Theory A: Preliminary Perspectives on an African Model of Leadership

Contextual Leadership

African leadership exists within a specific context. Contextual leadership requires trust—and it is trust of three kinds (Bergquist, Between and Meuhl, 1995). Trust within an African community is built on shared perspectives, as well as the tangible demonstration of competence and sustained commitment to certain intentions. It is what you do that counts in Sub-Sahara Africa, not just what you say or who you know.

Contextual leadership is also a multi-media phenomenon. One’s physical presence is important, as are the skills of non-verbal communication: eye contact, tone of voice, posture. I experienced this phenomenon myself when consulting in South Africa. One of the managers of the secretarial pool in the corporation where I was working held a powerful presence when entering the room. As a tall, Black African man he held little formal power in this organization. Yet, he exuded great power in his physical presence. Everyone seemed to look up to him—even those who held a higher position in this organization. I was soon to find out that this gentleman was a chief among chiefs in the Zulu community. His tribal leadership and stately presentation carried over to this modern corporation.

Context defines the way in which one should present themselves to other people. Context also defines how one’s behavior is viewed and interpreted. Low-context societies (such as are found in most Northern European and American communities) tend to emphasize universal codes of conduct and interpretation, whereas high-context societies (such as are found in Africa) tend to emphasize codes and interpretations that are specific to certain settings and relationships.

The Context of Action: Ceremony and Ritual

Being specific to certain settings and relationships, contextual leadership is engaged through actions taken in a specific moment. While this often means that leaders are “unpredictable” and appear spontaneous, it also means that specific behaviors and patterns of action can be enacted frequently or at specific times and in specific places. This is the role that ritual and celebration can play in a community and organization: adaptability and flexibility are offset by continuity and repetition.

We find this balancing of spontaneity and continuity in many displays of African culture – ranging from its art and sculptures to its music and dance. For instance, we find spontaneity in the improvisational nature of Africa-centric Jazz. Free-form improvisation is balanced off by and anchored in the continuity to be found in repetitive and driving rhythmic structures that accompany the improvisation. Freedom is interwoven with order. This is a powerful and compelling blend—and an important element in a Theory A model of leadership.

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