Abstract
As an experimental part of the Swaziland Manpower Development Project (1985-90), traditional chiefs were exposed to basic development education through week-long workshops to see if there would be an impact on local-level development. A broader policy-related goal was to see if traditional leaders could be cultivated as a private sector human resource for economic and related development. An evaluation survey found evidence of workshop impact, judging by indicators such as a significant increase in the number of local development organizations, and changes in the role and development-related activities of the chief and his council members. In a discussion section, problems associated with manipulation of African chiefs' roles are critically examined. Evaluation results also point to the value of expanding conventional definitions of the private sector to include traditional leaders, especially in view of a current donor interest in looking beyond governments to stimulate development.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
