Leadership in Uganda, Barbados, Canada and the USA: exploratory perspectives

Terri R. Lituchy, David Ford and Betty Jane Punnett

African Journal of Economic and Management Studies, 2013, vol. 4, issue 2, 201-222

Abstract: Purpose - The purpose of this paper is to consider effective leadership in Africa and the African diaspora. This paper reports the results of emic research in Uganda, Barbados, Canada and the USA. Design/methodology/approach - A Delphi technique using open‐ended questions solicited ideas regarding leadership from knowledgeable participants, avoiding researcher bias. Findings - There were differences among the groups on several attributes that made leaders effective. Ugandans suggested a good leader was “honest and trustworthy”; Canadians and respondents from the USA said “being inspirational/charismatic” Barbadians cited “being a visionary”. Research limitations/implications - Having data for only one African country and the small sample sizes from all countries limit the generalizability of the findings. The results do, however, provide a base of knowledge on which to build future studies on Africa and the diaspora. Originality/value - The emic approach overcomes the western bias identified by scholars in most African research. Similarities and differences identified provide evidence of the importance of culture in effective leadership. The results provide a basis for developing further research studies.

Keywords: Uganda; Africa; Leadership; National cultures; Management studies; Research work; Effective leadership; Diaspora; International human resource management (search for similar items in EconPapers)
Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:eme:ajemsp:v:4:y:2013:i:2:p:201-222

DOI: 10.1108/AJEMS-May-2012-0030

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