The role of traditional leadership in governance and rural development: a case study of the Mpumalanga traditional authority
- Authors: George, Khanyisa
- Date: 2010
- Subjects: Leadership -- South Africa -- Eastern Cape , Community leadership -- South Africa -- Eastern Cape , Chiefdoms -- South Africa -- Eastern Cape , Local government -- South Africa -- Eastern Cape , Community development -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9038 , http://hdl.handle.net/10948/1575 , Leadership -- South Africa -- Eastern Cape , Community leadership -- South Africa -- Eastern Cape , Chiefdoms -- South Africa -- Eastern Cape , Local government -- South Africa -- Eastern Cape , Community development -- South Africa -- Eastern Cape
- Description: This study examines how well the Mgwalana Traditional Authority (MTA) is performing its role of governing and developing its area and the municipal area of Nkonkobe in the Province of the Eastern Cape. The Chief of the MTA is one of the 2400 traditional leaders in South Africa who are responsible for giving leadership and development services to approximately 16 million people living in the rural areas. This study tries to find answers to two research questions: 1) What role does the Mgwalana traditional council play in governance and development? 2) Has the South African government managed to add traditional leadership to the local government structures? The study shows that the MTA is finding it difficult to do much socio-economic development because the Nkonkobe Local Municipality considers governance and development as its own role, and the traditional leadership is supposed to join only in customary and cultural activities. The research concludes that these two bodies could move out of the cross-road if they were to follow the Traditional Leadership and Governance Framework Act, 2003 (Act 41 of 2003), and if the municipality were to work with local stakeholders, including the MTA, to achieve the goals for local government laid down in section 152 of the Constitution of the Republic of South Africa, 1996.
- Full Text:
- Date Issued: 2010
- Authors: George, Khanyisa
- Date: 2010
- Subjects: Leadership -- South Africa -- Eastern Cape , Community leadership -- South Africa -- Eastern Cape , Chiefdoms -- South Africa -- Eastern Cape , Local government -- South Africa -- Eastern Cape , Community development -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9038 , http://hdl.handle.net/10948/1575 , Leadership -- South Africa -- Eastern Cape , Community leadership -- South Africa -- Eastern Cape , Chiefdoms -- South Africa -- Eastern Cape , Local government -- South Africa -- Eastern Cape , Community development -- South Africa -- Eastern Cape
- Description: This study examines how well the Mgwalana Traditional Authority (MTA) is performing its role of governing and developing its area and the municipal area of Nkonkobe in the Province of the Eastern Cape. The Chief of the MTA is one of the 2400 traditional leaders in South Africa who are responsible for giving leadership and development services to approximately 16 million people living in the rural areas. This study tries to find answers to two research questions: 1) What role does the Mgwalana traditional council play in governance and development? 2) Has the South African government managed to add traditional leadership to the local government structures? The study shows that the MTA is finding it difficult to do much socio-economic development because the Nkonkobe Local Municipality considers governance and development as its own role, and the traditional leadership is supposed to join only in customary and cultural activities. The research concludes that these two bodies could move out of the cross-road if they were to follow the Traditional Leadership and Governance Framework Act, 2003 (Act 41 of 2003), and if the municipality were to work with local stakeholders, including the MTA, to achieve the goals for local government laid down in section 152 of the Constitution of the Republic of South Africa, 1996.
- Full Text:
- Date Issued: 2010
The relationship between conscientiousness, extraversion and leadership effectiveness among local government managers in Bisho and East London
- Authors: Bell, Clement
- Date: 2012
- Subjects: Extraversion -- South Africa -- Eastern Cape , Leadership -- South Africa -- Eastern Cape , Local government -- South Africa -- Eastern Cape , Big Five model , Public officers , Role conflict , Conscience -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MCom (Industrial Psychology)
- Identifier: vital:11556 , http://hdl.handle.net/10353/d1007116 , Extraversion -- South Africa -- Eastern Cape , Leadership -- South Africa -- Eastern Cape , Local government -- South Africa -- Eastern Cape , Big Five model , Public officers , Role conflict , Conscience -- South Africa -- Eastern Cape
- Description: This study investigated the relationship between conscientiousness, extraversion, and leadership effectiveness among the local government managers in Bisho and East London. Conscientiousness and extraversion were used as independent variables in the study while leadership effectiveness was used as the dependent variable. The data was collected from a sample of 222 local government managers using a self-designed biographical and occupational questionnaire. To measure conscientiousness and extraversion, a 24-item 5-point rating scale adopted from Finchan & Rhodes (2005) was used. To measure leadership effectiveness, a 6-item 5-point derailment rating scale adopted from Lombardo & McCauley (1994) was used. Data analysis was done using various statistical techniques, including t-tests, Pearson Product Moment Correlation Technique and Multiple Regression Analysis. The results indicated that both conscientiousness and extraversion are strongly associated with leadership effectiveness. Conscientiousness was also strongly associated with the individual components of leadership effectiveness, interpersonal relationships; molding a staff; making strategic transitions; follow-through and ability to work independently. Extraversion was also strongly associated with the individual components of leadership effectiveness, molding a staff; making strategic transitions; strategic similarities with management; follow-through and ability to work independently. Although conscientiousness and extraversion combined were found to have an additive effect on leadership effectiveness, conscientiousness accounts for a higher proportion of variance in leadership effectiveness than extraversion. Finally, the results also indicated that age was strongly associated with leadership effectiveness. The study therefore recommends that organisations should use conscientiousness and extraversion when selecting individuals for leadership positions.
- Full Text:
- Date Issued: 2012
- Authors: Bell, Clement
- Date: 2012
- Subjects: Extraversion -- South Africa -- Eastern Cape , Leadership -- South Africa -- Eastern Cape , Local government -- South Africa -- Eastern Cape , Big Five model , Public officers , Role conflict , Conscience -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MCom (Industrial Psychology)
- Identifier: vital:11556 , http://hdl.handle.net/10353/d1007116 , Extraversion -- South Africa -- Eastern Cape , Leadership -- South Africa -- Eastern Cape , Local government -- South Africa -- Eastern Cape , Big Five model , Public officers , Role conflict , Conscience -- South Africa -- Eastern Cape
- Description: This study investigated the relationship between conscientiousness, extraversion, and leadership effectiveness among the local government managers in Bisho and East London. Conscientiousness and extraversion were used as independent variables in the study while leadership effectiveness was used as the dependent variable. The data was collected from a sample of 222 local government managers using a self-designed biographical and occupational questionnaire. To measure conscientiousness and extraversion, a 24-item 5-point rating scale adopted from Finchan & Rhodes (2005) was used. To measure leadership effectiveness, a 6-item 5-point derailment rating scale adopted from Lombardo & McCauley (1994) was used. Data analysis was done using various statistical techniques, including t-tests, Pearson Product Moment Correlation Technique and Multiple Regression Analysis. The results indicated that both conscientiousness and extraversion are strongly associated with leadership effectiveness. Conscientiousness was also strongly associated with the individual components of leadership effectiveness, interpersonal relationships; molding a staff; making strategic transitions; follow-through and ability to work independently. Extraversion was also strongly associated with the individual components of leadership effectiveness, molding a staff; making strategic transitions; strategic similarities with management; follow-through and ability to work independently. Although conscientiousness and extraversion combined were found to have an additive effect on leadership effectiveness, conscientiousness accounts for a higher proportion of variance in leadership effectiveness than extraversion. Finally, the results also indicated that age was strongly associated with leadership effectiveness. The study therefore recommends that organisations should use conscientiousness and extraversion when selecting individuals for leadership positions.
- Full Text:
- Date Issued: 2012
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