Journal articles: '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.

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Mpabanga, Dorothy. "Performance Monitoring and Evaluation in Botswana’s Public Service: Achievements and Challenges." Africa’s Public Service Delivery and Performance Review 4, no. 1 (March 1, 2016): 50. http://dx.doi.org/10.4102/apsdpr.v4i1.106.

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The paper aims to explore the implementation of performance monitoring and evaluation tools used in Botswana’s public service. The paper also identifies achievements and challenges of implementing performance monitoring and evaluation system and suggests ways for improvement. This paper uses secondary data sources. The paper reveals lack of performance monitoring and evaluation skills, poor supervision, poor conditions of service and a poor work ethic as some of the factors contributing to ineffective use of performance monitoring and evaluation tools in the service. Leadership commitment and support, benchmarking reforms, training and education, developed administrative and governance structures as well as well-defined public policy and program formulation and implementation processes are some of the success factors to enhanced performance management and evaluation systems in Botswana. The paper argues for adoption of a developmental-led model in order to enhance existing performance monitoring and evaluation system that would improve implementation of government policies and programs. Botswana has been striving to excel in service delivery through performance monitoring and evaluation oriented reforms.

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Bodilenyane, Keratilwe. "Botswana's Executive Presidency: Implications for democracy." Journal of Public Administration and Governance 2, no. 4 (January 12, 2013): 188. http://dx.doi.org/10.5296/jpag.v2i4.2749.

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It has been argued that the leadership of Botswana has upheld liberal democracy hence the birth of an admirable nation. However reality has revealed that the Constitution of Botswana is shallow in promoting democracy. The Constitution of Botswana which espouses an executive presidency has vested sweeping powers in the Presidency. It is probable that a traditionalist culture of respect and authority, hindered any disputing of the post-colonial dispensation, and overlooked the absolutism of the Constitution. In terms of the Constitution of Botswana, the President is both Head of State and Head of Government. Thus the presidency has sweeping powers across a diverse range of areas and acts with little review. This defeats the system of check and balances which is necessary for democracy. The paper therefore argues that an executive Presidency is absolutist hence threatens the legitimacy of democracy.

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Makambe, Ushe, and Gaone Joy Motlatsi Moeng. "The effects of leadership styles on employee performance: a case of a selected commercial bank in Botswana." Annals of Management and Organization Research 1, no. 1 (March 17, 2020): 39–50. http://dx.doi.org/10.35912/amor.v1i1.274.

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Purpose: The leadership phenomenon is fundamental in providing employees with direction and emotional indulgence to derive maximum effort out of them. Therefore, it is vital that an organisation places uninhibited emphasis on the appropriate leadership style to enhance employee performance. Premised on the Collaborative Leadership Model, this paper sought to extricate the nexus between leadership style and employee performance at a selected bank in Botswana, focusing on the transactional, transformational, and participative leadership styles. Research methodology: The study adopted a positivist research paradigm coupled with a survey research design, while a quantitative methodology was used to collect data through a self-administered questionnaire. The study population comprised 433 employees from which a sample of 200 was randomly selected. Data was analysed through the Statistical Package for Social Sciences (SPSS), culminating in statistical techniques such as factor analysis, regression analysis and Analysis of Variance (ANOVA). Results: The results of the study revealed that there was a significant utilisation of the participative, transformational, and transactional leadership styles at the selected commercial bank. However, while the use of the participative and transactional leadership styles had a positive and significant influence on employee performance, the transformational leadership style’s effect was insignificant. Limitation: The study only used quantitative data from employees for analysis and did not include bank leaders’ opinions. Contribution: The study contributed to the expansion of the body of knowledge on leadership style and employee performance in the banking sector in Botswana and elsewhere and helped to unmask the shortcomings of some styles while exposing the power of others in reaping positive reinforcements leading to enhancement of employee performance. Keywords: Leadership, Leadership style, Employee performance, Participative leadership, Transformational leadership, Transactional leadership

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Hope, Kempe Ronald. "Employee Perceptions of Leadership and Performance Management in the Botswana Public Service." Public Personnel Management 32, no. 2 (June 2003): 301–13. http://dx.doi.org/10.1177/009102600303200209.

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Public servants in Botswana play an important role as partners in the management of the public sector and national affairs; and, 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. However, in recent years, 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 in light of the country's reputation with respect to the nature and functioning of its public servants.

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Mphale, Luke Moloko. "Shared Leadership Model: Do Secondary School Heads in Botswana Matter?" Journal of Studies in Education 5, no. 2 (May 17, 2015): 212. http://dx.doi.org/10.5296/jse.v5i2.7307.

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Adimora, Nancy. "Leadership and Development in Postcolonial Africa: The cases of Botswana, Somalia and Somaliland." Leadership and Developing Societies 1, no. 1 (September 23, 2016): 1–28. http://dx.doi.org/10.47697/lds.3434702.

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Scholars have routinely identified weak and ineffective institutions as the root cause of underdevelopment across Africa. Such findings, which place emphasis on ‘institutional systems’ and ‘state mechanisms’, too often neglect the critical leadership dimensions of development challenges. Whilst the scientific study of leadership is commonly associated with organisational behaviour, a venture beyond scholarly guidelines reveals how leadership finds relevance at all levels of social interaction. The study of postcolonial nation building is amongst the finest ways to assess the interconnectedness of leadership and development. At government infancy, where there are no systems or state institutions to speak of, a group of elite individuals occupy a space to which the process of leadership is enacted to its greatest potential. In order to interrogate this further, this article focuses primarily on Botswana and Somalia; two countries conveniently positioned on either end of Africa’s development spectrum.

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Nkobi, Owen Pansiri, Ignatius Ugwu Chikezie, and Bickie Maundeni Wazha. "The theoretical analysis of ethical leadership lapses: A disturbing concern about school leadership in Botswana." Educational Research and Reviews 16, no. 8 (August 31, 2021): 372–81. http://dx.doi.org/10.5897/err2021.4187.

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M. Badubi, Reuben. "Dynamic Assessment of Mergers and Acquisitions Risks in Botswana." JOURNAL OF INTERNATIONAL BUSINESS RESEARCH AND MARKETING 2, no. 4 (2017): 30–33. http://dx.doi.org/10.18775/jibrm.1849-8558.2015.24.3005.

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The aim of the paper is to address the issue of local enterprises that fall prey to international companies in terms of mergers as they fail to address risks that collapse their institutions.In this research paper, the study is based on literature. The researcher looked at similar cases of mergers and acquisitions in Botswana and overseas in diverse sectors of the economy. The core assessment of risk identification which is portfolio risk helped in identifying risks that affect consolidations, mergers, and acquisitions in Botswana. The researcher intends to help the companies taking over others to be able to manage risks, contain their risk appetite in order to avoid financial losses as well as legal litigations from either parties that will be affected. Local enterprises fail because of lack of experience and capacity to handle risks. It is also coupled with failure to measure their risk appetite as well as test the role of leadership in managing risks. The methodology used is direct interview and consultations for the information.

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Mphale, Luke Moloko Moloko. "Leadership Capability Model for Motivating Junior Secondary School Teachers in Botswana." International Research in Education 2, no. 1 (March 19, 2014): 186. http://dx.doi.org/10.5296/ire.v2i1.4974.

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Mogende, Emmanuel, and Maano Ramutsindela. "Political leadership and non-state actors in the greening of Botswana." Review of African Political Economy 47, no. 165 (July 2, 2020): 399–415. http://dx.doi.org/10.1080/03056244.2020.1826298.

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Tshukudu, Theophilus Tebetso. "An Integrated Performance Management Model to Be Used By the Botswana Public Service Sector." Journal of Public Administration and Governance 4, no. 2 (May 5, 2014): 26. http://dx.doi.org/10.5296/jpag.v4i2.5717.

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The call for improved performance by government ministries and departments is not a new phenomenon in both the developed and the developing countries. The Botswana public service experiences problems which hamper the country’s ability to be competitive. It is therefore important to investigate strategies used by the Botswana public service for the management in performance. Performance management entails formally guiding, directing, measuring, evaluating and rewarding employee effort, competencies and talent to achieve organisational and strategic objectives (Boselie 2010, p. 173). Performance management is also a combined effort between a supervisor and employee to achieve organisational goals. This study investigates the performance management strategies needed for the effective management of performance in the Botswana public service. Subsequently to review literature, the paper proposes a performance management strategic model for the effective facilitation of the of performance management system for the Botswana public. The proposed integrated model serves as a basis for drawing up a survey questionnaire to establish the extent to which supervisors, line and senior managers in the Botswana public service agree or disagree with the model. The questionnaire was sent to a random sample of supervisors, line and senior managers in the Botswana public service, in the Gaborone, Botswana. The empirical results obtained from the survey were analysed and interpreted. They indicated a strong concurrence with theoretical performance management strategies presented in the study. On the basis of the literature that was completed and on the basis of the results of the empirical study, a performance model for the effective implementation of performance management in the Botswana public service was developed. It must be noted that performance management should not be done in a mechanical manner, but should be understood as an essential tool in achieving the vision and mission of an organisation. Performance management also does not take place in a vacuum. It is essential that an organisational culture be analysed to see in which aspects it fosters or hinders effective performance. The organisational culture should be crafted and reinforced to create a high performance environment. Specific attention should be given to leadership, learning and the alignment of individual, team and organisational goals.

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Good, Kenneth, and Abdi Ismail Samatar. "An African Miracle: State and Class Leadership and Colonial Legacy in Botswana Development." African Economic History, no. 29 (2001): 206. http://dx.doi.org/10.2307/3601715.

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Samatar, Abdi Ismail. "Leadership and ethnicity in the making of African state models: Botswana versus Somalia." Third World Quarterly 18, no. 4 (September 1997): 687–708. http://dx.doi.org/10.1080/01436599714713.

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Hitchcock, Robert K. "Land, Livestock and Leadership among the Ju/'hoansi San of North Western Botswana." Anthropologica 45, no. 1 (2003): 89. http://dx.doi.org/10.2307/25606116.

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Cobbe, James, and Abdi Ismail Samatar. "An African Miracle: State and Class Leadership and Colonial Legacy in Botswana Development." International Journal of African Historical Studies 32, no. 1 (1999): 132. http://dx.doi.org/10.2307/220812.

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Nagar, Marcel. "COVID-19 and the Making of a South African Democratic Developmental State." Politikon: The IAPSS Journal of Political Science 48 (March 31, 2021): 70–95. http://dx.doi.org/10.22151/politikon.48.4.

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This article assesses the impact of untraditional security threats on the origin and institutional configuration of existing and prospective developmental states in Africa. It adopts a case study research methodological approach which interrogates the effect of internal and global security threats on the formation of 21st-century African developmental states through the presence of four developmental state features: Development-Oriented Political Leadership; Presence of a Pilot Agency; Private Sector and/or Broad-Based Developmental Coalitions; and Popular Mobilisation through a Developmentalist Ideology. The case studies under review include four existing (Botswana, Mauritius, Ethiopia, and Rwanda) and one prospective (South Africa) African developmental states. This article finds that intense ethnic rivalries and domestic development imperatives were sufficient factors triggering the construction of developmental states in Botswana, Mauritius, Ethiopia, and Rwanda. Furthermore, the outbreak of COVID-19 has served as a global threat which precipitated developmental state project in South Africa.

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Mokibelo, Eureka. "Communication Challenges in the Military Institution." International Journal of Language and Literary Studies 1, no. 3 (January 6, 2020): 138–51. http://dx.doi.org/10.36892/ijlls.v1i3.89.

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This paper examines communication challenges within the military institution in Botswana. There seems to be rigid ways of delivering messages which in the end impede smooth communication practices between senior personnel and their subordinates within the institution. This study adopted the qualitative analysis to interrogate issues underlying communication practices from military classrooms for three years. The target group was middle ranking officers in institution who take Communication and Study Skills course as a requirement for their study at the University of Botswana. Data were collected using open ended questionnaires, interviews and group discussions in the classrooms. The model of communication process and new media were used to benchmark the practices within the institution against what the concepts say. The findings indicated that indeed communication processes were marred with problems that hinder smooth transition of messages from the sender to the receiver and ended up frustrating the subordinates. The study concluded that revamping and sanitizing communication practices within the military institution was necessary through educating the leadership to address the barriers encountered.

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Knoetze, Johannes J. "POWERLESS PARTNERS: ONE BEGGAR TELLING ANOTHER WHERE TO FIND BREAD." Studia Historiae Ecclesiasticae 41, no. 1 (August 3, 2015): 40–55. http://dx.doi.org/10.25159/2412-4265/104.

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The relationship between the ‘powerful’ Dutch Reformed Church (DRC) and the many churches that were planted by the mission work of the DRC has always been and still is a very sensitive matter. This paper will take a historical look at the relationship over the last decade (2004-2014) between the Dutch Reformed Church in Botswana (DRCB) and the Dutch Reformed Church in South Africa, especially the Dutch Reformed Church in the northern Cape (DRCnC). It was during this time that a paradigm shift started developing in the relationship. After some socio-economic changes and ‘new’ missiological reflection from the DRCnC on their own understanding of mission, the DRCnC took a definite decision to move away from a deed of agreement relation with the DRCB and work towards a partnership relation. After requests from the DRCB regarding theological education, the DRCnC decided to broaden its vision to the church in Botswana and not only the DRCB. This paper wants to look at the process of transformation of a power relation which involves learning, unlearning, relearning and new learning of the different contexts, as well as the understandings and realities of mission, ecclesiology, partnership, tradition, interdependence, theological education and leadership.

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Tshukudu, Theophilus Tebetso. "Critical Organisational Success Factors Used In the Evaluation of Training & Development." Journal of Public Administration and Governance 4, no. 3 (October 8, 2014): 337. http://dx.doi.org/10.5296/jpag.v4i3.6502.

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Evaluation of training and development does not take place in a vacuum, but is influenced by various critical organizational success factors. These factors include creating a culture, developing leadership, performance management and creating a learning organization. Various organizational factors are critical to the effective evaluation of training and development initiatives. Evaluation of training and development cannot be separated from organizational culture as culture directs the behavior of employees. As a result, careful attention should be given to establishing a culture that is supportive for the attainment of training and development objectives. The main aim of this article is to highlight the importance of critical organizational success factor for effective evaluation of training and development in the Botswana public service sector.

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Botlhale, Emmanuel Kopang. "A Quest to Run the Government by Black Ink in Botswana in 2012 and Beyond." Journal of Public Administration and Governance 1, no. 2 (August 9, 2011): 24. http://dx.doi.org/10.5296/jpag.v1i2.802.

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Botswana, like the rest of primary product-dependent economies, saw her revenues declining in mid 2008 due to the onset of the global financial and economic crises. Due to reduced revenues, the economy has posted budget deficits since the 2008/09 financial year. The fiscal challenges forced the government to undertake a Public Expenditure and Financial Accountability (PEFA) Performance assessment in 2009 to ensure fiscal prudence. After the assessment, the government introduced a Public Finance Management Reform programme that begot a Budget Strategy Paper that advised the preparation of the 2011/12 Budget Speech and budget. In addition, when the Finance Minister read the 2011/12 Budget Speech, he announced that the government intended to adopt a black ink in 2012 and beyond, that is, balance the budget in 2012 and post surpluses afterward. Is this objective deliverable? Yes, however, running the government by black ink will largely demand political leadership, a sturdy resolve to resist populist spending and speeding up of expenditure reforms.

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Baliyan, Som Pal, Tshepo Oitsile, and Comfort Motlhabane. "Evaluation of Management Skills and Training among Horticultural Farmers in Botswana." Journal of Education and Training 5, no. 2 (July 20, 2018): 63. http://dx.doi.org/10.5296/jet.v5i2.13231.

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This quantitative study aimed to determine the level of management skills and training among small scale horticultural farmers in Botswana. The study adopted an exploratory and descriptive survey research design. A valid and reliable questionnaire was used to collect data through a survey of forty (n=40) purposively sampled small scale horticultural farmers in Botswana. A six-point Likerts’ scale ranging from 0=No skill to 5=very high skill was used to measure the level of eight areas of farm management skills and training namely; planning and goal setting skills, accounting and financial management skills, communication skills, productivity management skills, product procurement and marketing skills, decision making skills, risk management skills, and technical skills. Mean and standard deviations for each of the farm management skills were calculated and, tested for their significance using a Chi Square test. Findings revealed that farmers had an overall high level of farm management skills and training. Communication skill was the only skill which the farmers had at a very high level. Farmers had high skills levels in the technical skills, product procurement and marketing management skills, planning and goal setting skills and, decision-making skills. Farmers had a low skill levels in risk management skills followed by accounting and financial management skills and, production and productivity management skills. Therefore, the farmers need to be adequately trained in skill areas of risk management, production and productivity management skills and, accounting and financial management. Specific and important recommendations include formulation and implementation of effective agricultural insurance policies; inculcate the adoption of appropriate farm technologies, leadership and cooperation skills among farmers and, training of farmers in the areas of scientific production techniques, plant protection and record keeping. To prioritize the areas for effective and time bound improvement in the farm management skills among horticultural farmers, further study can be conducted to determine the influence of socio-economic characteristics of farmers on the level of their farm management skills.

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Manatsha, Boga Thura. "Chiefs and the Politics of Land Reform in the North East District, Botswana, 2005–2008." Journal of Asian and African Studies 55, no. 1 (August 15, 2019): 111–27. http://dx.doi.org/10.1177/0021909619868738.

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The North East District has the most contentious land question in post-colonial Botswana. Most of its land was expropriated by a colonial syndicate called the Tati Concessions (Tati Company) in the 1880s. Chunks of said land are still held under freehold titles resulting in the district experiencing severe land scarcity, especially for communal use. In a continuous effort to address this problem, the government purchased 19 freehold farms between 2005 and 2008 (about 20000 hectares) for redistribution. The process was carried out under the leadership of the Tati Land Board and North East District Administration while the chiefs and their communities were marginalised. This oversight and marginalisation of traditional leaders and their communities undermine the Chieftainship Act, which mandates the chiefs to actively promote the welfare of their tribes, inform them about developments and government policies. Using the participatory democracy theory, the article examines this land reform from the point of view of the local chiefs. It concludes that the marginalisation of the chiefs amounted to ‘community exclusion’ rendering the reform anti-redistributive.

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Brown, Byron A. "Hubris syndrome in the relationship between School-Heads and Board-Chairs in private commercial secondary schools in Botswana: Implications for school leadership." International Journal of Educational Development 60 (May 2018): 157–64. http://dx.doi.org/10.1016/j.ijedudev.2017.07.007.

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Perry, Mia, and Deepa Pullanikkatil. "Transforming international development." Impact 2019, no. 9 (December 20, 2019): 30–32. http://dx.doi.org/10.21820/23987073.2019.9.30.

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THE SUSTAINABLE FUTURES IN AFRICA (SFA) NETWORK<br/> The Sustainable Futures in Africa (SFA) Network is an interdisciplinary collective that brings together researchers, educators, and communities of practice that acknowledge the situated and complex nature of practices and conceptions of sustainability. The Network aims to build understanding, research, and practice in socio-ecological sustainability in Africa.<br/> Specifically, the Network includes the participation of researchers (from geography and earth sciences, community and adult education, applied social arts, health sciences, and engineering); third-sector organisations (working with environmental and social sustainability, with arts and cultural practice, and with community engagement in African contexts); and community stake-holders (living and working in areas of focus). Participants currently span the Uganda, Botswana, Nigeria, Malawi, and the UK, and the reach of the network continues to expand.<br/> THE NETWORK'S AIMS ARE:<br/> To address the relationship between social, cultural, and ecological factors in sustainability in Africa through interdisciplinary research initiatives To discover opportunities in the disparities between ontologies of the global north and the global south inherent in international collaborations and global endeavours To shape and support new opportunities for impact and inquiry that address locally-articulated, socio-ecological challenges The Network’s current infrastructure includes a website (https://sustainablefuturesinafrica.com/) and social media platforms; a growing base of research, funding to support knowledge sharing and capacity strengthening (ESRC, EPSRC & SFC); and a core group of scholars, practitioners, and support staff who are providing the leadership and administration of this initiative.

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Clapham, Christopher. "John Wiseman." Journal of Modern African Studies 38, no. 2 (June 2000): 0. http://dx.doi.org/10.1017/s0022278x99009891.

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The Journal of Modern African Studies deeply regrets to announce the death of the Book Reviews Editor, Dr John Wiseman, on 5 March 2000.John Wiseman, Senior Lecturer in African Politics at the University of Newcastle-upon-Tyne, died of cancer on 5 March 2000, at the tragically early age of 54. John was always proud to have been a product of the Department of Government at Manchester, where he took both his undergraduate degree and his Ph.D. with Bill Tordoff and Dennis Austin between 1968 and 1974, completing his Ph.D. under Bill's supervision on ‘The Organisation of Political Conflict in Botswana’. He then taught for three years at Ahmadu Bello University, before taking up what proved to be his lifetime post at Newcastle in 1977.Sceptical of theory, and moved by a deep love of Africa, John always saw African politics as deriving from the needs, aspirations and struggles of individual Africans, rather than from grand global narratives. This was an approach that encouraged the empathetic and fieldwork-based study of individual African states, first in Botswana, but also in his second African home, The Gambia, while at the time of his death he was working on Malawi. It also led to an interest in leadership, expressed in his Political Leaders in Black Africa (1991), and to an abiding conviction that Africans were every bit as capable as anyone else in the world, given half a chance, of managing effective multi-party democracies. This conviction was expressed in his two major books, Democracy in Black Africa: Survival and Revival (1990), and The New Struggle for Democracy in Africa (1996), as well as an edited volume, Democracy and Political Change in Sub-Saharan Africa (1995). Fittingly, the last publication before his death was ‘The Continuing Case for Demo-Optimism in Africa’, Democratization (1999).A lifetime enthusiast, John made an enormous contribution to the study of Africa, as teacher, colleague and friend. His final-year undergraduate course on African politics at Newcastle regularly attracted more than seventy students a year. He was an active member of ASAUK, especially in organising conference panels and serving on its Executive Committee, and was Book Review Editor first of The Journal of Commonwealth and Comparative Politics, and from 1997 of The Journal of Modern African Studies. He will be deeply missed, both amongst the Africanist community in the United Kingdom, and in those parts of the continent that he knew and loved. A memorial fund has been established, and will be donated to projects in those parts of Africa with which John was most closely associated. Cheques should be made payable to the ‘University of Newcastle’, and sent to Mrs Joan Davison, Department of Politics, University of Newcastle, Newcastle- upon-Tyne, NE1 7RU.Pending the appointment of a new Book Reviews Editor, all reviews and correspondence should be sent to the Editor, Christopher Clapham, at the University of Lancaster.

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Degterev, D. A., and V. I. Yurtaev. "Africa: «The Rainbow Period» and Unfulfilled Hopes. Interview with Apollon Davidson, Academician of RAS." Vestnik RUDN. International Relations 20, no. 1 (December 15, 2020): 218–25. http://dx.doi.org/10.22363/2313-0660-2020-20-1-218-225.

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Academician Apollon B. Davidson is an outstanding Soviet and Russian expert in African history, British Studies, also known as a specialist in Russian Silver Age literature. He is an author of more than 500 scientific papers, including 11 monographs, most of which are devoted to the new and recent history of the countries of Tropical and South Africa. Graduate of Leningrad State University (1953), Professor (1973), Doctor of Historical Sciences (1971), Academician of the Russian Academy of Sciences (2011). Under his leadership, at the Institute of World History of the Russian Academy of Sciences a scientific school of African history based on archival documents was created. He prepared more than 30 candidates and doctors of sciences, among famous students - A. Balezin, S. Mazov, I. Filatova, G. Derlugyan. In 2001-2002 two volumes of documents “Russia and Africa” [Davidson 1999] were published under his editorship; the book “USSR and Africa” [Davidson, Mazov, Tsypkin 2002], in 2003 - the volume of documents “Comintern and Africa” [Davidson 2003]. In 2003, a two-volume edition of the documents “South Africa and the Communist International” [Davidson, Filatova, Gorodnov, Johns 2003] was published in London in English, and in 2005-2006 - the fundamental three-volume “History of Africa in Documents” [Davidson 2005-2006]. In 1988, he participated in the South African program at Yale University. In 1991, he lectured for several months at universities in South Africa and worked in the archives of this country. In 1992-1993 he worked at the Rhodes University, in 1994-1998 organized and chaired the Center for Russian Studies at the University of Cape Town. In 1981-1991 he visited Ethiopia, Angola, Lesotho, Botswana and several times - Mozambique, Zambia, Zimbabwe and South Africa. From 1977 to 1991 he participated in the Soviet-American Dartmouth conferences as an expert on Africa. In his interview he talks about the outcome of decolonization for southern Africa, the actual problems of the modern development of the continent, the role of China in Africa, and the Afro-Asianization of the world. Special attention is paid to the problems and prospects of the development of Soviet and Russian African studies and Russian-African relations.

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Sebudubudu, David, and Mokganedi Zara Botlhomilwe. "The critical role of leadership in Botswana’s development: What lessons?" Leadership 8, no. 1 (January 13, 2012): 29–45. http://dx.doi.org/10.1177/1742715011426962.

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Pheko, Bolelang C., and Kgosi Linchwe. "Leadership from two cultural perspectives—a tune or discord: Botswana’s experience." International Journal of Lifelong Education 27, no. 4 (July 2008): 399–411. http://dx.doi.org/10.1080/02601370802051397.

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Molefhe, Kaelo, and Lewis Lewis. "A Failure to Unite Means a Failure to Win: The Leadership Challenge for Botswana’s Opposition." Journal of African elections 5, no. 2 (December 1, 2006): 114–21. http://dx.doi.org/10.20940/jae/2006/v5i2a8.

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Sokol-Hessner, L., B. M. Tsima, C. J. Dine, B. Masheto, J. A. Shea, J. Masunge, and O. Nkomazana. "Perceptions of physician leadership in Botswana." African Journal of Health Professions Education 7, no. 1 (February 23, 2015). http://dx.doi.org/10.7196/ajhpe.312.

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Cheteni, Priviledge, and Emmanuel Selemani Shindika. "Ethical Leadership in South Africa and Botswana." BAR - Brazilian Administration Review 14, no. 2 (August 14, 2017). http://dx.doi.org/10.1590/1807-7692bar2017160077.

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Seitio-Kgokgwe, Onalenna, Robin DC Gauld, Philip C. Hill, and Pauline Barnett. "Development of the National Health Information Systems in Botswana: Pitfalls, prospects and lessons." Online Journal of Public Health Informatics 7, no. 2 (July 1, 2015). http://dx.doi.org/10.5210/ojphi.v7i2.5630.

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Background: Studies evaluating development of health information systems in developing countries are limited. Most of the available studies are based on pilot projects or cross-sectional studies. We took a longitudinal approach to analysing the development of Botswana’s health information systems.Objectives: We aimed to: (i) trace the development of the national health information systems in Botswana (ii) identify pitfalls during development and prospects that could be maximized to strengthen the system; and (iii) draw lessons for Botswana and other countries working on establishing or improving their health information systems.Methods: This article is based on data collected through document analysis and key informant interviews with policy makers, senior managers and staff of the Ministry of Health and senior officers from various stakeholder organizations.Results: Lack of central coordination, weak leadership, weak policy and regulatory frameworks, and inadequate resources limited development of the national health information systems in Botswana. Lack of attention to issues of organizational structure is one of the major pitfalls.Conclusion: The ongoing reorganization of the Ministry of Health provides opportunity to reposition the health information system function. The current efforts including development of the health information management policy and plan could enhance the health information management system.Keywords: Disease outbreaks, electronic health records/classification, machine learning, natural language processing, public health informatics, public health surveillance/methods

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MOLOSIWA, DINTLE, and Gina Teddy. "PUBLIC HEALTH MANAGEMENT AND LEADERSHIP â€“ PERSPECTIVES FROM THE FIELD, BOTSWANA." PONTE International Scientific Researchs Journal 75, no. 11 (2019). http://dx.doi.org/10.21506/j.ponte.2019.11.10.

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Totolo, Angelina. "Information Technology Adoption in Botswana Secondary Schools and its Implications on Leadership and School Libraries in the Digital Era." IASL Annual Conference Proceedings, March 7, 2021. http://dx.doi.org/10.29173/iasl8007.

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The objectives of this paper are to examine the principals’ transformational leadership qualities and to juxtapose this to Information Technology adoption in Botswana secondary schools. Using David et al. (1989) Technology Acceptance Model (TAM), Todd’s (1999) transformational leadership constructs, and qualitative open-ended questions, a research tool was formulated to establish the perceptions of school heads in 10 urban and 14 rural schools, about computer technology acceptance, the role of the school library in the integration of computers in the school and transformational leadership. The findings point to a trend towards computer acceptance and transformational leadership, albeit some indications of computer anxiety, some feelings about the lack of computer usefulness and ease of use, as well as leadership issues, like the lack of functional school libraries. One of the most relevant findings was the positive correlation between perceived ease of use of the computer statement to some leadership constructs.

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Dube, A., and K. Jooste. "The leadership characteristics of the preceptor in selected clinical practice settings in Botswana." Curationis 29, no. 3 (September 28, 2006). http://dx.doi.org/10.4102/curationis.v29i3.1091.

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A non-experimental, explorative, descriptive, quantitative study was undertaken. The purpose was to explore and describe the views of preceptors and preceptees regarding the fulfilment of the role of the preceptor in selected clinical nursing practice settings in the Botswana context. The study included 72 preceptors and 200 nursing students/preceptees who voluntary agreed voluntarily to participate in the study. A questionnaire was used to collect data, which was analyzed by using descriptive and inferential statistics. The findings of this study indicated that the preceptor lacked leadership characteristics in the accompaniment of the preceptee. These constraints included the lack of desirable characteristics such as intellectual, emotional, physical and other traits that are common to all good leaders. Recommendations were stated for improvements in selecting preceptors with certain leadership skills for the clinical practice settings. The limitations of this study were highlighted.

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Otukile, Nonofo Molly. "Identity Crisis and Exclusion in Schools: A Challenge for School Leadership in Botswana." INTERNATIONAL JOURNAL OF EDUCATIONAL SCIENCES 30, no. 1-3 (September 5, 2020). http://dx.doi.org/10.31901/24566322.2020/30.1-3.1139.

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Motseonageng, Eric R., and Barnabas M. Dlamini. "Explanatory variables of leadership ability of senior secondary school agriculture students in Botswana." UNISWA Research Journal of Agriculture, Science and Technology 8, no. 2 (August 25, 2006). http://dx.doi.org/10.4314/uniswa-rjast.v8i2.4747.

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Mgomezulu, Victor Yobe, Nathalis Guy Wamba, and Lester Brian Shawa. "Training Learner-Leaders in School Management Aspects: A Strategy to Improving School Discipline in Botswana." African Journal of Teacher Education 3, no. 1 (June 17, 2013). http://dx.doi.org/10.21083/ajote.v3i1.2155.

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This article focuses on the training of learner-leaders as a way of empowering them to participate in strategies of improving discipline in secondary schools in Botswana. The study investigates the extent to which the school managers train learner-leaders and examines selected management aspects that could be included in a training program. A questionnaire was used to collect data. The findings indicated that the training of the learner-leaders was inadequate in providing leadership management skills. Finally, the study recommends selected knowledge and skills aspects that may be included in training content to empower the learner-leaders.

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Prokopenko, Liubov. "Ex-President of Botswana Ian Khama: Ascents and Reversals in the Political Career of a Former Pilot." Journal of the Institute for African Studies, March 30, 2021, 71–87. http://dx.doi.org/10.31132/2412-5717-2021-54-1-71-87.

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The article shows the development of the political career of the ex-president of Botswana Ian Khama, a son of the country’s first president Seretse Khama. The article analyzes domestic and foreign policy of the government of the Botswana Democratic Party (BDP) headed by Mr. Ian Khama, whose first term in office coincided with difficulties of the global economic crisis that began in 2008. It is noted that during Mr. Khama’s presidency the West-oriented foreign policy of Botswana was well-balanced, pragmatic and aimed at attracting investments. It was rather bold and independent, which was largely due to the independence of Botswana, a major exporter of diamonds to the world market, as regards donors’ assistance. At the African level Mr. Khama’s image has been that of a consistent critic of authoritarian and despotic regimes, he also adhered to a consistent firm position regarding the political and economic crisis in Zimbabwe, calling on Robert Mugabe to transfer power. Mr. Khama is an extraordinary political leader. The style and methods of his leadership (harsh bureaucratic methods, frequent decision-making without coordination with the government, disdain of opposition’s criticism and of public opinion) led to accusations of authoritarianism. The author makes an attempt to define its nature which was somewhat different from the authoritarianism of other African leaders. The issue of corruption and nepotism in Botswana is also discussed. During the ten-year period of Mr. Khama’s rule (2008–2018), the problem of nepotism was especially often the focus of the criticism by the local opposition and media. This had a negative effect for the president’s political image and for that of the authorities in general. At the same time, Mr. Khama’s government managed to maintain stability of the economics and of the internal political situation. The properties of the situation in the Botswana Democratic Party, which has ruled the country for almost 55 years and still holds a central position in the country’s political landscape, are shown. Despite a number of mistakes in governing the country, President Ian Khama managed to preserve and strengthen the authority of Botswana in the eyes of the international community for its commitment to the international law, its respect for human rights, good governance and active foreign policy. It is pointed out that Mr. Khama, respecting the Constitution, peacefully transferred power to the country’s vice-president Mokgweetsi Masisi whom he chose as his successor. However, a conflict arose between them very soon, and their confrontation led the ex-president to supporting the opposition at the general elections in October 2019. The events of recent years in Botswana serve an important evidence of the problematic issue – insecurity of democracy in the context of a long dominance of one political party. The unexpected emergence of Khama-Masisi confrontation questioned to a certain extent the tradition of early power transfer from the head of state to the vice-president which established in the country in recent decades. However, this confrontation did not go beyond the framework of the electoral struggle and did not lead to serious tension in the internal political situation.

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Nkomazana, Oathokwa, Robert Mash, and Nthabiseng Phaladze. "Understanding the organisational culture of district health services: Mahalapye and Ngamiland health districts of Botswana." African Journal of Primary Health Care & Family Medicine 7, no. 1 (November 30, 2015). http://dx.doi.org/10.4102/phcfm.v7i1.907.

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Background: Botswana has a shortage of health care workers, especially in primary healthcare. Retention and high performance of employees are closely linked to job satisfaction and motivation, which are both highest where employees’ personal values and goals are realised.Aim: The aim of the study was to evaluate employees’ personal values, and the current and desired organisational culture of the district health services as experienced by the primary health care workers.Setting: The study was conducted in the Ngamiland and Mahalapye health districts.Method: This was a cross sectional survey. The participants were asked to select 10 values that best described their personal, current organisational and desired organisational values from a predetermined list.Results: Sixty and 67 health care workers completed the survey in Mahalapye and Ngamiland districts, respectively. The top 10 prevalent organisational values experienced in both districts were: teamwork, patient satisfaction, blame, confusion, job insecurity, not sharing information and manipulation. When all the current values were assessed, 32% (Mahalapye) and 36% (Ngamiland) selected by health care workers were potentially limiting organisational effectiveness. The organisational values desired by health care workers in both districts were: transparency, professional growth, staff recognition, shared decision-making, accountability, productivity, leadership development and teamwork.Conclusions: The experience of the primary health care workers in the two health districts were overwhelmingly negative, which is likely to contribute to low levels of motivation, job satisfaction, productivity and high attrition rates. There is therefore urgent need for organisational transformation with a focus on staff experience and leadership development.

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Journal articles on the topic 'Leadership – Botswana'

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