English

D M Bukusi Allan

doi:10.5897/ijsa2020.0871

Abstract

This paper examines the call for transformative leadership in the 21st century. It explores recent published articles on the subject matter in order to establish the expectations of a transformative leader. The turn of the century heralded a call for the adoption of a transformative agenda on the African continent. Nonetheless, the turbulent political, dynamic economic shifts and disruptive global events, such as posed by COVID-19, call for a new form of leadership to tackle these unconventional challenges. As an emerging area of study, transformative leadership is described and interpreted differently by leaders all over the world. This author reviews articles published in 2010 and later, to collate current perspectives and theory to equip leaders with a one stop reference document on the subject matter. The author answers the all-important question of, what do transformative leaders do? According to this study, transformative leaders are expected to do four important things namely; renew institutional vision and performance, advocate for ethical social advancement, empower individuals to make meaningful contribution to corporate goals, and sacrificially commit to realize the interests of those they serve. The paper equips policy makers, institutional leaders and business managers with insights on transformative leadership ethos and its potency to secure the benefits of ethical transformation for the well-being of wider society.   Key words: Transformative leadership, 21st Century leadership, transformative leaders, leadership styles, leadership ethos.

Highlights

In May 2013, African states launched Agenda 2063, a 50year transformative vision labelled, “The Africa we want” (African Union Commission, 2015)
The results presented below are in four categories under four broad themes: a) Transformative perspective – this section captures published authors views on the principles, process and specific approaches that define the practice of transformative leadership; b) Transformational perspective- the authors of these articles draw from transformational leadership theory; c) Phenomenon – authors in these articles highlight a need that should be filled by “transformative” leadership to generate desired outcomes; d) Agency – Authors discuss transformative leaders as a means that will help leaders of institutions achieve desired ethical ends
“Transformative leadership begins with questions of justice and democracy, critiques inequitable practices, and addresses both individual and public good” (Shields, 2010)

Summary

Introduction

In May 2013, African states launched Agenda 2063, a 50year transformative vision labelled, “The Africa we want” (African Union Commission, 2015). The vision commits countries to work towards “an integrated prosperous and peaceful Africa, driven by its own citizens, representing a dynamic force in the international arena”. No less than seven African states had independently committed to pursue national transformation by the year 2030. These were: Kenya (Government of Kenya, 2007), Egypt (The Arab Republic of Egypt, 2005), Liberia (Government of Liberia, 2012), South Africa (Republic of South Africa, 2012), Mauritius (Republic of Mauritius, 2015), Zambia (Republic of Zambia, 2006) and Namibia (Republic of Namibia, 2004).

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