129

Activist

, 5, 176, 222

international human rights

, 100

on-the ground

, 4

Adaptability

, 21

Adaptive leadership

, 47–49, 52–54, 61–62, 65–67, 165, 237

Adhocrism

, 22

Adoption

, 17, 32, 55, 57, 63–65, 67–72

Africa

, 113

Catholic Sisters in

, 205–206

challenges faced by leaders in

, 192–193

coaching supports change makers in

, 194

Africa Academy of Management

, 3

AfriCAN

, 225–226

African business leadership

, 120

descriptions

, 122–123

perspectives on African leadership experiences

, 120–121

transformational African leadership styles

, 123–131

words and phrases

, 121–122

African case sample

of collaboration to manage disease pandemic

, 23

of developing and preparing followers for change

, 24

of poor response to terrorism threat

, 22–23

of servant and authentic leadership

, 21

African continent

, 96

African culture and traditions

, 96–99

African diaspora

, 221

African leadership and leadership in

, 222–223

collective and constructionist

, 227–228

cultural hybridity and implications

, 225–227

and leadership

, 221–222

practice approach

, 228–229

synergy, cultural hybridity, and collective leadership challenges

, 223–225

African healthcare leaders

, 84, 87

COVID-19 and implications for current and future

, 88–89

roles of

, 85

training of healthcare personnel and leaders

, 87–88

African healthcare leadership

challenge of Ebola for

, 77–82

healthcare leadership differs from other types of leadership

, 78–80

social context of healthcare and disease

, 77–78

African healthcare sector

, 53, 67

African healthcare systems

, 49, 53, 57

African institutions and educational policies

, 3

African leaders

, 11–12

African leadership

, 2, 11, 36, 82, 101, 155, 235–240

(see also Political leadership)

African about

, 2–4

application of practice

, 53–55

and leadership in African Diaspora

, 222–223

lessons from Ebola epidemic

, 82–87

literature on

, 2

radical scholarship on

, 4–5

theoretical/conceptual foundation

, 52–53

African National Congress (ANC)

, 32

African philosophy of Ubuntu

, 36

African political leaders

, 13–14, 19, 22, 38–39

African scholars and practitioners

, 2

African Union (AU)

, 159, 226

African VUCA

, 11, 16–17, 21

Agency

, 67–68

Anticipatory judgment

, 21

Apartheid public service

, 32

Appreciative Inquiry (AI)

, 123, 125

Artificial intelligence (AI)

, 87–88, 129

Authentic leadership, African case sample of

, 21

Avoidance

, 23

Batho Pele principles

, 27, 29, 35

Black girl magic

, 139, 142, 144, 147–148

Bootlickers

, 141, 145, 148

Boys network

, 137–139, 141, 143–148

Bureaucracies

, 29, 34–35

Bureaucratic leadership

, 33, 38

Bureaucrats

, 33–37

Catholic Sisters in Africa

, 205–206

setting scene

, 206–214

Center for Disease Control (CDC)

, 78

Center for Global Development (CDG)

, 103

Central Eastern Europe (CEE)

, 31

Centre for Leadership and Management (CLM)

, 190, 198, 200, 208

Change, African case sample of developing and preparing followers for

, 24

Change management

, 21

Chief Executive Officer (CEO)

, 226

Christianity

, 1

Cinderella complex

, 140

Civic engagement for political movement

, 164–165

“Classical” bureaucracy of “administration”

, 30

Coach training

, 188

Coaching

, 116, 188, 189–190

challenges

, 198–199

challenges faced by leaders in Africa

, 192–193

Elizabeth's story

, 193–194

Jacqueline's story

, 196–197

Kathleen's story

, 195

leaders guild births coaching program

, 195–196

Margaret's story

, 191–192

opportunities and strategies

, 197–198

supports change makers in Africa

, 194

TLG

, 200

Collaboration

, 179

and group approaches

, 87

Collaborative leadership

, 211

Collective approach

, 227

Collective leadership challenges

, 223–225

Colonialism

, 1

Communication

, 68, 85

Community

, 79

Community health strategies, reform of

, 83

Complexity leadership

, 65–67

Conflictive movements

, 176–178

Confucianism

, 31, 36

Congregational leaders

, 208–209

Consensus movements

, 176

Constituency for Africa (CFA)

, 226

Constructionist approach

, 222, 225

Contact zone

, 122

Conversation

, 124

Corpora-nation management

, 16–19

Courage

, 19

COVID-19

and implications for current and future African healthcare leaders

, 88–89

pandemic

, 49–50, 77

Critical thinking

, 125

Cultural change

, 121

Cultural hybridity

, 222–225

and implications

, 225–227

Cultural intelligence

, 21–22

Culture

, 79, 171, 222

Culture of fear

, 34, 38

Cyber activism

, 164–165

Cyberspace

, 165

De-campaigner

, 104

Decision-making

, 18, 31, 53, 64, 124–126, 129, 210–212

Democracy

, 29, 32, 35–36, 163, 176, 179, 182, 238

Democratic space

, 181–182

Department of Public Service and Administration of South Africa (DPSA)

, 32–33

Developmental state concept

, 14

Diamonds for development campaign

, 100, 103–104

Diaspora

, 221

Diaspora Civic Engagement Project (DiCEP)

, 226

Diffusion

, 55, 63–65, 68–70, 72, 224

Digital technology

, 165

Disease pandemic, African case sample of collaboration to manage

, 23

Ebola

, 77

African healthcare leaders

, 87–89

African leadership lessons from Ebola epidemic

, 82–87

challenge of Ebola for African healthcare leadership

, 77–82

COVID-19 and implications for current and future African healthcare leaders

, 88–89

epidemic

, 82

reactive health systems to resilient health systems

, 82

Ebola Action

, 85

Eco-justice

, 124–125

Economic emancipation

, 11–12, 14, 16, 19, 239

Effective decision-making

, 210

Elasticity

, 23

Employee Performance Management and Development System (EPMDS)

, 33

Entrepreneurial leadership

, 2

Entrepreneurs

, 113

Environment

, 171–173

Environmental justice

, 173–176, 181–182

Ethical collaboration

, 121

Family

, 79

Female entrepreneurs

, 115–116

Field data from five-year evaluation

, 209

Field Epidemiologists training program

, 82

Financial viability

, 37

Fourth Industrial Revolution (4IR)

, 21, 37, 173–176

Framework

, 222

Gender biases

, 51, 56–57

Gender-based violence

, 52

Gendered leadership

, 139

analysis

, 144

black girl magic

, 147–148

boys network and dismantling of sisterhood

, 141, 145–146

imposter syndrome

, 141–142, 146–147

literature

, 139

methodology

, 142–143

Queen Bee

, 140

sting of queen bee

, 144

theory

, 143–144

Ubuntu142

, 147–148

Ghana

, 11, 13, 113–117, 158–159, 163, 228

Global Leadership and Organizational Effectiveness study (GLOBE study)

, 222–223, 226

Good governance

, 30, 36, 39, 95, 103–104, 163

in South Africa

, 36–38

Government interaction

, 86–87

Grassroots Leadership

, 163, 166, 207, 238

Grassroots movements

, 157, 161, 164, 166–167

Green Belt Movement (GBM)

, 173

Green creativity

, 123

Health and Hygiene Committee

, 87

Health system

, 78, 105

Healthcare innovation

, 65

context for conundrum

, 63–65

implications

, 71–72

practice for promoting promise

, 70

theoretical and conceptual foundations

, 65–70

Healthcare leadership

, 237

differs from other types of leadership

, 78–80

“Hippo Generation” of leaders

, 25

HIV/AIDS scourge

, 95

African culture and traditions; sexual behavior patterns

, 96–99

diamonds for development campaign, good governance, and women empowerment

, 103–104

legacy of hope and positivism

, 104–107

Mogae ascends to Presidency of Republic of Botswana

, 99–101

Mogae launches war on HIV/AIDS

, 101–103

Hope, legacy of

, 104–107

HR practices

, 114

Human Trafficking

, 50, 52

Humanity

, 19, 79, 102, 171, 193, 204, 239

Hybridity

, 223–224

Idealized influence

, 54

Imposter syndrome

, 139, 141–142, 146–148

Inculturation

, 209n7

Indigenous knowledge

, 4, 125, 199, 239

Indigenous leadership

, 2

Individualized consideration

, 54

Information processing capabilities

, 18

Innovation

, 113, 115

initiation

, 21

Innovative entrepreneurship

, 113

female entrepreneurs

, 115–116

innovative recruitment and selection

, 116–117

innovative training

, 114–115

Innovative training

, 114–115

Inspirational motivation

, 54

Integrity

, 182

Intellectual stimulation

, 54

Interactive voice response systems

, 85

Interdependent participation

, 121

International Coaching Federation (ICF)

, 189, 195

International community for assistance

, 102

Interpersonal interactions

, 124, 130

Intersectionality

, 143

Italian port cities

, 77

Joint United Nations Programme on HIV/AIDS (UNAIDS)

, 105

Justice

, 19

Kenya

, 11, 13, 126, 171, 173–175, 178, 182, 185, 189–190, 195, 199, 209, 215, 236

Leader

as model and filter

, 86

as motivator

, 86

as representative of community

, 86–87

sensory systems

, 129

as stakeholder

, 87

Leadership

, 12, 139, 157, 159–160, 190

in African Context

, 3

African diaspora and

, 221–222

clash of leadership models

, 206–207

considerations

, 166–167

continental endeavor

, 157

cyber activism and civic engagement for political movement

, 160–161

leading grassroots change in Zimbabwe

, 157–159

pan-African leadership

, 157–159

practice

, 2

Somalia

, 163–164

Leadership and Motivation and African Diaspora study (LEAD study)

, 223

Leadership capabilities

, 12

case for political leadership paradigm shift

, 14–16

development models and strategies of past and present political leadership

, 13–14

emergent capabilities for African political leadership context

, 16–18

nascent capabilities for political leadership

, 19–24

new African political leadership context

, 14

Leadership-as-practice (L-A-P)

, 160–161

Leading change

, 161–162, 165

Learning

, 23

Least developed countries (LDCs)

, 163

Legacy of hope and positivism

, 104–107

Load-shedding

, 30, 126

Low-level bureaucrats

, 33, 37

Maathai, Wangari

, 171

democratic space, environmental justice, and peace

, 181–182

environment

, 171–173

environmental justice

, 173–176

Prophetic Imagination

, 178

social change

, 176–178

society empowers women

, 178–181

Management capabilities

, 17

Masculine domination theory

, 143–144

Mentoring

, 116

Meta-cognitive transformative knowing

, 127

Military coup leaders

, 12

Mindset

, 120

Mindset of African political leaders

, 19–20

Ministry of Health

, 64

Miscommunication

, 85

Moral suasionist

, 222

Mothers’ Campaign, The

, 179, 181

Multiplier effect

, 203, 206

Municipal performance

, 34

National Strategic Plan 9 of Somalia (NDP-9)

, 164

Neo-colonialism

, 13, 159

Network analysis

, 129

research

, 69

New African political leadership context

, 16

New Public Management (NPM)

, 30

analysis

, 33

effects

, 31

New Zealand (NZ)

, 30

Nigerian Youth Service Corp

, 88

Non-Governmental Organization (NGO)

, 225

Non-probability sampling

, 143

On-the-job training

, 114

One Health

movement

, 83

platforms

, 82–84

One-party system

, 11

Opinion leadership

, 63, 65, 69–70

Organization

, 189

Organization of African unity (OAU)

, 159

Organizational change

, 122–123, 189

Organizational culture

, 189, 193

Palgrave Studies in African Leadership

, 2

Pan-African approach

, 157, 165

Pan-African leadership

, 157–159

Pan-Africanism

, 157–159, 161, 164–167, 226

Paradigm shift

, 14–16, 229

Participation

, 37, 143

Peace

, 171, 181–182

Performance management

, 29, 31

Performance management systems (PMSs)

, 35

Phantom Bee

, 140

Phenomenological study methods

, 123

Physical force

, 222

Policy-makers

, 51

Political emancipation

, 11, 25

Political emancipators

, 11–13

Political leadership

, 38

(see also Gendered leadership)

case for political leadership paradigm shift

, 14–16

development models and strategies of past and present

, 13–14

emergent capabilities for African political leadership context

, 16–24

nascent capabilities for

, 19–24

Political will

, 33–34

Positive Action

, 159

Positive behaviors

, 86

Positivism

, 104–107

Practice approach

, 222, 225, 227

Pre-colonial Africa

, 222

Predictability

, 37

Primary healthcare

, 86

Princess Bee

, 140

Proactive healthcare system

, 84

Problem-solving

, 67, 124

Professional Development of Congregation Leaders (PDCL)

, 209

Prophetic Imagination

, 182

Provincial department

, 33–35

Prudence

, 19

Public administration

, 27, 29–30, 34

Public perception

, 85

Public sector performance

, 29

institutions

, 29–31

management in South Africa

, 32–35

in Sub-Saharan Africa

, 31–32

Ubuntu, good governance, and wicked problem in South Africa

, 36–38

wicked problems

, 35–36

Public Service Act of 1994

, 32–33

Qualitative study

, 142–143

Queen Bee

, 140

sting of

, 144

Radical scholarship

, 4–5

Reactive health systems

, 82

Rejuvenation

, 24

Relations

, 120

Release Political Prisoners (RPP)

, 179

Resilience

, 22

Resilience of followers

, 24

Resilient health systems

, 82

Resource organizing and control capabilities

, 18

Risk tolerance

, 125

Role-modeling discourse

, 54

Security

, 36

Sensitivity

, 79

Servant leadership, African case sample of

, 21

Settler-colonialism

, 158

Sexual behavior patterns

, 96–99

Sister-leaders, shifting perspectives of

, 209–214

Sisterhood, dismantling of

, 141, 145–146

Skillset

, 21–22

SMEs

, 114

Social change

, 176–178

Social constructions of reality

, 143

Social influence

, 47, 55, 67

Social Mobilisation Action Consortium

, 85

Social system

, 68–69

Socialization of “Girl Child”

, 207

Somalia

, 163–164

South Africa

public sector performance management in

, 32–35

Ubuntu, good governance, and wicked problem in

, 36–38

Specific, Measurable, Attainable, Realistic and Time-sensitive (SMART)

, 34

State Capture

, 38

Strategic influence

, 67–68

Strategic planning

, 17, 208

Street-level bureaucrats

, 37

Sub-Saharan Africa

, 96

performance and public sector institutions in

, 31–32

Sustainable Development Goals (SDGs)

, 49

Synergy

, 223–225

Systems

, 24

approach to care

, 84–85

thinking

, 54–55, 84, 128

Tangaza University College (TUC)

, 190, 198, 200, 208

Teamwork

, 79

Temperance

, 19, 239

Tenacity

, 125

Terrorism threat, African case sample of poor response to

, 23

The Leaders Guild (TLG)

, 190, 195–196

ThirdWayZW model

, 162–163

Time

, 68

Timeframe and impact

, 79

Training of healthcare personnel and leaders

, 87–88

Transformational African leadership styles

, 123–131

Transformational leadership

, 54, 126

Transformative Experience Framework (TEF)

, 211

Transparency

, 37

Tribalism

, 163–164, 223

Truthfulness

, 19

Ubuntu

, 31, 138, 142, 190

belief

, 19

in South Africa

, 36–38

Ujamaa (familyhood)

, 13, 19

United Kingdom (UK)

, 30

United Nations of Africa (UNA)

, 163

United States Agency for International Development (USAID)

, 85

Urgency

, 84, 86

US President's Emergency plan for AIDS Relief (PEPFAR)

, 103

Volatility, uncertainty, complexity and ambiguity (VUCA)

, 4–5, 14, 16–17

Western leadership ideals and texts

, 2

Wicked problems

, 35–36

in South Africa

, 36–38

Women

, 178–181

conditions

, 51

context

, 50

empowerment

, 103–104

entrepreneurs

, 113

implications

, 56–57

in leadership

, 48, 202

World Health Organization (WHO)

, 48, 63, 78

Zambian Humanism

, 13

Zimbabwe, leading grassroots change in

, 161–163