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Influence of African Culture on Leadership

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INTRODUCTION

People of different regions hold different work-related values. Norms and values which form the culture of a people create assumptions and expectations of the leaders. There has been a number of studies to examine the relationship between culture and leadership styles. The literature points to a varied views regarding the universal uniformity or cultural specificity of leadership attributes and effectiveness. Many researchers have argued for a direct impact of culture on leadership styles, arguing that specific cultural traditions and norms are bound to differentiate leadership styles. The leadership profile in a country is strongly influenced by its cultural values. This paper will define culture and will use the Hofstende culture determinants to describe African culture. This will be followed by the expansion of how the determinants of culture influence the leadership style that is experienced in Africa.

Culture is “the collective programming of the mind, which distinguishes the member of one category of people from another” (Geert Hofstende). Other authors have defined culture as the system of shared beliefs, values, customs, behaviours, and artifacts that the members of society use to cope with their world and with one another Determinants of culture as described in the Hofstende model are Collectivism Vs. Individualism, large V small power distance, strong Vs. weak uncertainty avoidance, masculinity v femininity.

The African culture has been described as collectivism where claims of groups, associations, or the state must normally supersede the claims of individuals. The practice makes the group rather than the individual the fundamental unit of political, social, and economic concern. The leadership style influenced by this aspect of culture is that leader’s compromise on the right things to do so that they make their people happy. The

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