Abstract

The world is characterised by political, social and economic environmental changes. Internationalisation and globalisation for instance, have brought about world competition and require managers to interact with and manage people who are culturally diverse. The aim of this qualitative research article therefore, is to discuss an appropriate and relevant way in which First World leaders can understand and approach their Third World workforce in Africa. Important concepts are defined, with the focus on cultural intelligence and the significance thereof to the First World leaders’ understanding and approach towards Third World subordinates. Cultural intelligence can be improved by inter alia, obtaining knowledge of current leadership and management practices in Africa. Therefore, leadership and management in Africa are discussed, followed by a description of a cultural intelligence implementation model of leadership. Lastly, the focus is on servant leadership as a tool to implement cultural intelligence in the organisational context. Key words: First world leader, third world workforce, culture, cultural intelligence, leadership, management.

Highlights

  • The world is characterised by political, social and economic environmental changes (Van Zyl, 2009)

  • The focus is on servant leadership as a tool to implement cultural intelligence in the organisational context

  • The cultures of organisations are dominated by the values of predominantly male top management structures, which ignore the fact that the largest proportion of the population is neither European nor American, but African (Van der Wal and Ramotsehoa, 2001)

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Summary

INTRODUCTION

The world is characterised by political, social and economic environmental changes (Van Zyl, 2009). Mkhize (2009) as well as Van der Wal and Ramotsehoa (2001) indicated that changing external realities could result in cultures, which were once effective, becoming ineffective. The cultures of organisations are dominated by the values of predominantly male top management structures, which ignore the fact that the largest proportion of the population is neither European nor American, but African (Van der Wal and Ramotsehoa, 2001). Zaidi et al (2010) indicated the need for more effective leadership and decision making skills due to diversity in the working environment.

DEFINING CONCEPTS
The changing African context
Shifting ethical platforms
Skills and productivity gaps
The African cultural value system
Commitment from top management
Findings
CONCLUSIONS
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