African Ubuntu Leadership Style - ANoP Webinar

This document discusses the concept of African leadership style based on the philosophy of Ubuntu. It delves into the principles of effective leadership, professional networking, business development, and community service within the context of African culture and heritage. The document also explores different leadership modes and styles, highlighting the importance of traits such as integrity, collaboration, and cultural awareness in leadership effectiveness. Additionally, it provides insights into the role of leadership competencies and the application of ubuntu leadership style in various professional settings.

1. The Four Pillars of ANoP:
1.Professionalism
2.Networking
3.Business development
4.Community service
Objectives of ANoP:
1)To promote the good professional and business
etiquette in Africa.
2)To advance professional networking and collaborations
between individuals, national and international groups
both in Africa and the world over.
3)To build capacity and broaden competencies in the
various professional careers for network members.
4)To showcase the precious sociocultural heritages of
the African continent.
5)To seek to ultimately fulfill the African professional by
addressing issues that adversely affects their
organization.

2. 24 March 2022

3. Dr MBOULE Andre, Ph.D.
MSc.Eng., MBA, Ph.D.
Short bio
•Dr. Andre Mboule, an Engineer Manager and International Consultant,
is the promoter of the consulting firm KEMT Leaders & Consultants,
Cameroon & South Africa. He has been mainly involved in consulting
and technical assistance activities
•His 38-year general experience cover assignments in various
organizations and institutions in nearly 30 countries in Africa and
Europe in health facilities, Ministries of Health, Ministries of Education,
consulting firms, consulting firms, and international organizations such
as WHO, AfDB, EU, AFD, GIZ, WB, Lux-Dev., etc.
•From 1989 to now, his activities as a lecturer-researcher, mentor of
students' theses, and trainer are conducted within academic
institutions and continuing education programs for senior executives.
•Dr. Mboule is a member of several professional associations at
national and international levels. He has created and moderated
specialized blogs and pages on the Internet, as well as professional
groups such as the “HTM Leaders in Africa” group (90+ members, 30+
countries). As a social entrepreneur, Dr Mboule is the Founder and
President of some community associations.
•Telephone: +237
 699 82 86 71;
Email: [email protected]
•E-mail: [email protected]
•URL: www.mboule-consulting.biz
•LinkedIn: linkedin.com/in/mbouleandresr

5. If you think effective leadership
is expensive,
try bad leadership.
(Mboule (2022), adapted from Foote & Yoder)

6. SUMMARY
What about
leadership?
Ubuntu philosophy,
the African thought
Effectiveness of African
ubuntu leadership style –
Example of area of
application
Leadership modes and
styles –
Bad leadership
The determinants of
ubuntu leadership
style
#UbuntuChampions

7. What about leadership ?

8. LEADERSHIP AS A TALENT
Leadership Competencies (PMBOK)
To be visionary
Have a collaborative spirit
Manage human relations
Communicate
Demonstrate integrity, cultural awareness, among others
Acknowledge merit
Have an ability to learn
Have critical thinking
Ability to build effective teams
01/10/2024
Talent Triangle® (PMI)

9. LEADERSHIP AS A PARADIGM
01/10/2024
Leadership: Relationship, Influence
THE PRIMARY ELEMENTS OF LEADERSHIP
a process
influence
a context
an objective
“Leadership is a process by which a
individual influences a group of individuals to
achieve a common goal”

10. LEADER
VISION
CONTEXTMEMBERS
LEADERSHIP TRIANGLE
(©Mboulè, A., 2007)
VISION
•The power of the system/triangle
•The spirit that sets the system/triangle
in motion
•The anchor that stabilizes it
•The purpose (“raison d’être”) that
drives it
Leadership: Relationship, Influence
LEADERSHIP AS A PARADIGM

11. 01/10/2024
THE PARADIGM (THE CONCEPTS) OF LEADERSHIP (©Mboule, A., 2007)
Vision
Leader
Members
Context
*LEADERSHIP TRIANGLE*
*Influence*
Goal
Power
Authority
“A LEADER is a person who has a VISION
and who uses his POWER and AUTHORITY to
lead the MEMBERS he INFLUENCES to
achieve the common GOAL in their CONTEXT
of interactions. »
(©Mboule, A., 2007)
Leadership: Relationship, Influence
LEADERSHIP AS A PARADIGM

12. Leadership modes and styles
“in lectures” – Bad leadership

13. 01/10/2024
Leadership Modes
Charismatic leadership
Based on personal magnetism
Transactional leadership
Based on relationships of exchange with
followers, situational reward,
management by exception
Transformational leadership
Based on values and beliefs
Inspire and create a vision

14. Situational leadership
Allows you to analyze the needs of the
situation and then choose the most
appropriate leadership style
Servant leadership
A way to increase the level of service to
individuals and institutions
Leadership level 5
Based on respect for people, the altruism of
the leader, a strong commitment and the
highlighting of the best of employees
Results-based leadership
Leaders focus on attributes and results
Leadership Modes

15. AUTOCRATIC : “Do as I tell you”
 PATERNALISTIC : “If you work, I will help you”
 DEMOCRATIC : "Let's work together"
 COLLEGIATE : “We are all equal”
 LAISSER-FAIRE : “Do what you want”
01/10/2024
Leadership Styles

16. AUTOCRATIC
PATERNALISTIC
DEMOCRATIC
COLLEGIATE
LAISSER-FAIRE
Centralizes
decisions
Commands
Decides
everything
Rebukes
Threatens
Do not delegate
authority
Do not trust
Benevolent and
charitable attitude
Motivates by
reward
Values those who are
submissive
Punishes those who do
not respond to his
expectations
Shows favoritism
Manipulate
employees
Requests and accepts
suggestions
sometimes
Does not promote
teamwork
Delegation of
authority
Trust
Encourages
participation in
decision- making
Acts as a liaison officer
Coordinates
activities
Directs energies
Encourages creativity
and initiative
Discusses with his
members
Each member is a
leader
Based on mutual
support
Importance given
to loyalty ,
friendship and
exchange
Do not like to be
told what to do
Members have
the same
interests,
qualifications, and
skills
Show little interest in
his work
Each member has
their own goals
Has no influence
on the behavior of
their members
Wants to avoid conflicts
and problems
Believes that it is
impossible to get a
good productivity
Never makes a
decision
Blames others
Leadership Styles

17. Leaders who fail to motivate
and reward their team
appropriately
Leaders who lack personality
traits such as honesty and
integrity
Leaders who display
behaviors such as laziness ,
absence , indecision , _
among others
1 3
2

Bad leadership ≠ Good leadership = Effective leadership

Effective leaders, strong leaders, good leaders ≠ Ineffective leaders , weak leaders , bad leaders
Actions
and
attitudes
Bad
leadership
Bad leadership

18. 03
04
05
06
07
08
01
02
Sexual harassment
Intolerance
Ethnic prejudice
Dishonesty
Others…
Disloyalty
Selfishness
Arrogance
“ Corporate killers ”
(“Faces of Evil”)
Bad leadership

19. Inconsistency
1 3
2 4
Ignorance
6
Negative
behaviors
5
Inconstancy
Greed
Rejection of
change
Bad leadership
Causes of
mediocrity in the
life of na
organization

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21. Ubuntu philosophy, the
African thought

22. Ubuntu, a philosophical worldview
Ubuntu, the African philosophy
“Umuntu ngumuntu ngabantu”, that means “a person is a
person through other persons”
The “constructivist nature” of Ubuntu (Bolden, 2014) makes
it a philosophical worldview in academic research, alongside
positivism, post positivism, pragmatism, and constructivism
Ubuntu looks appropriate when a research study would seek
understanding of a phenomenon that influences individuals’
behaviors and professional processes and appears as a
constructed belief to study
01/10/2024

23. •Ubuntu: the African personality
01/10/2024

24. 01/10/2024
Ubuntu: the African personality

25. 01/10/2024
Ubuntu , is recognized as both
the African thought,
the African philosophy and
the basis of the African personality ;
it is also explained as being
the essence of the African spirit
In fact, you find ubuntu in
all African languages ,
if not in
the majority of these languages .
“ Nkonsonkonson ”
( Adinkra symbol )
Ubuntu: the African personality
" Chain link "
Symbol of unity and human relations
A reminder to contribute to the community ,
that there is strength in unity (“United we stand…”)

26. Customs
Beliefs
Usages
Traditionalism
Tradition-based myths: deities,
stories, legends
The same Creator
Relations between men and the
Creator
Relations between people and
creation
Mythology
Community membership
Community well-being
Communalism
Small systems
Indigenous knowledge
Harmony with the
environment
Collective vision in
management
Cooperative
teamwork
1 2
4 3
The African thought of management
* Foundations *

27. The determinants of ubuntu
leadership style
01/10/2024

28. Trust Empowerment Collectivist mentality
Conflict resolution
Acknowledgement
of another
Collaboration
Reciprocity
Empowerment
Skills building
Teamwork
Non- competitive
environment
Openness
Availability and dedication
to others (“does not feel
threatened ”)
Collaboration/
Reconciliation
Reconciliation,
understanding,
mutual love
The determinants of ubuntu leadership
Ubuntu
spirit in a
team

29. Humanity
between
people :
community spirit,
care, harmony ,
hospitality ,
respect, affection
“Organizational
citizenship”: full
involvement of each
other in the operation of
the organization
Mutual respect.
Participatory
decision
making.
Empathy
between
the leader
and his
team
Personal
relationship
s
1 2 3
The determinants of ubuntu leadership
Ubuntu spirit
in the
organization
–
Organization
with a human
side

30. “ Spirituality is a
moral pillar in
African Leadership ”
Ubuntu moral and
spiritual values
Endorsement of African
leaders in the spiritual world
The organization is a “moral
community” with
a spiritual register
Coherence, interconnection
between members
The determinants of ubuntu leadership
Ubuntu spirit
in the
organization
–
Spiritually-
sensitive
organization

31. Model 3
African Ubuntu
(humanity, human excellence) or
Good African leadership Model 2
Skills-related leadership Model 1
Action-centered leadership
or on
the functional approach
+ Collective values
- Common relations
- Collective empowerment
- Consensual decision making
- Power sharing
- Cooperative participation
- Unanimous democracy
- Solidarity
+ Individual values
- Feeling of friendliness
- Think like a "we"
- Pride in collective achievements
- Share a way of life
+ Individual values
- Achieve the well-being of all beings
- Friendly
- Act for the common good
- Care
- Serve the community
- Commitment to the good of the
community
- Transparency
- Trust
- Listening skills
- Knowledge of acceptable behavior
Comparison of of 3 Leadership Role Models
+ Technical skills
- Methods
- Processes
- Procedures
- Techniques
- Specific capacity
+ Interpersonal skills (social skills)
- Human behavior
- Interpersonal processes
- Attitudes
- Ability to understand feelings
- Empathy
- Social sensitivity
+ Interpersonal skills (social skills)
- Speech fluency
- Persuasion
- Tact
- Diplomacy
+ Conceptual skills
(cognitive skills)
- Analytical ability
- Logical thinking
- Concept design
- Creativity
- Anticipation
- Inductive and deductive reasoning
+ Administrative skills
- as defined in model 1
+ Administrative skills
- Definition of the tasks
- Planning
- Reporting
- Control
- Evaluation
- Motivation
- Organization
- Serve as an example

32. Effectiveness of African
ubuntu leadership style

33. Achievement / attainment of
objectives
Flexible internal processes
( group coherence, satisfaction of team
members , … )
External adaptability
(ability to change,…)
Organizational context
Gender
National culture
Team members
Tasks
“Classic ” Modes
of Leadership
Full-Range Leadership
Theory - Universal
The determinants of leadership effectiveness
FRLT= TAL+TFL

34. A COMMON TARGET
Agrees on a common target (definition of the task and the objectives to be
achieved).
THE ROLES
OF EACH ONE
THE LINKS BETWEEN
THE MEMBERS
Develops links
between its
members , seeks to
develop coherence
(gives feedback).
ANALYSIS
A GOOD ORGANIZATION
Develops a good organization and regularly asks questions about it (self-assessment and search for solutions)
An effective team:
characteristics
THE STRENTHS
OF EACH ONE
THE OPERATING
RULES
Clearly defines the
roles of each one
(related to the task and
the organization).
Use each other's
strengths (skills)
Establishes operating
rules (group standards)
in line with the needs of
the group

35. Education
Culture
Values
Emotional quotient
Identify
Personality
of the leader
Human
relationships
Determinants of “ African ubuntu” leadership effectiveness (Mboule, A., 2020)
Interpersonal
relationships
Recognition of the
other
Respect for others
Reproduction
Team of co-
leaders
Succession
Multiplication of
leaders
Renewal
Transformation
Change
Transition
Evolution
Development
Training
Intellectual
stimulation
New paradigms
New behaviors
Coaching
Mentoring
Accompaniement
Tutoring
Advice
Sponsorship

36. Area of application of African ubuntu leadership style -
Example

37. Improving BME/HTM Professionals in Africa
01 04
HAA OBJECTIVE 01
- Revive BME dormant
Associations, e.g. South Africa,
Cameroon – Tackle the
challenges
HAA OBJECTIVES 04
- Create an African Federation
accredited by WHO and AU –
Identify the steps
02 05
HAA OBJECTIVE 02
- Stimulate the creation of
national associations –
Differentiating BME, CE, HTM,
HTA?
HAA OBJECTIVE 05
- Create a Pan-African Institute
on BME/CE/HTM – for the
specific training needs
03 06
HAA OBJECTIVE 03
- Register BME/HTM associations
with regulatory bodies
HAA OBJECTIVE 06
- Put together professionals
from academia, public sector,
private sector
HTM Agenda for Africa: OBJECTIVES
Together for a healthier world
Mboule, A. (October 2021) – Africa Health Conference 2021

38. CONCLUSIONS AND PROSPECTS
01/10/2024
If a leader manages his team like a village
where everyone is part of the solution, where everyone is
valuable and valued,
this leader will receive in return loyalty and quality work .
The leader will have the support of every member of the team.
The team will gradually transform into “ a family. »

39. CONCLUSIONS AND PROSPECTS
In order to adopt the ubuntu leadership principles ,
you have to start by changing your mindset to anchor it to the
principles of ubuntu;
you have to see yourself first as a member of a community before
seeing yourself as a facilitator instead of a team leader.
Facilitation, consultation, coordination and promotion
must be the key elements that guide interventions.
01/10/2024

40. CONCLUSIONS AND PROSPECTS
Successes and failures must be the responsibility of the whole
team as well as the possible solutions to overcome failures.
Humility must be one of the main features of the ubuntu leader .
The ubuntu leader must do advocacy work to change the vision,
mission, and values of the company and embrace the principles of
ubuntu.
01/10/2024

41. CONCLUSIONS AND PROSPECTS
Ubuntu is undoubtedly the foundation of the African
heritage in modern management thinking , because it helps to
improve the management of people and human relations.
“ Ubuntu will show a way to work together and create a diversified
mentality (“rainbow”) in our organizations ; a mentality
characterized by a high degree of cultural, racial, religious, tribal
and political tolerance.” ( Karsten & Illa , 2001)
01/10/2024

42. 01/10/2024

43. 01/10/2024
#UbuntuChampions

44. REFERENCES
Amaizo , YE (2012). Ubuntu: "I am because we are", Radio Africa number 1, Found on
www.amaizo.info
Bodiat , A. (2017). Ubuntu for project managers. Louder than ten. Retrieved on February 20, 2018
from https://louderthanten.com/coax/ubuntu-forproject-managers
Bolden, R. (2014). Ubuntu, In David Coghlan and Mary Brydon-Miller (Eds), Encyclopedia of Action
Research, London: Sage Publications
Neo (2014). From Ubuntu to NOFI: The philosophy of African-style communitarianism, Build Africa ,
Found on http://immigrechoisi.com/ubuntu-philosophie- africaine -noir- communautarisme /4779/
Hailey, J. ( November 2008). Ubuntu: A literature review. A paper prepared for the Tutu Foundation,
London: City University.
Jolley, DR (Spring 2011). Ubuntu: A person is a person through other persons , Master's Degree Thesis,
Utah: Southern Utah University
Karsten, L. & Illa , H. (2001). Ubuntu as a management concept, Quest , Vol. XV, No. 1-2, pp. 91-112
01/10/2024

45. REFERENCES
01/10/2024
Kelly, C. (2015). How the Ubuntu philosophy can have a positive impact on your business. Retrieved February 27, 2018
from https://www.virgin.com/virgin-unite/business-innovation/how-ubuntu-philosophy-can-have-positiveimpact-
your-business
Koulayan , N. (2008). Globalization and dialogue between cultures, Hermès 51, pp. 183-187.
Mangena, F. (2011). Ethical Leadership in post-colonial Zimbabwe: Insights, Challenges and Remedies, Africana , Vol.
5, No. 3, p. 100-125.
Nelson, B. & Lundin, S. (2010). Ubuntu: An inspiring story about an African tradition of teamwork and collaboration . New
York, NY: Crown Publishing Group
Nkomo, SM (March 2006). Images of African Leadership and Management in Organization Studies: Tensions,
Contradictions and Re-visions, Inaugural Lecture , Pretoria: University of South Africa
Project Management Institute (PMI) (2021). Guide to the Project Management Body of Knowledge (PMBOK Guide), 7th
ed. , Pennsylvania : PMI.
Ramose, MB (1999). African philosophy through ubuntu . San Francisco, CA: Mond Books
Sigger , DS, Polak , BM, & Pennink , BJW (July 2010). “Ubuntu” or “Humanness” as a management concept, Based on
empirical results from Tanzania, CDS Research Report , No. 29.

46. Dr MBOULE Andre, Ph.D.
KEMT Leaders & Consultants – HTM Leaders In Africa
P.O. Box 25096 - Yaounde - Cameroon
[phone] - [email protected]
Thank you!
#ubuntu
Together for a healthier world