Academic literature on the topic 'Leadership – Botswana'
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Journal articles on the topic "Leadership – Botswana"
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Oyetunji, Christianah. "Reorienting Leadership Styles for Sustainable Education." Journal of Teacher Education for Sustainability 13, no. 2 (January 1, 2011): 59–69. http://dx.doi.org/10.2478/v10099-011-0014-0.
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Reorienting Leadership Styles for Sustainable Education This paper describes the leadership style which can sustain education in Botswana community junior secondary schools (CJSS). The concept was examined based on the policy of education in Botswana, Botswana's vision for 2016 and the current situation in schools. Data was collected by means of a questionnaire and semi-structured interviews from a random sample of community junior secondary school teachers and head-teachers in Botswana. The data suggests that the head-teacher's leadership style affects teachers' and pupils' attitude towards a job and studies and that a participatory leadership style promotes sustainable education in schools. These findings can be useful for education policy makers, school administrators and researchers seeking to promote sustainable improvement in education.
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Moswela, Bernard, and Keonyatse Kgosidialwa. "Leadership and school success: Barriers to leadership in Botswana primary and secondary schools." Educational Management Administration & Leadership 47, no. 3 (November 9, 2017): 443–56. http://dx.doi.org/10.1177/1741143217739355.
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This paper explored two issues as follows: the influence school leaders have on school performances and factors that hinder school leaders’ efforts to achieve school success in Botswana secondary and primary schools. The subjects of the study were 199 teachers and 21 members of the senior management team in primary and secondary schools in Botswana. The participants were to analyse, through semi-structured interviews and a closed-ended questionnaire, the leadership patterns of their leaders and the barriers to effective leadership in schools. The findings revealed that, generally, leaders in Botswana schools practise democratic leadership although not without barriers. Chief among the barriers are the imposition of policies through numerous directives from the Ministry of Education and drug abuse by students supplied by some adults in society. The study ends with a conclusion that draws from the discussion of the findings and relevant studies to the subject being discussed.
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Nehrbass, Alexander. "Africa’s Miracle? Assessing Political Stability in Botswana." African Review 47, no. 1 (April 21, 2020): 209–22. http://dx.doi.org/10.1163/1821889x-12340015.
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Abstract Botswana has defied typical predictions scholars assign to countries that are wholly dependent on natural resources. Indeed, the country has succeeded in maintaining control of its natural wealth in diamonds, while effectively using this financial boon to establish a stable society. But how did Botswana succeed where so many other resource-rich African states have failed? I argue that the most prominent factors in Botswana’s success were astute leadership capable of garnering legitimacy through strategic economic and social management; Botswana’s ethnic homogeneity and the effective construction of a national identity; as well as the overall growth in standards of living promoted by the government’s sound financial and economic decisions. Despite identifying these accomplishments, I will introduce several looming concerns for Botswana’s political situation – including the country’s high unemployment rate, over-dependence on diamonds, as well as foreign policy dynamics that could provoke tumult in the nation. In the end, this paper should provide a snapshot of Botswana’s trajectory, and the elements that contributed to its impressively peaceful political climate, as well as a note of caution regarding possible dangers on the horizon.
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Pheko, Bolelang. "Secondary School Leadership Practice in Botswana." Educational Management Administration & Leadership 36, no. 1 (January 2008): 71–84. http://dx.doi.org/10.1177/1741143207084061.
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Pansiri, Nkobi Owen. "Performativity in School Management and Leadership in Botswana." Educational Management Administration & Leadership 39, no. 6 (November 2011): 751–66. http://dx.doi.org/10.1177/1741143211416386.
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The thesis of this article is that the uncritical adoption of Western models of education management and leadership policies results in poor performance in schools in disadvantaged communities in developing countries. The argument shows that this has led to the institutionalization of generic education policies that are not contingent to the circumstances of the small, dispersed, rural and remote schools. In my analysis, I agree with the growing concern in educational development debates over the uncritical transportation or the uncritical international transfer of school effectiveness assumptions and models to African contexts. I use Botswana as a case study to show the continuing mismatch between educational management models adopted from Western countries and the application in the Botswana context, and the related failure of school improvement initiatives proposed by aid agencies. When a school fails the head is charged with the underperformance.
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Sarbeck, Craig. "Hands-Off Leadership and Multicultural Programs." Journal of Experiential Education 15, no. 3 (November 1992): 33–37. http://dx.doi.org/10.1177/105382599201500311.
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A small circle of young women sat in the warm mid-winter sun deep in the Central Kalahari of Botswana. Russian, American and Batswana, they were part of a multicultural program which had assembled a few days earlier. The facilitator was encouraging a discussion of issues of importance to women. The American women, always quick to speak, suggested discussing abortion, a highly charged topic that, to them, clearly symbolized women's issues around the world. However, to the Russians, abortion was not an issue. It was simply an accepted form of birth control. One young woman had already had two. To the Batswana, abortion was not an issue. It was inconceivable that anyone would ever abort a child. So it was left to the Americans to explain why it is a sharply divisive issue in their country, and to try to engender a conversation about something that was at best a curiosity to the other women. The two of us had been sitting for hours, waiting in the car on a dark roadside north of Gaborone, Botswana, watching the constellations wheel slowly over the silent land. We were looking for a bus from Harare, Zimbabwe that was supposed to arrive sometime around 6 p.m. It had been coming three times a week for years, but nobody seemed to know where it was going to stop on any given day, so we had decided to try intercepting it. Not only that, the Russians we were expecting may not have even made it to Harare as far as we knew. Finally, well past midnight, a bus roared by and we took chase. At the first stop, somewhere in Gaborone, we ran to the door of the bus and found five smiling Russians stepping off. “How was it?” I asked Elena Sadovnikova, their irrepressible leader. “Well, we forgot about visas for Botswana and they refused us at the border. But African bureaucracy is no match for a Russian. Once again, bureaucracy struggled against Elena and lost!”
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Jongman, Kgomotso. "Participation in Botswana: A Case Study of Botswana National Association of Social Workers (BoNASW)." Asian Journal of Social Science Studies 5, no. 2 (May 26, 2020): 1. http://dx.doi.org/10.20849/ajsss.v5i2.746.
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Professional participation in Botswana has been lagging behind since the conception of the social workers association in the past 20 years. Participation in the professional body of social workers have been has a headache for the leaders of the national association. The numbers of social workers attending social work events such as the social workers day, leadership forum and the annual general meetings have been going down over the past 10 years since the official launching of the national association. This unfortunately is not only peculiar to social work, but it seems it worse among social workers. This has left those who are in leadership of the profession with many questions. The most important Questions that have been asked have been; what’s wrong with the social work profession where the participation in the professional bodies has been below par? Is it the problem of social workers only in Botswana or there is apathy all over? This paper has combined the shared information, experience from the author as the president of the association for 6 years, being the advisor for 4 year and now just an ordinary member but holds a position of International Federation of Social workers Human Rights commissioner in Africa. The paper also tries to look at the literature on participation in general.
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Hope, Kempe Ronald. "Employee Perceptions of Leadership and Performance Management in the Botswana Public Service." Public Personnel Management 31, no. 4 (December 2002): 531–42. http://dx.doi.org/10.1177/009102600203100409.
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Public servants in Botswana play an important role as partners in the management of the public sector and national affairs. During the past three decades, the country has acquired a reputation for sound development management and good governance. That reputation has been derived primarily from the behavior and performance of the country's public servants, who have been motivated to fulfill their duties honestly and effectively. In recent years, however, a culture of indifference and outright laziness has crept into the public service, leading to serious bottlenecks in service delivery. This article discusses and analyzes employee perceptions of leadership and performance management in the Botswana public service.
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Marobela, Motsomi Ndala. "Reflections and Insights on Leadership Competencies in Botswana: Lessons and Experiences for African Managers." Journal of Corporate Governance Research 4, no. 1 (April 24, 2020): 1. http://dx.doi.org/10.5296/jcgr.v4i1.16905.
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In Africa, leadership crisis stalls many organisations from realizing their goals and holds back people from attaining their dreams. Yet African culture is rich with experiences which draw from the wisdom of traditional leadership, with its emphasis on communality, hard work and kindness as emblematic in the spirit of Ubuntu (Botho) (van de Colff, 2003) an African philosophy which inculcates compassion and integrity. This paper reflects on insights of leadership practices in some of Botswana organisations to appreciate the challenges they face in steering the leadership pedestal and their impact in fostering organizational success. The role of leadership is examined against a set of attributes and functions. For example, articulation of vision, staff welfare, customer care and more importantly the extent to which leadership contributes towards social justice and equity is considered. The study was conducted in Gaborone, the capital city of Botswana, based on exploratory mini practical survey. This involved unstructured personal interviews with industry leaders’ from private, public and non-governmental entities, to understand their roles as leaders and explore issues that preoccupy them and appreciate the challenges they face. Key findings from this research are the realization that the intersection between scholarship and practitioners provides a powerful mediatory process of reflection for leadership learning, more especially in transformation. Leaders who reflect are constantly imagining the vision of their organisations and ways of actualizing it.
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Desta, Yemane. "A Comparative Study of Corruption in the Extractive Industries of Nigeria and Botswana: Lessons that can Be Learnt by the Young African Country of Eritrea." Journal of Public Administration and Governance 10, no. 3 (October 12, 2020): 384. http://dx.doi.org/10.5296/jpag.v10i3.17810.
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This article examines the nature of corruption in the extractive industries of two Sub-Saharan countries, namely Nigeria and Botswana. It explained the root causes of the high levels of corruption present in the case of oil and gas-rich Nigeria and the reasons that account for the minimal levels of corruption prevailing in diamond-rich Botswana. This article identified corrupt political leadership; the legacy of the divide and rule policies introduced by the former British colonial masters; lack of transparent and accountable public institutions, political patronage networks; poverty-driven desire to meet the basic necessities of life; massive inflows of petrodollars producing the “resource curse”; chronic political disruptions characterized by several military coups; the supremacy of familial, ethnic and religious loyalties over national interest and poor public sector pay as the main drivers of pervasive corruption in Nigeria. On the other hand the primary factors that contributed to the remarkable achievement of Botswana in the fight against corruption include ethical political leadership; sound pre-independence traditional institutions; relatively homogenous population; respect for rule of law and property rights; high degree of transparency; cultural intolerance to graft, establishment of democratic institutions at independence; good economic management; ability to manage ethnic diversity; and a competent, a meritorious bureaucracy. This article also identified the key elements of anticorruption strategy that would help prevent and combat corruption as well enhance integrity in the Eritrean public sector based on the experiences of Nigeria and Botswana. They include sound ethical political leadership; transparency and accountability in government; merit-based and adequately paid civil service; independent, empowered and well-resourced anticorruption commission; and prudent natural resource management.
Dissertations / Theses on the topic "Leadership – Botswana"
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Mpule, Keneilwe P. "Traditional leadership, democratic authority and public opinion in Botswana." Master's thesis, University of Cape Town, 2011. http://hdl.handle.net/11427/11447.
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Renewed scholarly interest on chieftaincy hardly pays attention to the interaction between traditional leadership and modern democratic citizens. It is the state-chieftaincy relationship that has dominated much of the current research on traditional leadership in modern Africa. Even work that has been done on traditional leadership and the modern democratic state is mostly qualitative and speculative. This has led to the field being flooded by mostly qualitative and speculative assumptions on traditional rule. Botswana has not been immune to this anomaly. By employing public opinion data from the Afrobarometer surveys of 1999, 2003, 2005 and 2008, the study hopes to contribute towards the limited empirical research on traditional leaders, particularly in Botswana, which will make a valuable contribution to a more profound and grounded picture of traditional leadership in an era of heightened democratization resulting from economic development and modernization.
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Peba, Tjedza Mantsadi Lesedi. "Female employees' perceptions of male leaders' Botho and authentic leadership styles in Botswana." Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/60516.
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Very little research focuses on a follower's perception of leadership. Furthermore, black African female employees' perception of a male leader's botho and authentic leadership style in Botswana parastatals has never been researched. Research has made it evident that leadership not only needs to be viewed from a leader-centric perspective but a follower-centric perspective should also be taken into consideration.
Botho and authenticity are phenomena that are unique to a specific context. The conundrum to apprehend is how this influences a leader. This study thus aimed to identify how botho and authentic leadership is perceived and experienced by black African female employees, to explore whether male leaders are perceived to possess botho and authentic leadership styles, and enquire how important black African female employees regard botho and authentic leadership styles in male leaders.
The study adopted a qualitative, grounded theory methodological approach to investigate the research purpose. Unstructured and semi-structured interviews were used to investigate the particular focus area. The data collection was split into two phases. Phase one comprised of focus groups, followed by phase two with individual interviews. A sample consisting of seven black African female employees from three parastatals in Botswana was used. This sample was selected as they had experience in the field of interest. The discussions were recorded and transcribed prior to being captured in Excel. Thematic coding was adopted to scrutinise the data.
The findings of the study indicated that the followers would love for their opinions to be taken into consideration more. Facets mostly illuminated by the participants included the need for better communication, transparency and guidance. Respect and compassion were found to be the cornerstone of botho. Social awareness and self-awareness were found to be the grounding factors to being an authentic leader. Furthermore, it was found that cultural context is evidently an important factor to consider when approaching leadership.
Due to the subjective nature of the study, the researcher could not generalise the findings. The participants' responses were based on their social construction and experiences. Future research should focus on developing constructs that participants regard as vital when measuring botho and authenticity. Developing a measurement tool that is valid and reliable for botho and authentic leadership whilst taking into consideration the cultural context would be beneficial to the development of the constructs.Mini Dissertation (MCom)--University of Pretoria, 2017.
Human Resource Management
MCom
Unrestricted
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Düsing, Sandra. "Traditional leadership and democratisation in Southern Africa : a comparative study of Botswana, Namibia, and South Africa /." Münster [u.a.] : Lit, 2002. http://www.gbv.de/dms/sub-hamburg/340086505.pdf.
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Khunou, Samuel Freddy. "A legal history of traditional leadership in South Africa, Botswana and Lesotho / by Khunou, Samuel Freddy." Thesis, North-West University, 2006. http://hdl.handle.net/10394/1144.
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Aim of the study: The main aim of the study is to examine and pursue research
regarding the history and role of law in the disintegration of the institutions of
traditional leadership in South Africa, Botswana and Lesotho in order to make
recommendations regarding the challenges and opportunities facing traditional
authorities in these countries. The traditional systems, roles and functions of
these institutions are traced from the pre-colonial era up to the period of
democratic regimes in these countries. This study is based on the premises that
the jurisprudence of the institution of traditional leadership is as old as mankind
and that this institution is rooted in the rural soil of African communities.
Research Methodology: This study is based on legal comparative research with
reference to South Africa, Botswana and Lesotho. A literature survey of the most
important sources dealing with history, legislation and policy documents was
undertaken.
Conclusion and Recommendations: The institution of traditional leadership is
one of the oldest traditional institutions of governance in South Africa, Botswana
and Lesotho. During the pre-colonial era traditional authorities constituted an
important component in the traditional system of the administration of the
traditional community. Traditions placed a great amount of responsibility on
traditional leaders to look after the best interests of their communities. When the
colonial government took over the reigns of these three countries, they changed
the pre-colonial form and nature of traditional authorities. These colonial
governments exercised control over traditional leaders and allowed minimum
independence in their traditional rule.
The post-colonial governments of South Africa, Botswana and Lesotho retained
the institution of traditional leadership. The Constitutions of these countries
provide the legal framework for the recognition and functioning of the office of
traditional leaders. However, it has been noted in this study that the relationship
between the traditional leaders and the governments of these countries has been
a mixture of conflict and cordiality. One of the reasons for this uneasy
relationship between the traditional leaders and the central governments of these
countries is that the status, authority, power and functions of traditional leaders
have been reduced considerably when new institutions such as Local
Governments, Land Boards, District Councils and Village District Councils were
given powers and functions previously exercised by traditional leaders.
The post-colonial transformation of traditional leadership in these three countries
has led to a steep decline in the authority of traditional leaders. In order to
encourage active participation of the traditional leaders in the new democratic
structures and bodies, the institution of traditional leadership must be adapted to
the changing political, social and economic environments. Rural local
government bodies and the national governments of these countries should not
view the institutions of traditional leadership as competitors for political power.
The post-colonial governments of South Africa, Botswana and Lesotho should
introduce traditional leaders as equal partners in the development and
advancement of rural communities. In order to achieve this goal the governments
of these countries should empower and capacitate traditional leaders so that they
do not become misfits in the new constitutional and democratic settlements.Thesis (LL.D. (Indigenous Law))--North-West University, Potchefstroom Campus, 2007.
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Pheko, Bolelang C. "Secondary school leadership and management in Botswana : exploring policy, practice and the implications for effective training." Thesis, University of Bristol, 2005. http://hdl.handle.net/1983/cb7423c2-09bf-407b-952f-ca9bedd13181.
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Monnaesi, Timothy Tiro. "A description of whether the objectives of the performance management system of the Botswana Department of Tribal Administration are being realised." Thesis, Stellenbosch : University of Stellenbosch, 2011. http://hdl.handle.net/10019.1/6761.
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Thesis (MPA)--University of Stellenbosch, 2011.ENGLISH ABSTRACT: Public sector organisations have to deliver quality services to the people amid budgetary cuts and public disenchantment with the public sector. Delivering these services in the face of dwindling resources has led public sector organisations to introduce performance improvement initiatives in an endeavour to do more with less. The government of Botswana introduced a raft of performance improvement initiatives such as WITS, O & M and Job Evaluation in the public sector with the sole objective of improving performance and driving public service delivery. However, despite the implementation of these initiatives, there was increasing concern that the quality of the delivery of public services was declining. These performance improvement initiatives were criticised for failing to make any meaningful impact on organisational performance, as the problems of poor service delivery remained unchanged. The failure of these earlier public sector reforms to improve organisational performance led the government to introduce a more comprehensive and holistic reform programme, PMS, guided by the national vision – Vision 2016 – in 1999. PMS was seen as the overall framework within which all previous reform initiatives could be integrated. This research sought to determine whether the objectives of PMS of DTA were being realised, given that previous public sector reforms had been deemed to have failed to actually raise organisational performance. A case study of DTA was therefore undertaken to describe the extent to which PMS had delivered on its objectives. Data collection was through structured self-administered questionnaires, comprising 14 closed-ended questions, one ranked question and one open-ended question. This was also augmented by documentary analysis of official reports such as the Annual Statements of Accounts (ASA). The research found that PMS had succeeded only in so far as communicating DTA’s vision, mission and values across the department. There was awareness of PMS within DTA. However, the system had not succeeded in improving DTA’s organisational performance, as it was hampered by various challenges such as lack of leadership commitment, the difficulty in implementing the system and lack of feedback on organisational performance. Recommendations are also made for enhancing DTA’s PMS to actually realise its objectives of improving organisational performance.
AFRIKAANSE OPSOMMING: Daar word van openbare sektor organisasies verwag om kwaliteit dienste aan die publiek te lewer te midde van ingekorte begrotings en openbare ontnugtering rakende die openbaresektor. In ‘n poging om hierdie dienste te lewer ten spyte van beperkte hulpbronne stel openbaresektor organisasies inisiatiewe in om werkverrigting te verbeter en sodoende meer koste-doeltreffend te werk. Die regering van Botswana het ‘n aantal inisiatiewe, byvoorbeeld Werk Verbetering Spanne (WITS), Organisering en Metodes (O&M) en Posevaluering, in die openbaresektor geïmplementeer met die uitsluitlike doel om werkverrigting te verbeter en openbare dienslewering te dryf. Ten spyte hiervan was daar egter toenemende kommer dat die kwaliteit van dienslewering toenemend verswak. Bogenoemde inisiatiewe is gekritiseer dat hulle gefaal het om enige noemenswaardige impak op organisatoriese prestasie te toon, aangesien probleme rakende swak dienslewering onveranderd was. Die versuim van hierdie aanvanklike hervormings in die openbaresektor om organisatoriese prestasie te verbeter, het daartoe aanleiding gegee dat die regering in 1999 ‘n meer omvattende en holistiese hervormingsprogram, die Prestasie Bestuur Stelsel (PMS), ingestel het, gelei deur die nasionale visie – ‘Vision 2016’. Die PMS is gesien as die omvattende raamwerk waarbinne al die vorige hervormingsinisiatiewe geïntegreer kon word. Hierdie navorsing het gepoog om vas te stel of die doelstellings van die PMS in die Departement van Stam Administrasie realiseer, siende vorige openbaresektor hervormings nie geslaag het om organisatoriese prestasie te verbeter nie. ‘n Gevallestudie van die departement is onderneem om die mate waarin die PMS se doelstellings bereik is te beskryf. Dataversameling is gedoen deur gestruktureerde, selfgeadministreerde vraelyste, bestaande uit 14 geslote vrae, een ranglysvraag en een oopvraag. Dit is aangevul deur dokumentêre analise van amptelike verslae soos Jaarlikse Rekeningstate. Die navorsing het gevind dat die PMS slegs in dié mate geslaag het dat mense dwarsdeur die departement bewusgemaak is van die departement se visie, missie en waardes. Hoewel mense bewus was van die prestasiebestuurstelsel, bevind die navorsing geen daadwerklike verbetering in organisatoriese prestasie nie, aangesien dit belemmer word deur verskeie uitdagings, soos gebrekkige toewyding deur leiers, probleme met die implementering van die sisteem en die tekort aan terugvoer rakende organisatoriese prestasie. Die navorsing stel sekere aanbevelings voor om die departement se prestasiebestuursisteem te verbeter om die doelstelling om organisatoriese prestasie te verwesenlik.
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Matongo, Mayanga Agenda. "The role of chieftaincy in party politics in Africa: An analysis of the leadership succession systems of the South West Africa people’s organisation (SWAPO) and the Botswana Democratic party (BDP)." University of Western Cape, 2019. http://hdl.handle.net/11394/7426.
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Magister Commercii - MComThis research analyses the influence of chieftaincy in party political processes in African states. In this regard, the study employs a case study design in investigating how chieftaincy shapes leadership succession dynamics within the South West African People’s Organisation (SWAPO) in Namibia and the Botswana Democratic Party (BDP) in Botswana
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Morule, Komane Gerson. "The leadership challenge at Bank Alpha in Botswana." Thesis, 2016. http://hdl.handle.net/10539/23637.
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A research report submitted to the Faculty of Law, Commerce and Management, University of the Witwatersrand, in 50% fulfilment of the requirements for the degree of Master of Management( in the field of Security)Bank Alpha is one of the commercial banks operating in Botswana. Despite the generally favourable business environment, it was the only bank which experienced a gradually eroding capital base. This state had been prevailing for over five years since 2011. It led to the regulator intervening on two separate occasions to bring stability. The bank also suffered the highest staff turnover and disgruntled customers who faced stiff withdrawal limits. This study sought to investigate the leadership and governance challenges faced by the bank. It examined how they contributed to the current state and what could be done to mitigate the situation. The study used the contingency leadership theory following the balance score card (BSC) framework to investigate and analyse the events. The results point to the lack of business strategy and communication plan. These led to cross purpose departmental strategy and also a directive leadership approach.
GR2018
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Manyeneng, W. G. "Nursing leadership : its impact on the role of village health committees." Thesis, 1999. http://hdl.handle.net/10500/18118.
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Oyetunji, Christianah Oluwatoyin. "The relationship between leadership style and school climate in Botswana secondary schools." Thesis, 2006. http://hdl.handle.net/10500/2354.
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In Botswana secondary schools, a positive climate is more of an ideal than a reality. It is
the task of stakeholders particularly the headteacher's to create and sustain a conducive
learning environment to improve pupils' academic and behaviour standards. To a large
extent, the headteacher, as an individual occupying the highest official position in the
school, determines how the school is run. His/her expectations, values, beliefs,
relationships with teachers and the examples he/she sets for the whole school shape the
climate in the school. The headteacher can promote or inhibit a positive climate through
his/her leadership behaviour pattern. Thus, the headteacher's leadership style is
significant in creating and sustaining a positive school climate. This study has been
undertaken to examine the connectedness between headteacher leadership style and
school climate. This research focuses on the improvement of climate in Botswana
secondary schools through the headteacher's appropriate use of leadership styles in
different situations with a view to answer the following questions: What different
leadership styles are employed by school headteachers? What are the different types of
climates in schools? Are the leadership styles of school headteachers responsible for the
climate that exists in their schools? What are the implications of the headteachers'
leadership styles for school climate? How can school climate be improved? What roles
can the headteachers, teachers and other stakeholders play to improve school climate?
The research report comprises six chapters: Chapter one contains the background
information of the research, statement of the research problem, aim and objectives of the
research, demarcation of the study, definition of concepts, research methods and the
research structure. Chapter two presents a review of literature on leadership styles, factors
affecting it and discussion of models from different perspectives form part of this chapter.
However, the emphasis is on Hersey and Blanchard's situational model which proposes
the appropriate use of leadership styles to suit situations. Chapter three covers a review of
relevant literature on school climate and factors affecting it. Chapter four presents
detailed report on the empirical study. Questionnaires each of which contains items on
leadership styles and school climate were responded to by secondary school teachers and
interviews were conducted with headteachers. Chapter five contains data analysis and
interpretation. Various leadership styles used by headteachers and the corresponding
climates were identified. The findings indicated that the type of climate that exists in schools is
related to the headteachers leadership style. It emerged that organisational climates vary in
schools and that the participating leadership style promotes an open organisational climate.
Implications for school performance and for the nation's vision (Vision 2016) was given.
Chapter six presents findings from the literature study as well as the empirical study,
conclusions based on the findings and recommendations for improvement for practice
and further research.Educational Studies
DED (EDUC MANAGEMENT)
Books on the topic "Leadership – Botswana"
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Molutsi, Patrick. Effective representation in Botswana: A guideline for political representatives. [Gaborone]: Botswana Caucus for Women in Politics, 1998.
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An African miracle: State and class leadership and colonial legacy in Botswana development. Portsmouth, NH: Heinemann, 1999.
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Mphahudi, Rebecca Isabella Maelisa. Effects of leadership styles on student satisfaction - with particular reference to Botswana colleges of education. Birmingham: University of Birmingham, 1996.
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Düsing, Sandra. Traditional leadership and democratisation in Southern Africa: A comparative study of Botswana, Namibia, and Southern Africa. Münster: Lit, 2002.
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Metlha ga se ya Maloba Consultancy Services. and National Amalgamated Local & Central Government & Parastatal Manual Workers Union., eds. Leadership challenges at the Botswana Manual Workers Union, 2002-2007. Gaborone: National Amalgamated Local & Central Government & Parastatal Manual Workers Union, 2007.
Find full textBook chapters on the topic "Leadership – Botswana"
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Runyowa, Newton Tawanda, and Willem Fourie. "Responsible Leadership and the Implementation of SDG 7: The Case of the UNDP Botswana Biogas Project." In Sustainable Development Goals Series, 91–105. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-70952-5_7.
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Montsho, Cheneso Bolden, and Dama Mosweunyane. "The Evolution of Effective Leadership Practices in Botswana Horticulture Council." In Advances in Educational Marketing, Administration, and Leadership, 158–72. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-8589-5.ch008.
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Botswana Horticultural Council was formed by District Horticultural Associations. It represents and advocates for the interest and development of horticultural farmers. Botswana Horticultural Council leads the associations by acting as their voice, protecting their interest, advocating for conducive and favourable horticultural policies, working closely with the Ministry of Agriculture for promoting and facilitating sound extension services for horticulture farmers in the country. Extension Service provides technical knowledge and skills for improved horticultural crop production that ensures good quality products. Botswana Horticultural Council creates linkages by networking with other relevant organizations within the country and outside. It promotes sustainability of the horticultural business in the country by ensuring improved management practices, conformity to the required production standards, good handling and packaging of products, proper records keeping and marketing efficiency. It plays a leading and coordinative role in horticultural crop production in Botswana.
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Swami, Bonu Narayana, Tobedza Gobona, and Joe Joseph Tsimako. "Academic Leadership." In Innovation and Shifting Perspectives in Management Education, 1–32. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-1019-2.ch001.
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Academic Leadership involves managing people in higher education and also elsewhere. Academic leaders could emerge due to their committed and continued pursuit in research; quality assurance; strategies adopted; marketing abilities; contributing education to wider community; developing new programmes and timely reviewing them. The research is aimed at reviewing the literature that exists in this field and to find out the degree or state of academic leadership that exists within the University of Botswana (UB) and how far UB academic leadership has impacted on its vision and mission statement. Primary data was collected through administering a questionnaire within UB on selected five strata of graduate students, academic staff, lower, middle and top management. Respondents were happy with the Academic Leadership in the areas of motivation, professionalism, sense of belonging, building consensus and communication skills.
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Modise, Oitshepile MmaB. "Management Issues in the Botswana Adult Basic Education Program." In Advances in Educational Marketing, Administration, and Leadership, 83–98. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-8589-5.ch004.
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This chapter is a case study analysis of the management of the Adult Basic Education Program in Botswana. The chapter focuses on management issues in the ABEP program using two districts as a case study. The case study examined management issues faced by those implementing the program. The findings reveal that while the program has undergone several comprehensive structural changes, the reality on the ground has remained the same and worsened in some areas. The program faces a problem of lack of resources such as office accommodation, office furniture, and transport to effectively run the activities of the program. The lack of transport leads to poor supervision, late payment of facilitators and at times to cancellation of planned program activities. Responses were consistent in the two districts to suggest there are some wide ranging issues that probably affect all parts of the program.
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Tsayang, Gabatshwane, Phillip G. Bulawa, and Moffat F. Kgotlaetsile. "Potential Role of Ubuntu in the Enhancement of School Leadership in Botswana." In Advances in Religious and Cultural Studies, 156–71. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-7947-3.ch013.
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The chapter explores the potential role that the concept and practice of Ubuntu can be salvaged to inform school leadership in Botswana. Reference is made to traditional ways in which human development is conceived and treated in the Botswana Ubuntu cultural practice which is manifested in Leseya Maturity Stage (LMS), Ngwana Maturity Stage (NMS), Monana Maturity Stage (MMS), and Mogolo Maturity Stage (MgMS). The chapter argues that, at each of the development stages, an appropriate leadership style should be used as in situational leadership. For instance, at the LMS, a human being according to Lerner displays some inconsistencies in his or her behavior which is a perfect example of a reflection of shaky grasp of logic. The chapter asserts that there are adults as in teachers who may display such behaviors even though they may chronologically be adults. The chapter therefore argues that the concept of situational leadership should be used according to the contextual maturity of the led as per the Ubuntu concept. Ubuntu leadership styles can inform school leadership.
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Mosweunyane, Dama, and Cheneso Bolden Montsho. "The Supervision of Programs in Prisons and Rehabilitation Department." In Advances in Educational Marketing, Administration, and Leadership, 99–116. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-8589-5.ch005.
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Supervision is very important in the running of any organisation that aims to execute its functions for the benefit of the people in the milieu in which it exists, such as prisons in Botswana. In the discipline organisations such as the Prisons and Rehabilitation department, supervision is strongly guided by the organisational structure and the need to maintain the highest standards of discipline. This explains the reason why professionals who get enlisted in the organisation undergo training that qualifies them to adhere to the prescribed standards and codes of behaviour in the organisation. The supervision in Botswana prisons has become important because of the need to rehabilitate offenders so that they become acceptable members of their respective communities. The prisons do have programs that are geared towards making the stay of prisoners in prisons more as an epoch characterised by training, than that of punishment. The chapter will demonstrate that supervision is important for prisons to run smoothly, with explicit recognisable harmonisation of activities within the institution.
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Morolong, Bantu, Rebecca Lekoko, and Veronica Magang. "Dynamics of Public Training in a University Setting." In Advances in Educational Marketing, Administration, and Leadership, 281–95. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-8589-5.ch014.
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The case presented in this chapter submits a general consensus about the role of leadership in a university public training program. Focusing on short training programs provided by the Centre for Continuing Education of the University of Botswana, there are some indications that the effectiveness of these training is compromised by a number of issues. Emerging from reflective evaluations and experiences from coordinators are issues of relevance, feedback loop, inclusiveness and training goals. In the light of our understanding of different goals of training, it becomes clear that current public training at the University of Botswana focus more on the conceptual understanding along with occupational at the expense of other areas of public training. The analysis reveals some shortcomings in a number of aspects that calls for a multi-task, multi-skilled leader who can serve well as a strategic decision-maker, partner with clients; skilled designer and marketer of training programs.
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Pansiri, Nkobi Owen, Ludo Mphathiwa, Jane Ebele Iloanya, Chikezie Ignatius Ugwu, and Batshidi Rapula Tsae. "Ubuntu as a Sustainable Philosophy for School Leadership and Governance." In Advances in Religious and Cultural Studies, 172–88. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-7947-3.ch014.
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This chapter examines the conflict between Ubuntu and globalization. The advent of globalization is rapidly and inevitably changing the world's development setting. The development has neither been merciful nor friendly to Ubuntu. As a consequence, pressure is mounting for the re-definition and re-positioning of the functions of schools. Ethical leadership and emphasis on multiculturalism are some of the key features that define new school systems. Botswana and Nigeria school leadership systems are explored to generate a more sensitive school leadership model.
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Tladi, Flora M. "Striking a Perfect Fit in Leadership Style for Effective Farmer Training in Botswana." In Advances in Educational Marketing, Administration, and Leadership, 137–57. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-8589-5.ch007.
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Botswana since pre-independence days prides itself with decades of experience in development planning supported by structural frameworks comprising networks of institutions at central government and village levels responsible for leadership and coordination of affairs. Unfortunately when problems arise, development planners focus on the structural frameworks alone disregarding the leadership powering development planning at different structural levels and diverse stakeholder dynamics at play. Therefore, re-structuring is always the common solution even though not necessarily the best intervention. The trend is noted with farmer training whose program organization has for 79 years undergone cycles of re-structuring. The chapter argues for a holistic evaluation approach to always check the fit between the leadership style and whether the power processes at the different structural levels are in synch. The chapter advocates for well aligned leadership style with structural frameworks and recommends a leadership style that can be a perfect fit for effective farmer training.
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Raditloaneng, Wapula N., Morgen Chawawa, and Rakel Kavena Shalyefu. "A Case Study on Training and Leadership." In Advances in Educational Marketing, Administration, and Leadership, 117–36. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-8589-5.ch006.
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The challenge for African universities is to refocus their research and teaching missions to transform and revitalize the relationship between higher education and national development needs. Funded by British Academy African Partnerships (BAAP) programme, the University of Botswana, in partnership with The National University of Lesotho, University of Malawi and Calabar University in Nigeria, carried out 18 months of collaborative research project aimed at determining the implementation of Third Mission of Universities through rural community training and leadership. One of the two case studies, in D'Kar by Kellogg, in partnership with BA ISAGO University College yielded some very useful results. This included the necessity to build community leadership for sustainable development and the beginning of the poverty reduction process to take place.
Conference papers on the topic "Leadership – Botswana"
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Dias, Rui, and Hortense Santos. "STOCK MARKET EFFICIENCY IN AFRICA: EVIDENCE FROM RANDOM WALK HYPOTHESIS." In Sixth International Scientific-Business Conference LIMEN Leadership, Innovation, Management and Economics: Integrated Politics of Research. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/limen.2020.25.
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This paper aims to test the efficient market hypothesis, in its weak form, in the stock markets of BOTSWANA, EGYPT, KENYA, MOROCCO, NIGERIA and SOUTH AFRICA, in the period from September 2, 2019 to September 2, 2020. In order to achieve this analysis, we intend to find out if: the global pandemic (Covid-19) has decreased the efficiency, in its weak form, of African stock markets? The results therefore support the evidence that the random walk hypothesis is not supported by the financial markets analyzed in this period of global pandemic. The values of variance ratios are lower than the unit, which implies that the yields are autocorrelated in time and, there is reversal to the mean, and no differences were identified between the stock markets analyzed. The authors consider that the results achieved are of interest to investors looking for opportunities for portfolio diversification in these regional stock markets.