Leadership development process maturity: An Afrocentric versus Eurocentric perspective

Abstract

Orientation: Organisations continuously find it a challenge to focus on the right areas that would result in successful and effective leadership development. This article reports on a comprehensive study to identify the leadership development process maturity areas fit for Southern Africa. Research purpose: This article aims to identify and report on Eurocentric and Afrocentric leadership development process maturity areas and assess how these are similar or different. Motivation for the study: This study was conducted to help enhance the understanding of which Eurocentric and Afrocentric leadership development areas, organisations, especially in Southern Africa, need to focus on in support of a mature leadership development process. Research approach: A qualitative, deductive approach was adopted, which included an extensive, in-depth literature review, followed by in-depth, semi-structured interviews with Southern African leadership development expert panel members. Main findings: A complementary, inclusive and comprehensive list of 125 leadership development process maturity areas was developed within the Southern African context, which could be used by leadership development practitioners as a guide to focus their resources and leadership development efforts. It also functions as a new foundation for future leadership development research. Practical implications: Southern African organisations should focus more on what works in this geographical context to ensure that focused leadership development interventions are implemented, resulting in a higher return on leadership development investment. Contribution and value-added: This article contributes to the leadership development body of knowledge, specifically relating to the maturity of this process within the Southern African context.

Keywords

• leadership development
• process
• maturity areas
• southern africa
• afrocentric
• eurocentric