Ubuntu Leadership in Organisational Contexts: A Review of the Literature and Suggestions for Further Research

Kerryn Powell; Anton Grobler

doi:10.25159/1998-8125/19704

Authors

Kerryn Powell UNISA Graduate School of Business Leadership https://orcid.org/0000-0003-2676-8678
Anton Grobler University of South Africa https://orcid.org/0000-0003-3017-3247

DOI:

https://doi.org/10.25159/1998-8125/19704

Keywords:

African leadership, Afrocentric leadership, Ubuntu leadership, organisational Ubuntu

Abstract

Purpose: This study investigates how Ubuntu leadership has been portrayed within organisational contexts using a systematic literature review methodology to synthesise the literature in a thorough and transparent manner.

Design/methodology/approach: A computerised search of eight databases was conducted for peer-reviewed theoretical and empirical studies within organisational contexts, published from 1994 over a 25-year period, using the keywords “Ubuntu,” “African,” “Afrocentric,” “relational leadership or management,” and “cultural leadership or management in Africa.” A decision tree was applied revealing 74 articles for review, classification, and analysis.

Findings: Results reveal a lack of robust empirical studies while academic interest in Ubuntu leadership within organisational contexts is growing. In addition, researchers are calling for blended leadership approaches in Africa given that Ubuntu leadership within organisational contexts is regarded as relational, participatory, and values-based.

Research implications: This article contributes to the development of organisational Ubuntu leadership theory and practice as well as providing further direction for developing this leadership construct through a clearer picture of the state of this field of research.

Originality/value: The study offers a unique systematic review of literature on Ubuntu in organisational leadership contexts over a 25-year period, providing a robust foundation and roadmap to extend Ubuntu leadership theory.

References

Asamoah, K., and E. Yeboah-Assiamah. 2019. “‘Ubuntu Philosophy’ for Public Leadership and Governance Praxis: Revisiting the Ethos of Africa’s Collectivism.” Journal of Global Responsibility 10 (4): 307–321. https://doi.org/10.1108/JGR-01-2019-0008.

Bagire, V., J. Byarugaba, and J. Kyogabiirwe. 2015. “Organizational Meetings: Management and Benefits.” Journal of Management Development 34 (8): 960–72. https://doi.org/10.1108/JMD-03-2014-0023.

Bertsch, A. 2012. “Updating American Leadership Practices by Exploring the African Philosophy of Ubuntu.” Journal of Leadership, Accountability and Ethics 9 (1): 81–97.

Bolden, R., and P. Kirk. 2009. “African Leadership: Surfacing New Understandings through Leadership Development.” International Journal of Cross Cultural Management 9 (1): 69–86. https://doi.org/10.1177/1470595808101156.

Brubaker, L. 2013. “Servant Leadership, Ubuntu, and Leader Effectiveness in Rwanda.” Emerging Leadership Journeys 6 (1): 114–33.

Chetty, K., and G. Price. 2024. “Ubuntu Leadership as a Predictor of Employee Engagement: A South African Study.” SA Journal of Human Resource Management / SA Tydskrif vir Menslikehulpbronbestuur 22 (0): a2462. https://doi.org/10.4102/sajhrm.v22i0.2462.

Dinh, J. E., R. G. Lord, W. L. Gardner, J. D. Meuser, R. C. Liden, and J. Hu. 2014. “Leadership Theory and Research in the New Millennium: Current Theoretical Trends and Changing Perspectives.” The Leadership Quarterly 25 (1): 36–62. https://doi.org/10.1016/j.leaqua.2013.11.005.

Elonga Mboyo, J. P. E. 2019. “Reimagining Ubuntu in Schools: A Perspective from Two Primary School Leaders in the Democratic Republic of Congo.” Educational Management Administration and Leadership 47 (2): 206–23. https://doi.org/10.1177/1741143217728085.

Eustace, A., and N. Martins. 2014. “The Role of Leadership in Shaping Organisational Climate: An Example from the Fast Moving Consumer Goods Industry.” SA Journal of Industrial Psychology 40 (1): 1–14. https://doi.org/10.4102/sajip.v40i1.1112.

Evans, W. R., R. F. Littrell, N. H. Lamb, and B. Kirkman. 2021. “Examining Leadership Preferences of Working Adults in Ghana, Kenya, and Zambia.” Africa Journal of Management 7 (3): 375–99. https://doi.org/10.1080/23322373.2021.1927447.

Gardner, W. L., K. B. Lowe, T. W. Moss, K. T. Mahoney, and C. C. Cogliser. 2010. “Scholarly Leadership of the Study of Leadership: A Review of The Leadership Quarterly’s Second Decade, 2000–2009.” The Leadership Quarterly 21 (6): 922–58. https://doi.org/10.1016/j.leaqua.2010.10.003.

Gardner, W. L., C. C. Cogliser, K. M. Davis, and M. P. Dickens. 2011. “Authentic Leadership: A Review of the Literature and Research Agenda.” Leadership Quarterly 22 (6): 1120–45. https://doi.org/10.1016/j.leaqua.2011.09.007.

Geldenhuys, C. A., and T. H. Veldsman. 2011. “A Change Navigation-Based, Scenario Planning Process within a Developing World Context from an Afro-Centric Leadership Perspective.” SA Journal of Human Resource Management 9 (1): 1–17. https://doi.org/10.4102/sajhrm.v9i1.265.

Grobler, A., and W. Koen. 2024. “Conceptualising Responsible Leadership in South Africa: An Interactive Qualitative Analysis.” South African Journal of Business Management 55 (1): a4338. https://doi.org/10.4102/sajbm.v55i1.4338.

Grobler, A., and K. Sibanda. 2024. “The Development and Validation of a Spiritual Leadership Scale within the South African Context.” SA Journal of Industrial Psychology / SA Tydskrif vir Bedryfsielkunde 50 (0): a2098. https://doi.org/10.4102/sajip.v50i0.2098.

Grobler, A., and M. Singh. 2018. “Leadership in Southern Africa – A Regional Afrocentric Hierarchical Taxonomy.” Insight on Africa 10 (2): 1–25. https://doi.org/10.1177/0975087818772236.

Grobler, A., S. Grobler, and R. Mathafena. 2019. “Measurement of the Perceptions of Human Resource Practices in a Seemingly Collectivistic Culture.” SA Journal of Human Resource Management 17: 1–11. https://doi.org/10.4102/sajhrm.v17i0.1069.

Higgins, J. P. T., J. Thomas, J. Chandler, M. Cumpston, T. Li, M. J. Page, and V. A. Welch, eds. 2019. Cochrane Handbook for Systematic Reviews of Interventions. 2nd ed. Wiley-Blackwell. https://doi.org/10.1002/9781119536604.

Hofstede, G. 1984. “Cultural Dimensions in Management and Planning.” Asia Pacific Journal of Management 1 (2): 81–99. https://doi.org/10.1007/BF01733682.

Iwowo, V. 2015. “Leadership in Africa: Rethinking Development.” Personnel Review 44 (3): 408–29. https://doi.org/10.1108/PR-07-2013-0128.

Jackson, T. 1999. “Managing Change in South Africa: Developing People and Organisations.” International Journal of Human Resource Management 10 (2): 306–26. https://doi.org/10.1080/095851999340576.

Karikari, E., and C. Brown. 2018. “Sensemaking in Turbulent Contexts: African Student Leadership in a Postcolonial Context.” Communication Studies 69 (4): 439–52. https://doi.org/10.1080/10510974.2018.1472126.

Karsten, L., and H. Illa. 2005. “Ubuntu as a Key African Management Concept: Contextual Background and Practical Insights for Knowledge Application.” Journal of Managerial Psychology 20 (7): 607–20. https://doi.org/10.1108/02683940510623416.

Khomba, J. K., F. N. S. Vermaak, and D. G. Gouws. 2011. “Redesigning an Innovation Section of the Balanced Scorecard Model: An African Perspective.” Southern African Business Review 15 (3): 1–20.

Lerutla, M., and R. Steyn. 2021. “African Business Leadership: Perspectives from Aspiring Young Leaders.” SA Journal of Human Resource Management 19: a1467. https://doi.org/10.4102/sajhrm.v19i0.1467.

Lerutla, M., and R. Steyn. 2022. “Distinct Leadership Styles and Differential Effectiveness across Culture: An Analysis of South African Business Leaders.” SA Journal of Human Resource Management 20: a1957. https://doi.org/10.4102/sajhrm.v20i0.1957.

Mabasa, T., and C. Eresia-Eke. 2018. “Prevalent Leadership Styles of Black Top-Managers in South African State-Owned Enterprises (SOEs).” African Journal of Public Affairs 10 (4): 1–20.

Mamman, A., and H. B. Zakaria. 2016. “Spirituality and Ubuntu as the Foundation for Building African Institutions, Organisations and Leaders.” Journal of Management, Spirituality & Religion 13 (3): 246–65. https://doi.org/10.1080/14766086.2016.1159976.

Mangaliso, M. P. 2001. “Building Competitive Advantage from Ubuntu: Management Lessons from South Africa.” Academy of Management Executive 15 (3): 23–33. https://doi.org/10.5465/ame.2001.5229453.

Mangaliso, M. P., N. A. Mangaliso, L. Z. Ndanga, and H. Jean-Denis. 2021. “Contextualizing Organizational Change Management in Africa: Incorporating the Core Values of Ubuntu.” Journal of African Business 23 (4): 1029–48. https://doi.org/10.1080/15228916.2021.1984817.

Mayer, C.-H., S. Surtee, and J. Mahadevan. 2018. “South African Women Leaders, Transformation and Diversity Conflict Intersections.” Journal of Organizational Change Management 31 (4): 877–94. https://doi.org/10.1108/JOCM-10-2016-0196.

Mbigi, L. 1997. Ubuntu: The African Dream in Management. Knowledge Resources.

Mbigi, L., and J. Maree. 2005. Ubuntu: The Spirit of African Transformation Management. Knowres Publishing.

Mitiku, A. A., A. Hondeghem, and S. Troupin. 2017. “Administrative Leadership: Understanding the Preferred Leadership Roles of Ethiopian Civil Service Managers.” African Journal of Economic and Management Studies 8 (3): 366–94. https://doi.org/10.1108/AJEMS-06-2016-0093.

Mogadime, D., P. Mentz, D. E. Armstrong, and B. Holtam. 2010. “Constructing Self as Leader: Case Studies of Women Who Are Change Agents in South Africa.” Urban Education 45 (6): 797–821. https://doi.org/10.1177/0042085910384203.

Molose, T., P. Thomas, and G. Goldman. 2019. “A Qualitative Approach to Developing Measurement Scales for the Concept of Ubuntu.” Acta Commercii 19 (1): a692. https://doi.org/10.4102/ac.v19i1.692.

Muller, R. J., E. E. Smith, and R. Lillah. 2019. “Perceptions Regarding the Impact of Ubuntu and Servant Leadership on Employee Engagement in the Workplace.” Journal of Contemporary Management 16 (1): 20–51. https://doi.org/10.35683/jcm17104.0004.

Naicker, I. 2015. “School Principals Enacting the Values of Ubuntu in School Leadership: The Voices of Teachers.” Studies of Tribes and Tribals 13 (1): 1–9. https://doi.org/10.1080/0972639X.2015.11886706.

Naidoo, B., and J. Perumal. 2014. “Female Principals Leading at Disadvantaged Schools in Johannesburg, South Africa.” Educational Management Administration & Leadership 42 (6): 808–24. https://doi.org/10.1177/1741143214543202.

Naidoo, G. 2005. “A Transformative African Leadership and Governance Framework to Improve Public Service Delivery in South Africa.” Journal of Public Administration 10 (1): 102–17.

Ngunjiri, F. W. 2016. “‘I Am Because We Are’: Exploring Women’s Leadership Under an Ubuntu Worldview.” Advances in Developing Human Resources 18 (2): 223–42. https://doi.org/10.1177/1523422316641416.

Nkomo, S. M., and D. Kriek. 2011. “Leading Organisational Change in the ‘New’ South Africa.” Journal of Occupational and Organizational Psychology 84 (3): 453–70. https://doi.org/10.1111/j.2044-8325.2011.02020.x.

Nwaila, G. T., J. E. Bourdeau, S. E. Zhang, N. Chipangamate, I. Valodia, M. A. Mahboob, T. Lehohla, et al. 2024. “A Systematic Framework for Compilation of Critical Raw Material Lists and Their Importance for South Africa.” Resources Policy 93: 105045. https://doi.org/10.1016/j.resourpol.2024.105045.

Nwagbara, U. 2011. “Leading a Postmodern African Organisation: Towards a Model of Prospective Commitment.” Journal of Economics and Business 4 (2): 75–92.

Osa, E. A. 2019. “Tradocratic Leadership Style and Its Imperative for African Development: Towards a Theory of Leadership for Africa.” Unilag Journal of Humanities 7 (1): 139–51.

Ouedraogo, N. S., and J. M. M. Kilolo. 2024. “Africa’s Critical Minerals Can Power the Global Low-Carbon Transition.” Progress in Energy 6 (3): 033004. https://doi.org/10.1088/2516-1083/ad46da.

Page, M. J., J. E. McKenzie, P. M. Bossuyt, I. Boutron, T. C. Hoffmann, C. D. Mulrow, and D. Moher. 2021. “The PRISMA 2020 Statement: An Updated Guideline for Reporting Systematic Reviews.” BMJ 372: n71. https://doi.org/10.1136/bmj.n71.

Penceliah, Y., and E. N. J. Mathe. 2007. “Afrocentric versus Eurocentric Leadership: Towards an Appropriate Style for Organisational Effectiveness.” Journal of Public Administration 42 (2): 149–59.

Puplampu, B. B. 2010. “Leadership as Engagement, Leadership as System Development: A Contextualised Ghanaian Study.” European Business Review 22 (6): 624–51. https://doi.org/10.1108/09555341011082925.

Sachikonye, C., and R. Ramlogan. 2024. “A Meta-Theory of Ubuntu: Implications for Responsible Leadership in Africa.” South African Journal of Business Management 55 (1): a4342. https://doi.org/10.4102/sajbm.v55i1.4342.

Scandura, T. A., and E. A. Williams. 2000. “Research Methodology in Management: Current Practices, Trends, and Implications for Future Research.” Academy of Management Journal 43 (5): 1248–64. https://doi.org/10.2307/1556348.

Sebola, M. P. 2014. “Ethics in the South African Public Service: A Paradox of Culture, Politics and Ethics in the World of Work.” Journal of Social Sciences 40 (3): 295–304. https://doi.org/10.1080/09718923.2014.11893325.

Setlhodi, I. I. 2019. “Ubuntu Leadership: An African Panacea for Improving School Performance.” Africa Education Review 16 (2): 126–42. https://doi.org/10.1080/18146627.2018.1464885.

Shrivastava, S., C. Selvarajah, D. Meyer, and N. Dorasamy. 2014. “Exploring Excellence in Leadership Perceptions amongst South African Managers.” Human Resource Development International 17 (1): 47–66. https://doi.org/10.1080/13678868.2013.857510.

Sibanda K., and A. Grobler. 2023. “Spiritual Leadership within the Ambit of African Management Philosophies Using Interactive Qualitative Analysis.” Acta Commercii 23 (1): a1069. https://doi.org/10.4102/ac.v23i1.1069.

Steenkamp, H., and R. Rensburg. 2018. “Utilising an Ubuntu-Centred Communication Management Framework to Analyse CSR Messages on SNSS.” Communicatio 44 (3): 17–40. https://doi.org/10.1080/02500167.2018.1541914.

Tauetsile, J. 2021. “Employee Engagement in Non-Western Contexts: The Link Between Social Resources, Ubuntu and Employee Engagement.” International Journal of Cross-Cultural Management 21 (2): 245–59. https://doi.org/10.1177/14705958211007874.

Tranfield, D., D. Denyer, and P. Smart. 2003. “Towards a Methodology for Developing Evidence-Informed Management Knowledge by Means of Systematic Review.” British Journal of Management 14 (3): 207–22. https://doi.org/10.1111/1467-8551.00375.

Walumbwa, F. O., B. J. Avolio, and S. Aryee. 2011. “Leadership and Management Research in Africa: A Synthesis and Suggestions for Future Research.” Journal of Occupational and Organizational Psychology 84 (3): 425–39. https://doi.org/10.1111/j.2044-8325.2011.02034.x.

West, A. 2014. “Ubuntu and Business Ethics: Problems, Perspectives and Prospects.” Journal of Business Ethics 121 (1): 47–61. https://doi.org/10.1007/s10551-013-1669-3.

Zondo, R. D. 2022. “The Ubuntu and Batho Pele Principles: The Two Overarching South African Concepts for Business and Management Application.” In Responsible Management in Africa, Volume 1: Traditions of Principled Entrepreneurship, edited by K. Ogunyemi, O. Ogunyemi, and A. Anozie. Emerald Publishing. https://doi.org/10.1108/978-1-80262-437-320221012.i.