1. Leadership within a
Ghanaian context
Local entrepreneurs’ perspective
:: Claudia Antwi ::
2. Objective
Present new perspective on and meaning of leadership
Provide a different approach to becoming an good leader; the skills a
good leader should possess and how (s)he should behave
3. Methodology
Qualitative methods - capture participants’ own
perspectives and how they make sense of and add
meanings to their lives
Micro-storia - focus on people and their incoherent everyday life
that are often excluded and neglected by other research
methods
Secondary research - Extensive research through books,
articles, journals and archives of Ghana to acquire
knowledge of the culture, politics, economy and history
4. Study objects
Business owners of SME’s => 3-40 employees
A mix of age (28-52 yrs), gender, entrepreneurial areas
(Grochery, electronics, construction company, retail)
Less likely to be biased by existing Western leadership
theories
5. Study context
Political freedom in 1957, struggled with malfunctioned
political leaders
Known for its cocoa, gold, democracy, peacefulness, and
being the birthplace of former UN Secretary General Kofi
Annan
28.5% in 2005/2006 of the Ghanaian population defined as
poor (U.S. Department of state, 2008)
Diversity: over 36 different tribes; Akan the largest, approx.
60% Christians, approx. 100 ethno-linguistic groups ->
subdivided into numerous cultural and linguistic units
6. continue…
Family a primary social unit => values determined by the
orientation around the maintenance, continuity and the
functioning of the family group
Success of Individual member is nothing if not shared with the family
The family per-se limits, influences, and in some cases determines the
individual’s activities in society
Remittance flow important part of the Ghanaian economy
and Ghanaian households
International remittances to Ghana was $4.25 billion (2007) => largest
source of foreign exchange for Ghana (The Bank of Ghana)
7. Naomi - a local grocery store owner
“It takes money to
open a business, it
takes hard work to get
money, if you are lazy
then there is no
chance of making it.
But if you work hard
you can have a
chance to hold your
head above water and
make it in the world”.
8. 3 Prominent leadership theories
Transactional leadership
a system of rewards and punishments to achieve desired
performance
Transformational leadership
shape and share visions which provide direction, meaning, focus
and motivation to achieve desired performance
Trait approaches
inherit qualities and traits that make people better suited to
leadership
9. Limitations
Most leadership theories are North American in origin
Short-sighted and inappropriate in cultures which differ
significantly from the American and European culture
Differences in societal and economical conditions a problem
when African organizations/businesses are confronted with
Western values on what constitutes an effective organization and
leadership
10. Yaw - a local electronic repair shop owner
“One thing about
Ghanaian leadership is
that it depends on how
you are as a
person...your past
experiences, It is
sometimes a person’s
habit, not what they
are born with that
determines how they
lead”.
11. Ghanaian context I
Societal conditions Organisational practices
Collectivistic Particularistic behaviour
Meaning through social => kinship ties
relationships Organisation an extention of
Strong family bonds - extended family
extended family People have value in their
Obligated to helping the own right not a means to an
group which they belong end
12. Ghanaian context II
Economical conditions Organisational practices
Developing economy Survival
Colonial legacy => Flexibility, creativity
Poverty Entrepreneurial spirit
Low education Hardship/Hardwork
“All in the same boat” , “We
Democracy
are all equal” mentality
SME’s Drive to bring forward a
Remittance flow creation
13. Leadership context (Macro)
Economical Cultural
conditions conditions
Social Enviromental
conditions conditions
Leadership
perception
14. Kojo – Local handcraft
shop owner
“Listening to advice is important
because you learn from other
people’s mistakes and successes.
It gives a sense of direction in life.
Without a direction it’s like a car
with no stirring wheel, you sit in it
and don’t have any way of
getting to the place you want to
go. In life you need control like a
stirring wheel”.
16. Characteristics I
Trait leadership theory
Inherent traits
personal innate characteristics, leaders are born and not made
17. Ghanaian locals’ viewpoint
No people with unambiguous inborn traits which automatically
excel them to good leaders
Keyword: Compassionate = encompasses other important
qualities such as being an advisor and friendlike
These do not come as intrinsic personal traits, but ascends from experience
of hardship
The compassionate characteristc => acquired through
experiencing what other people have gone through
Without these experiences of adversity a person will neither be capable of
understanding the true essense of people and life nor understand how to
deal with people, a leader is therefore not born, but formed over time
18. Characteristics II
Transformational leadership theory
A leader, an advisor and motivator for their followers in order
to stimulate and inspire followers to achieve outstanding results
increasing organisational productivness through “happy” employees,
hence people become means to an end in an organization
19. Ghanaian locals’ viewpoint
Keyword: An advisor = somebody who will use their experiences in
life to give guidance to help people out of their hardships, this is
vital for a good leader or manager
This is however not limited to organisations and not a means to achieve a
higher organisational performance
People have value in their on right and are more than a business
and wealth
20. Characteristics III
Transactional leadership theory
People motivated by reward and punishment, a transaction
The prime purpose of a subordinate is to do what their manager tells
them to do
21. Ghanaian locals’ viewpoint
A good leader puts people before a business and uses his/her
position of power to better the lives of others
A good leader: knowledge gained through life is not meant for
him/her alone, but for all who will find use in it
It is a leaders duty to embrace this reality and recognize their responsibility first of
all as a human being.
22. Samuel - a local shop owner
“You have to be nice
to your workers and
have a nice
relationship with
them. There has to
be a good
foundation for the
relationship because
the foundation is the
seed and it grows
from there.”
24. Key leadership skills
in a Ghanaian context
Clear
Openness Respectful of
High morals and Advisor , Peopleoriented Build communi-
and honesty Sharing family ties,
humane mentor and – people before «Friendlike» cation of
– no hidden knowledge values and
attitude rolemodel wealth relationships tasks and
agendas obligations
goals
25. Behaviour of a good leader
in a Ghanaian context
Take care of employees’ need
Provide guidance and direction
Leader regarded as extention of extended family
Consider employees personal lives and have
understanding of their life situation
Practice good values and ethics
Open and honest attitude
Strong family values and people skills