Original Research

Leadership development process maturity: An Afrocentric versus Eurocentric perspective

Hendrik C. van der Westhuizen, Lia M.M. Hewitt
SA Journal of Human Resource Management | Vol 19 | a1495 | DOI: https://doi.org/10.4102/sajhrm.v19i0.1495 | © 2021 Hendrik C. van der Westhuizen, Lia M.M. Hewitt | This work is licensed under CC Attribution 4.0
Submitted: 08 October 2020 | Published: 19 April 2021

About the author(s)

Hendrik C. van der Westhuizen, Department of Industrial Psychology and People Management, College of Business and Economics, University of Johannesburg, Johannesburg, South Africa
Lia M.M. Hewitt, Department of Industrial Psychology and People Management, College of Business and Economics, University of Johannesburg, Johannesburg, South Africa


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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

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