The Customary Anatomy of the Traditional Governance of the Bafokeng Traditional Community: The Implications of the Constitutional Recognition of Hereditary Headmanship

The institution of the hereditary headmanship of the Bafokeng traditional community in the North West Province, South Africa has been in existence from time immemorial. It survived the calamities and vicissitudes of both the colonial and the apartheid regimes. The question asked here is whether the hereditary headmanship is relevant in the new constitutional dispensation or, to put the question differently, whether this customary practice is in line with the dictates and ethos of the Constitution of the Republic of South Africa, 1996 (the Constitution). This article asserts that the customary practice of hereditary headmanship of Bafokeng is still apposite and fitting in the new South Africa. In particular, it is in accord with the Constitution, as is the customary practice of the Cala community in the Eastern Cape, which requires its headmen to be elected by members of the community from time to time

Father Contact Following Union Dissolution for Low-Income Children in Urban South Africa

Black fathers in South Africa face enormous challenges remaining involved in their children's lives as a result of very high levels of unemployment and union instability. We use data from the Birth to Twenty (Bt20) cohort study to describe trajectories of father contact in the lives of children who have experienced a parental union dissolution and examine the influence of life stage of child at time of union dissolution and mother's entry into new union on nonresidential contact with fathers. We find that, in the first 5 years after dissolution (1) children who were in the 3 to 5 life stage at time of dissolution face substantially higher odds of having no contact compared with those who were in the 0 to 2 group and (2) children who were in the 6 to 11 group experienced lower odds of intermittent contact. Mother's entry into a new union increases the odds of having no and intermittent contact.

New Generation Leadership: Looking After Tomorrow

This chapter looks forward, asking how to envision a social work we need for the twenty-first century. It challenges easy notions of succession, mentoring and leadership preparation by proposing a tension between innovation and simply being guided by what has gone before. What types of leaders do we need to navigate complex futures? Will their skill sets and competencies need to be different, and how do we prepare them for next generation leadership? How can today’s leaders exercise generosity of spirit in facilitating this transition, creating space and crafting enabling environments that foster such development? The authors argue for ethical leadership in the profession that guides new ways of thinking about and enabling a distinctive approach for new generation leadership in social work education, practice and research