Perceptions about Authentic Leadership Development: South African Occupational Therapy Students\u27 Camp Experience

Background. Twenty-three years into democracy, concern is deepening regarding the slow progress of Occupational Therapy (OT) in South Africa, especially with regard to diversity and inclusion within OT. Methods. This study explores authentic leadership development primarily among Black OT students attending a pilot Occupational Therapy Association of South Africa (OTASA) National Student Leadership Camp. It seeks to ascertain their perceptions on leadership and leadership development. This descriptive pilot study employs in-depth interviews and subsequent content analysis, with 12 OT students from six university OT programs in South Africa. Findings. Four categories of participant perceptions on authentic leadership development emerged from the analysis: (1) perceptions about oneself as a leader based on personal narrative, self-awareness, self-control, and psychological capital; (2) perceptions about others, specifically current leaders, with regard to their moral crisis, including continuing inequality, insincerity, greed, and selfishness; (3) goals and aspirations for leadership development via student camps; and (4) effects of leadership on the system. Conclusions. Recommendations for future practice include promotion of storytelling as a means of personal reflection for authentic leadership development and focused investment in camps for developing student leadership skills and building authentic leadership knowledge. © 2018 Fatima Hendricks and Susan Toth-Cohen

Nigeria: A Prime Example of the Resource Curse? Revisiting the Oil-Violence Link in the Niger Delta

Given the importance of the assertion or prevention of regional leadership for the future global order, this paper examines the strategies and resources being used to assert regional leadership as well as the reactions of other states within and outside the respective regions. Secondary powers play a key role in the regional acceptance of a leadership claim. In this article we identify the factors motivating secondary powers to accept or contest this claim. Three regional dyads, marked by different degrees of “contested leadership,” are analyzed: Brazil vs. Venezuela, India vs. Pakistan, and South Africa vs. Nigeria. The research outcomes demonstrate that the strategies of regional powers and the reactions of secondary powers result from the distribution of material capabilities and their application, the regional powers’ ability to project ideational resources, the respective national interests of regional and secondary powers, and the regional impact of external powers.Brazil, India, South Africa, regional powers, regional and global order, leadership

Developing a Contextually Relevant Concept of Regional Hegemony: The Case of South Africa, Zimbabwe and “Quiet Diplomacy”

South Africa’s “quiet diplomacy” has been often used to reject the notion of South African leadership or regional hegemony in southern Africa. This article finds that this evaluation is founded on a misguided understanding of regional hegemony, which is based on conventional hegemony theories that are mostly derived from the global role of the United States after World War II. Alternatively, this article uses a concept of hegemony that, for example, takes into account the “regionality” of South Africa’s hegemony, which both allows external actors to impact on regional relations and allows South Africa to pursue its foreign policy goals on the global level of international politics. This concept helps to systemically analyze South Africa's foreign policy in the Zimbabwean crisis and to better integrate this policy into the broader framework of its regional and global ambitions.regional powers, hegemony, South Africa, Zimbabwe, quiet diplomacy

Authentic Corporate Social Responsibility Based on Authentic Empowerment: An Exemplary Business Leadership Case

Authors Dillon, Back, and Manz examine the underpinnings of genuine or authentic Corporate Social Responsibility (CSR), noting the direct nexus between stakeholder empowerment and the socially-responsible actions of authentic leaders. Such an empowering leadership approach– involving structural, psychological, developmental, and financial components – is particularly exemplified by a family-owned (Back) wine and cheese company (Fairview Trust), situate in South Africa

The Role of South Africa in SADC Regional Integration: the Making or Braking of the Organization

The economic and political strength of South Africa in Southern Africa is undeniable. South Africa is the strongest economy in Southern Africa and in the whole continent of Africa. Regional and global interests lie at the heart of South African’s foreign policy resulting in the need to create compromises that may disadvantage the SADC block. South Africa is the current chair of SADC and its leadership role is critical. The country is also the gateway to foreign direct investment to the developing world. This paper seeks to discuss the critical position which South Africa finds itself in. The challenge to provide leadership at regional and global level has also been compounded by the domestic outcry for a need to deal with issues at home. South Africa holds the key for the success of SADC both at economic and political levels. However SADC’s dependence on South Africa may turn out to be a stumbling block since there is divided attention. This has been shown by South Africa’s ‘go it alone’ approach when it comes to negotiating trade agreements, e.g. with the EU, as well as its unwillingness to compromise on the Economic Partnership Agreements (EPAs) that the other SADC Members States are signing. What is obvious is that SADC needs South Africa but at the same time South Africa is at liberty to choose when to drive the SADC agenda. This problem has to be delicately addressed if SADC is seriously seeking success on the regional integration front

Conceptualising Regional Power in International Relations: Lessons from the South African Case

Regional powers can be distinguished by four pivotal criteria: claim to leadership, power resources, employment of foreign policy instruments, and acceptance of leadership. Applying these indicators to the South African case, the analysis demonstrates the crucial significance of institutional foreign policy instruments. But although the South African government is ready to pay the costs of co-operative hegemony (such as capacity building for regional institutions and peacekeeping), the regional acceptance of South Africa’s leadership is constrained by its historical legacy. Additionally, Pretoria’s foreign policy is based on ideational resources such as its reputation as an advocate of democracy and human rights and the legitimacy derived from its paradigmatic behaviour as a ‘good global citizen’. However, the Mbeki presidency is more successful in converting these resources into discursive instruments of interest-assertion in global, rather than in regional bargains. In effect the regional power’s reformist South-oriented multilateralism is challenging some of the guiding principles of the current international system.South Africa, regional power, foreign policy, co-operative hegemony, multipolarisation of the international system

School leadership and management in South Africa: findings from a systematic literature review

Purpose: The purpose of this paper is to provide a systematic review of the literature on school leadership and management in South Africa, linked to the 20th anniversary of democratic government and integrated education. Design/methodology/approach: The authors conducted a systematic review of all published work since 2007 with a more selective review of sources before 2007. Findings: The findings show emerging evidence about the development of school leadership and management in South Africa but they also highlight on-going challenges, including poor learner outcomes, conflict with teacher unions, uneasy relationships between principals and school governing bodies, and leadership which remains focused on administration rather than teaching and learning. Research limitations/implications: The findings show that research on school leadership and management is developing but remains limited in terms of its scope and a reliance on small-scale unfunded projects. Practical/implications: The findings confirm the need for specialist leadership training for current and aspiring principals and for other senior and middle leaders. Social/implications: The findings show that South Africa remains a divided society with great differences in the quality of education available to learners, based on social class rather than race. Originality/value: The paper’s value lies in the comprehensive and systematic review of research on school leadership

An overview of education management in South Africa

I examine three main issues, which are directly linked to school management developments in South Africa since 1994: school leadership and management; professionalisation of principalship through the South African Standard for School Leadership (SASSL); and leading and managing the learning school. In exploring these issues I draw mainly on a systematic and comprehensive literature review of school leadership, management, and governance, commissioned by the Matthew Goniwe School of Leadership and Governance (MGSLG). The aim of the desk research was to establish ‘what is known’ and ‘what still needs to be known’ about educational leadership, management, and governance in South Africa. I also draw upon the work of the Education Management Task Team (EMTT), commissioned by the Directorate of Education Management and Governance Development in the National Department of Education. Their work drew upon the South African Schools Act (SASA) and, specifically, the recommendations of the Ministerial Task Team on Educational Management. The EMTT brief was to develop a policy framework for school leadership and management development, training and implementation, and to devise a South African Standard for School Leadership which would inform professional educational leadership programmes, leading to a National Professional Qualification for Principalship (SANPQP). The SASSL would provide a clear role description for principals, set out what is required of principals, and identify key areas of p rincipalship

Servant leadership: An urgent style for the current political leadership in South Africa

The aspects of the political leadership in South Africa discussed in this article include, among others, abuse of power, corruption and lack of public accountability. In response to these aspects, the article demonstrates that servant leadership is an urgent style for the current state of political leadership in South Africa. The article discusses key aspects of the current political leadership in South Africa as a point of departure. The article also discusses the theological foundation and key principles of servant leadership in order to apply them to the current state of political leadership in South AfricaUniversity of South AfricaChristian Spirituality, Church History and Missiolog

EMERGING BUSINESSES: THE SOUTH AFRICAN WINE INDUSTRY CASE

Emerging economies such as South Africa, only a few years out of apartheid, have been feeling the strains of socio-political change. While South Africa has experienced political reform, economic reform and access are slow to come. Currently, South Africa is the 7th largest producer of wine in the world. Although this industry is impressive, the apartheid era production practices have caused primarily the European consumers and media to be vocal about this issue. However, this concern has spread to other regions. The South African government and wine industry must respond to the external and internal market pressures and minimize transaction costs. Both entities want to increase wine exports and expand market share, however, given the socio-economic and political climate in the country neither knows how to manage this difficult process which emanates from deeply rooted distrust of groups within the country. Socio-political constraints facing previously disadvantaged groups (PDG) as emerging business owners need to be understood; and, measures which could be undertaken by government and industry need to be identified. The objectives of this research were to identify: institutional constraints and transaction costs faced by PDGs aspiring toward production and leadership roles in the wine industry; ways the government can collaborate with the KWV to build social capital and promote PDG ownership in the wine industry, thus minimizing social conflict; and, identify industry strategies to increase exports and international market share under the "New South Africa" banner. This analysis was based on primary and secondary data and information gathered on site. Several potential solutions were suggested for ways to include PDGs in the South African wine market while minimizing the impact on the market shares of existing producers. It is anticipated that the window of opportunity to increase exports and involve PDG is quite small.Agribusiness,