Abstract
Purpose: Effective leadership embodies the relationship between those who aspire to lead and those who choose to follow. Some argue that what is deemed effective leadership is universal, whilst others judge this to be specific to a cultural context. This study interprets the phenomenon through the lens of multiple Southern African followers. The study asked these followers what competencies made leaders effective. The study also investigated whether these leadership competencies are perceived differently across Southern African cultures.
Research Method: An interpretivist qualitative research approach was employed with a convenience sample of 124 leaders working in the automotive, hospitality and retail sectors in three Southern African countries. Focus group discussions were held with ten groups.
Findings: Eleven competencies of an effective leader were identified in this study. The results indicate that followers in Southern Africa deem similar competencies to be signals of effective leadership. The findings were consistent across the sectors and countries examined in the study. Followers value a human-centred, relational leadership approach.
Recommendations/value: The study proposes a Southern African Leadership Competency Model, which prioritises a relational-human style of leadership. To uncover the potential within the leader-follower relationship, leaders need to understand the desires and expectations of their followers and act in ways that are congruent with the followers’ image of an effective leader.
Managerial implications: Human resource practitioners and leaders can use this Southern African leadership competency model as a practical guide for establishing a more appropriate African leadership style and analysing which competencies need improvement. This will provide benefits to organisations, which will effectively assist leadership in their management practices.