Indigenous African Leadership: Key differences from Anglo-centric thinking and writings

  • Joseph Ebot Eyong
  • Leadership, August 2016, SAGE Publications
  • DOI: 10.1177/1742715016663050

Indigenous African Leadership: Key Differences from Anglo-centric thinking and writings

What is it about?

Leadership meaning and practices from an Indigenous African community context. The article explores the foundations of Anglo-Saxon Leadership thinking and draws on Explorer accounts and empirical study within 12 indigenous African communities in West and Central Africa to illuminate differences with extant Anglo-Saxon writings on leadership.

Why is it important?

The relevance of this work is the arguement in favour of the contextual and cultural contingency theory of leadership. This should buttress the argument for an African approach to Leadership, Manegement and policy development that fits the African context. The study is also important in the sense that it makes clear the fact that the ubiquitous corruption, nepotism and distatorial leadership exhibited by African leaders in the political arena is contrary to the fundamentals of leadership from the indigenous roots of ancient African culture and traditions. African indigenous leadership emphasises instead more collective, interdependent and humane consideration and an alteration of power and authority which is rather collective, substitutional and culturally open to many rather than just one person or a few individuals.


Dr Joseph E Eyong
University of the West of England

The article is empirical, historical and anthropological. Well researched and written in simple language which can be understood by academics and general public readership.

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The following have contributed to this page: Dr Joseph E Eyong