FACULTY OF SOCIAL SCIENCES

DEPARTMENT OF PUBLIC MANAGEMENT AND LEADERSHIP

NAME : Learnmore Zvokuomba

REG NUMBER : R166810X
MODE OF ENTRY : CONVENTIONAL
LECTURER : DR Haurovi
LEVEL : 1:1
MODULE Code : MPML 702

Question.
(a) Conceptualize leadership from global, regional and local perspective.
(b) Discuss the trait approach in the development of leaders in the context of
Zimbabwe.
(c) With the aid of practical and recent examples critically analyze the
leadership challenges that are faced in the Zimbabwean leadership context

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CONTENTS PAGE.

1.1 Understanding leadership……………………………………………….3

1.1.1 Leadership globally…………………………………………………….3

1.1.2 Leadership regionally…………………………………………………..4

1.1.3 Leadership in Zimbabwe………………………………………………5

1.2 Trait approach to leadership……………………………………………5

1.3 Leadership challenges……………………………………………………6

S1.3.1 Corruption……………………………………………………………….6

1.3.2 Lack of commitment to ethics……………………………………………7

1.3.3 Lack of accountability……………………………………………………7

1.4 Conclusion…………………………………………………………………7

Reference…………………………………………………………………........8

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1.1 Understanding leadership.

Winston et al (2006) defines a leader as “one or more people who selects, equips, trains, and
influences one or more follower(s) who have diverse gifts, abilities, and skills and focuses the
follower(s) to the organization’s mission and objectives causing the follower(s) to willingly
and enthusiastically expend spiritual, emotional, and physical energy in a concerted
coordinated effort to achieve the organizational mission and objectives” This is also
supported by Benscotter et al (2012) who defined leadership as “a process of individual
influence on a group of individuals aimed at the achievement of individual and or common
goals of the group or the organization” The definitions shows that leadership exists where
there is a relationship[ between two people, the one who is leading and the one who is being
led, in support of this Muteswa (2016) argues that leadership occurs when there is a
relationship between the leader (one who intends to lead) and the people who prefer to follow
(followers). The one who intends to lead however should possess some power and influence
to push or convince the other to follow.

1.1.1 Leadership at globally.

A leader is expected to possess certain qualities in order to influence the followers.

Leadership means different things to different people, its qualities differs with people but
there are some expected leadership qualities that people or followers look up to. A definition
usually depends on the perspectives, personalities, philosophies, values and professions of
those who define it. In the United States of America, Marshal (2013) wrote about George
Washington as a leader who rose through military ranks and possessed some leadership
qualities like toughness, persistence, bravery, and talents for motivation and organization.
Graham Bernstein described George Washington as one who possessed multitude of
leadership competences but the most dominant were integrity and vision. It is through his
visionary leadership that he saw America free from British colonisation and with
determination, bravery persistence and motivation led America to its freedom. It is because of
some outstanding qualities that a leader stands to lead.

Marshal (2013) stated that, Washington’s vision was three fold, firstly he believed the war
must be won no matter what it took. The means that he could stand to his last breath for what
he believed in and this is one characteristic of a strong leader. Secondly, the war was for
independence and liberty thus in his eyes he could see everyone free not only for himself as a
leader. A good leader sacrifices himself for the better good of the people he leads. Thirdly the

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war must result in a republican and constitutional government. More to this, the later posited
that Washington walked his leadership clearly articulating his vision through his words,
actions and appearance inspired his countrymen to extraordinary feats of his request. Other
writers like McCullough described Washington as a terrific person who chose his associates
carefully and instilled confidence in those around him, also described him as a person with
good judgement and prudence and an uncommon valour and now America celebrates its
independence on 14 July and has Washington is considered by many as the father of the
country because of his good leadership.

Masango (2002) says that, the Western world has always viewed the African continent as
plagued by corruption; dictatorship; military coups; rebellious leaders; greediness; misuse of
power; and incompetent, politically unstable leaders - in effect, suspicious leaders who
undermine their own democracies. Eckert (2015) supported this notion by saying There is no
doubt that the need for effective leadership in Africa is high. It is therefore of paramount
importance to note that there are some leaders in Africa who made some remarkable changes
and have left a mark of good leadership. Bolden et al (2005) cited Desmond Tutu,
Archbishop Emeritus of Cape Town “Africans have this thing called UBUNTU. It is about
the essence of being human, it is part of the gift that Africa will give the world. It embraces
hospitality, caring about others, being able to go the extra mile for the sake of others. We
believe that a person is a person through another person, that my humanity is caught up,
bound up, inextricably, with yours.” Eckert (2015) supports this submission, Africa was the
birthplace of Ubuntu, the belief in a universal bond of sharing that connects all humanity.

1.1.2 Leadership regionally.

A good example of leadership in Africa was Nelson Mandela of South Africa, a visionary
leader known for fighting apartheid. Pearce (2013) described him as one who had the
capacity to integrate, motivate, and mobilize others to bring a common aspiration to life
which is what leadership is all about. According to Pietersen it was in Mandela’s
interpersonal leadership to learn the language of his enemies. The later argued that, ”because
he aspired to leadership of the whole nation, this required him to learn to empathize with all
South Africans including those who considered him their enemy” Mandela was quoted saying
As Mandela has observed, “If you talk to a man in a language he understands, that goes to his
head. If you talk to him in his language that goes to his heart.” Thus he went on to learn
Afrikaner history and studied rugby an Afrikaner national sport. This shows that Mandela

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possessed the quality of emotional intelligence as a leader. Eckert (2015) cited Mandela when
he said “A leader is like a shepherd. He stays behind the flock, letting the most nimble go on
ahead, whereupon others follow, not realizing that all along they are being directed from
behind.” This means that he could not lead people to do what he cannot do but he would
participate strongly together with his followers. Mandela was also a leader who would stand
for what he believes even in the face of death. Pietersen said that, “watched the TV broadcast
of Nelson Mandela’s release from prison after 27 years and saw him walk through the crowds
—a tall, upright, and dignified figure. He was driven to Cape Town’s city hall where, before
a rally of thousands of supporters, he made a landmark speech declaring his commitment to
peace and reconciliation” this shows that even after so much trouble he went through because
of what he believed in Mandela continued and thus made him the first South African black
president.

1.1.3 Leadership in Zimbabwe.

More so locally in Zimbabwe there were leaders like Robert Mugabe who presented other
leadership qualities that are described by Ossagie (2008) as ‘disastrous leadership’. Some
would describe him as a liberal leader who transformed to authoritarian leadership style.

Waters (2014) argues that , leadership has objectives and the leadership objectives align
leadership decisions and actions to what the organization believes, stands for, where it wants
to go and how it intends to sustain its long term survival (that is its values, vision, mission
and prosperity). These objectives includes among others, to build and sustain trust with the
organization’s employees and other stakeholders by practicing real care for their wellbeing,
concerns, suggestions and growth. Another objective by Covey (2015) is to clarify purpose of
the organization or responsibilities by communicating the vision, establishing mutual
agreement, motivating employees, thinking strategically and providing adequate resources, to
identify, grow and nurture talent through promoting skills development, career growth,
managing performance and engaging employees, and Harvard Business school (2015) gives
one objective which is to lead in a strategic, organized and uncompromised way through
situations involving conflict.

1.2 Trait approach to leadership.

Hartono (2020) argues that, the traits approach tries to understand leadership based on the
belief that good leaders have "innate characteristics" from birth, both concerning physical and
personality traits. The trait theory of leadership analyses traits such as mental, physical, and

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social characteristics of leaders. These traits are not responsible solely to identify whether a
person will be a successful leader or not, but they are essentially seen as preconditions that
endow people with leadership potential. The later added that, he traits of leadership theory is
a view or opinion that says that the effectiveness of a leader is largely determined by the traits
or characters possessed by the leader. The theory of traits is made based on observing the
characteristics or characteristics of many leaders, both successful and unsuccessful leaders.
Robbins et al (2007) identifies individuals such as Margaret Thatcher and Nelson Mandela as
charismatic, passionate, and courageous leaders. Hoy et al. (2008) states that effective
leadership can be formed from the control of personal traits such as the level of enthusiasm
(energy); self-confidence; stress resistance; emotional maturity; integrity; extroversion;
motivation; lead orientation; the need for strong achievers; self-efficacy; interpersonal skills;
cognitive; and conceptual abilities.

The trait theory of leadership analyzes traits such as mental, physical, and social characteristics
of leaders. The trait theory of leadership argues that leaders can become more successful by
developing and learning those key traits

1.3 Leadership challenges in Zimbabwe

Bhebhe et al (2019) conducted a survey at a Rural Electrification Agency (REA) and the
challenges which were identified from the interviews conducted were around bureaucracy
within REA, corruption, nepotism, abuse of power, lack of accountability, lack of concern for
employees, lack of vision, poor communication and too wide span of control. These are only
a few amongst many that were identified. The above picked leadership challenges are the
main challenges faced in context of Zimbabwe.

1.3.1 Corruption.

Mutema (2016) forwased that in terms of corruption, Zimbabwe is among the most corrupt
countries globally. In 2007, Zimbabwe ranked number 166 out of 180 countries in terms of
occurrence of corruption (Habtemichael, 2009:176). In 2012, out of the 176 countries that
were assessed, Zimbabwe ranked number 163. Number 176 is the most corrupt
(Transparency International, 2012:4). The 2014 Transparency International ranking scaled
Zimbabwe at 156 out 175 countries. The leadership corrupt scandals include inter alia, the
scandals include, among others, the War Victims Fund scandal of 1980s and 1990s, the

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Willowvale scandal of 1988, the Very Important Persons (VIP) Housing scandal, the Kondozi
Estate looting, The Zimbabwe United Passenger Company scandal, the Grain Marketing
Board (GMB) scandal, the Harare International Airport extension scandal. Mutema (2016)
argues that, what is worrisome about these scandals is that the majority of the cases were not
investigated and of those investigated culprits were not prosecuted. Failure to investigate and
prosecute culprits of corruption worsens the scourge of corruption (Anti- Corruption Trust of
Southern Africa, 2012:43). This is enough evidence that there is scarcity of leadership in
Zimbabwe.

1.3.2 Lack of leadership commitment to ethics.

Mutema (20160 identified lack of leadership commitment to ethics as one of the leadership
challenges in Zimbabwe. Evidence from Gweru city council show that, there is substantiated
lack of exemplary leadership among elected leaders. In confirmation, the informant who
represented Residents and Ratepayers responded as follows: “Councillors who served the
period between 2008 and 2013 did not lead by example. For example, in 2011 one of the
councillors bought a council stand using the Zimbabwean dollar currency which was no
longer in circulation and another councillor who set in the Finance Committee bought a
council truck for $ 7.00. These two elected officials abused their offices to acquire council
property cheaply, putting their interests first ahead of public interests. Contrary personal
interests should be subordinated to public interests”. Dewa et al (2014) confirmed and
documented a report that an extreme case of corruption is that of a councillor who bought a
GCC car for $7.00. This shows that leaders in Zimbabwe are not committed to being
exemplary, ethically for curbing corruption instead they are the ones who are leading in
corruption practices.

1.3.3 Lack of accountability.

Mutema (2016) shows evidence from the probe team report on the investigation into alleged
fraud and corruption at Zvishavane Town Council involving the council chairperson reveals
the ineffectiveness of the committee system as an accountability tool. The probe team report
reveals that the council chairperson was the dominant figure and no one in council could
oppose him. An interview with one of the top managers revealed that none of the councillors
who served the 2008 to 2013 term of office were re-elected in 2013. The interview with the
residents and ratepayers’ association representative disclosed that the councillors were not re-

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elected because of corruption and poor service delivery. The voting out of all councillors who
served during the 2008 term shows the effectiveness of elections as an accountability tool.

1.4 Conclusion.

The discourse above has given a clear understanding of leadership in a global, regional and
local perspective. More so the challenges of leadership with specificity to Zimbabwean
context roin the public sect

Reference list.

Bruce E. Winston, Kathleen Patterson (2006), International Journal of Leadership Studies,

Vol. 1 Iss. 2, 2006, pp. 6-66 © 2006 School of Leadership Studies, Regent University
ISSN 1554-3145

Dewa, D.,Dziva,C. and Mukwashi,K. (2014) Exploring Local Governance Challenges in

Zimbabwe under the Government of Unity Era and Beyond, International Journal of
Political Science and Development,Vol.2,No.8 (188-196).

Frank Covey Inc (2015), Leadership: Great Leaders, Great Teams, Great Results for the
Public Sector.[Online]Available:http://www.franklincovey.com/tc/solutions/leadership-
solutions/leadership-greatleaders-great-teams-great-results-for-the-public-
sector/objectives (November 22, 2015).

Mutema, E. P (2016), Governance and Ethics Architectire – A study of five urban local
authorities in Zimbabwe: Faculty of social sciences, Midlands state university

Walters,C.(2014),3BasicLeadershipObjectives.[Online]
Available:https://www.linkedin.com/pulse/20140926111139-35845630-the-3-basic-
objectives-of-a-leader (December 16, 2015).

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