Doctoral Degrees (School of Public Leadership)

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Browsing Doctoral Degrees (School of Public Leadership) by Subject "Africa, Southern -- Economic conditions"

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    A NEPAD leadership development strategy : the SADC case
    (Stellenbosch : Stellenbosch University, 2007-12) Ntsike, Austeria Letholetseng; Schwella, Erwin; Stellenbosch University. Faculty of Economic and Management Sciences. School of Public Management and Planning.
    ENGLISH ABSTRACT: The overall aim of this study is to shape the future of the SADC through the New Partnerships for Africa’s Development leadership development strategy (NEPAD LDS), including a social responsiveness strategy. It proceeds from the premise that leadership development should be based on the values and interests of an institution, because these represent the institution’s position regarding the context within which it exists. This study pursued the following objectives: • To identify leadership needs in the SADC • To suggest a NEPAD-based leadership development strategy that includes a social responsiveness strategy as a response to identified SADC leadership needs The research therefore viewed the future of the SADC through leadership development. The entry point in this process was to establish the character and qualities of the SADC, considering that the continued existence of this region depends on its ability to transform all its systems in a unified pursuit of common goals. The history and natural resources of the region were thus seen to be the most visible measures of its overall health and strategic direction. The process of stakeholder identification and mapping was then pursued, with the view to help the SADC leadership to assess systematically the nature and impact of groups with which the organisation deals. Following the stakeholder analysis, information on the macro-environment of the SADC was gathered because of the impact the external environment has on the SADC. This large body of information was screened systematically. The scanning taxonomy that was developed included five areas: social, technological, environmental, economic and political (STEEP). This specialised taxonomy helped the researcher to focus on issues of greatest concern to the study. The issues that were scanned are discussed relative to their impact on SADC leadership practice. Based on the leadership challenges in the SADC thus identified, planning assumptions were developed, which are best guesses or predictions about key dimensions of the future given the leadership challenges identified. These assumptions are estimates based on the combination of estimating factors/validation points, which are portrayed in the analysis of the macro-environment of the SADC. The probability, the impact, the proximity and the maturity of these assumptions are interpreted by calculating their weighted positive or negative values. Cross-impact analysis of the validation points is used to guide the SADC decision-makers to adopt policies designed to achieve more desirable leadership futures. Here, the connections between validation points impacting on the probability of one another are illustrated. These specified relationships trace out a distinct, plausible and internally consistent future for the SADC leadership. This analysis gives rise to the identification of key validation points/drivers in the SADC from which emerge the key leadership needs of this region. Further needs that emerged were to make the NEPAD the base upon which the leadership development programme is built, and to incorporate social responsiveness strategy. Based on these key leadership needs in the SADC, it is suggested that a NEPADbased leadership development strategy, including a social responsiveness strategy, be developed and implemented. Furthermore, the NEPAD leadership development strategy (NEPAD LDS) should be based on the premise that linking leadership development with a social responsiveness strategy is critical not only for the SADC, but for the entire world, because this region is part of the global village. It is suggested that the implementation strategy should enable participants to translate the NEPAD LDS into action and to see leadership development and a social responsiveness strategy as key mechanisms for doing so. This study attempts to avoid the worn-out remedies of the past and uses a holistic approach called Common Sense Management, which entails market research, directionsetting, strategy development, implementing strategies and outcome assessment. The findings and the conclusions for this study are organised around the research questions that were the basis of motivation for this study.