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Decades after feminist scholars first applied the lens of patriarchy to explain gender inequalities, and wrestled with the consequences of the patriarchal order, masculinity studies have moved from an emphasis on hegemonic masculinities to more nuanced constructions of men’s gendered performances. However, many analyses about men’s social interactions still focus on a limited set of behaviors, and men’s relations with women are often presented as problematic. Many accounts pay insufficient attention to changing contexts and men’s own explanations or perspectives, so we do not see men’s struggles or fully understand why and how some men resist patriarchal norms and perform less conventional masculinities, and what the costs and benefits of contesting dominant constructions are. One of the abiding ideologies of manhood is related to the role of the provider. In this chapter, we propose that the persistence of the social expectation that men should be the (main) family providers, despite changing economic circumstances and historical evidence to the contrary, is profoundly implicated in the tenacity of social expectations for men to perform dominant roles. We explore this contention through conversations with young African men in six cities on the continent and in the diaspora, namely Accra, Kampala, London, Nairobi, Philadelphia and Pretoria.

Indigenous governance systems in Africa provide a nuanced approach to the various philosophies that underpin governance structures through a spiritual perspective. In this chapter we debunk colonial narratives of Africa's dependence on colonial constructs of governance. We begin by highlighting the decentralized and centralized Indigenous governance frameworks practiced by different African communities. Communities with decentralized systems such as the Acholi, Luo, Keiyo, amongst others, were well organized at the local level, with the Council of Elders, Chief Priests, and Moral Elders and Chiefs carrying out various functions that ensured the community remained stable and prosperous. In centralized communities, the king had authority over their boundaries. The key aspects that stood out and ensured stability within the centralized systems included community representation, participation in governance, and checks and balances that provided proper societal growth as exemplified by the Bunyoro-Kitara and the Ashanti kingdoms. Even though the governance systems were quite different, the governance mechanisms had similar pillars, features, and principles anchored by humanism, communism, and the spiritual nature of governance amongst the African peoples. We concur that the Indigenous governance system allowed citizens, empires, and kingdoms to flourish. We conclude that African people can further develop the capacity to manage their ideas, resources, and opportunities for sustainable development, through Indigenous governance mechanisms and knowledge systems. We argue that African societies need to legally integrate the Indigenous governance systems in the current prevalent western governance model, create canters for researching Indigenous knowledge at the institutions of higher learning, and that civil society should play a role in ensuring accountability in governance systems.

The consequences of a media-shaped perceptual destination attribute during the pandemic on a commitment to embrace and thread trip intent are explored in this research. The influence of four elements related to the choice of destination, involving reliability, strategic planning, health service, and friendly relationship on tourism performance expectancy are chosen depending on visitors' previous experience of a certain place, using the notion of psychological tourist satisfaction and an interactive personality questionnaire. Industry 4.0 paradigms are either viewed with skepticism or eagerness by organizations. Organizations that develop different innovative strategies to leverage the digital world doing and offering greater opportunity will certainly drive the evolution in tourism. Any revolutionary technology has the potential to benefit or harm enterprises. An Industry “4.0” data type depicts the technological transformation occurring inside a given business, from Industrial Revolution 4.0 to dealing with customers 4.0. However, one instance is Tourism 4.0. Social networking is not unique. Hospitality organizations, especially, must be acutely conscious of the customer's power as a result of social networking sites. The increase in security concerns by preventing the rate of cybercrime and by enhancing the secure money transactions in online reputation management consolidates the socioeconomic relationship. The comparative study has been propagated in relevance to the pre- and post-pandemic effects on the tourism industry.

This qualitative descriptive research study served to clarify sustained social and economic natures of African business innovation and entrepreneurial development leadership. The research question included interviewed African leader participants (5), “How do you describe your experience in African leadership?” In-depth phone interview responses detailed familiar leadership words and phrases about historic, cultural, and economic environments. African leaders described how they understand, discover, observe, and share perspectives on African leadership experiences for personal hardship, survival, and societal, cultural, physical, and organizational change. Using phenomenological research methods, transcript analysis of interview experience responses integrated common properties. Verbatim transcriptions, and reading, sifting, combining, reducing, and interpreting the data collection resulted in thematic coding and categorizing. Investigation results included interpreted meaning for facilitated interactions in African leadership descriptions. Study conclusions highlighted many, varied, and unusual pathways for African leadership, rather than a single model. Sensitivities to participative, divergent, and non-linear thinking characterized transformational African leadership styles (Green, 2014). Possible research implications contributed to future work, connecting the study findings with Network Theory.

Leadership is basically about influence and ability to cultivate followership. This chapter examined the nature of indigenous socio-political leadership in Africa using Zimbabwe, Sudan and Nigeria as caselets and compared this with the post-colonial or modern-day leadership realities. A survey was conducted among senior executives at Lagos Business School, Nigeria, with a sample size of 200 persons, to find out their perception of the African indigenous leadership system. An overwhelming 90% believe that culture plays a big role in shaping African leadership style. However, two-thirds of the respondents agreed that Africa lacks proper institutional structures to support good leadership, thus encouraging corruption (97% of the respondents) and non-accountability among the leaders. Also, only 5% thought cultural orientation was the reason why the African followers do not hold their leaders accountable. In other words, it is not in the African culture not to hold leaders accountable for their actions. So, what went wrong? We attempted a deeper look at the effect of colonial rule and the attendant militarisation of the African continent. Our conclusion is that the colonisation of the continent by Europe brought significant distortion to the traditional African indigenous leadership institutions and the psyche of the African leader and the followers alike. Post-colonial Africa has witnessed 133 recorded coups d’etat between 1952 and 2016. This chapter is recommended to all those who seek a deeper understanding of the nature of the African indigenous leadership practices and the factors that have shaped these over the years.