OD Publication

Africa’s Premier Organization Development (OD) & Change Journal

ISSN (O): 2707-6083

ISSN (P): 2663-0478

Vol.6, Issue 1

ORGANIZATION Organizational Culture and Internet 4.0 Adoption in African

Enterprises: CEO Insights
LEADERSHIP Dr. Tosin Ekundayo

& DEVELOPMENT
A Case Study of Global Leadership Competencies of Chinese
QUARTERLY Executives in Chinese Multinational Companies Investing in
Centre for Organization African Countries
Leadership & Development Xuanwei Cui
2023
Africa’s Ubuntu Philosophy and Kurt Lewin’s Field Theory –
Foundations of African OD
Dr. Justine Chinoperekweyi & Patrick A. Trottier

Culture Shift for Emancipation and Empowerment of

Women in Africa
Yvonne Kanjanda

What Could the New Business Consciousness of the Future

Look Like for Africa?
Regina Huber

Investigating Linguistic Demands in African Corporations: The

Role of English and Wolof Proficiencies in Senegal
Khadi Diallo & Dr. Tosin Ekundayo

OD
 Managing Editor’s Note

We are pleased to be publishing Volume 6, Issue 1 of the Organization Leadership &

Development Quarterly (OLDQ). The year 2023 has been an exciting year for the Centre for
Organization Leadership and Development (COLD) and the Organization Leadership and
Development Network (OLDN). Given the OD field’s evidence-based practice, we published
the Change & Transformation Handbook on March 31, 2023. In addition, we completed the
project on the Change & Transformation Quotient for CEOs & Directors in Africa, a
publication which was supported by Benedictine University (USA) and International Society
for Organization Development & Change (ISODC).

I am humbled to be the Managing Editor of the OLDQ, the premier Organization

Development (OD) journal in Africa. As an international journal, we receive articles from
scholar-practitioners across the globe.

In this Issue, Dr. Tosin Ekundayo writes on Organizational Culture and Internet 4.0 Adoption
in African Enterprises. This research article provides CEO insights that contribute to
understanding the cultural factors that promote or impede technology adoption in African
enterprises. The research informs OD strategies in the rapidly evolving digital landscape.
Another article by Xuanwei Cui explores global leadership competencies of Chinese
executives in Chinese multinational companies investing in Africa. The article seeks to
improve Chinese leaders’ global leadership competencies.

I collaborated with Patrick A. Trottier to come up with an article on Ubuntu philosophy and
Kurt Lewin’s Field Theory as foundations of African OD. We postulate that Ubuntu and Kurt
Lewin’s Field Theory, through the practice of OD, facilitate the manifestation of the human
spirit and humanistic principles and values. Yvonne Kanjanda’s article looked at culture shift
for emancipation and empowerment of women in Africa. The article references the
unadulterated ‘China chemadzimai’ and ‘Choto chemadzimai’ philosophies as models for the
culture shift. The integration of African cultural traditions and Ubuntu philosophy enriches
the culture shift by extolling individual acts of giving power and rights to women and
amplifying their individuation.

Regina Huber wrote on ‘What could be the new business consciousness of the future look like
for Africa?’ She called for the creation of new, more humane models built on ancient Oneness
wisdom, rather than copying models from elsewhere, can bring true transformation. An
article by Khadi Diallo investigated linguistic demands in African corporations. This study
focused on Senegalese companies with specific emphasis on English and Wolof languages.

We invite you to contribute to OLDQ’s upcoming publications with a view to advance the
science, theory, practice, and values of OD.

Dr. Justine Chinoperekweyi

OLDQ Managing Editor

Table of Contents
Organizational Culture and Internet 4.0 Adoption in African Enterprises: CEO Insights
………………………………………………………………………………………………………p.1

A Case Study of Global Leadership Competencies of Chinese Executives in Chinese

Multinational Companies Investing in African Countries
………………………………………………………………………………………………………p.23

Africa’s ‘Ubuntu Philosophy’ and Kurt Lewin’s Field Theory - Foundations of African OD
………………………………………………………………………………………………………p.30

Culture Shift for Emancipation and Empowerment of Women in Africa

………………………………………………………………………………………………………p.37

What Could the New Business Consciousness of the Future Look Like for Africa?
………………………………………………………………………………………………………p.48

Investigating Linguistic Demands in African Corporations: The Role of English and Wolof
Proficiencies in Senegal…………………………………………………………………………..p.58
 Organization Leadership & Development Quarterly (OLDQ)
Volume 6, Issue 1 | 2023
ISSN (P): 2663-0478 | ISSN (O): 2707-6083

Organizational Culture and Internet 4.0 Adoption in African Enterprises:

CEO Insights

Tosin Ekundayo
Lincoln University College, Malaysia
ORCID: 0000-0002-8588-3783
[email protected]

Abstract
As Internet 4.0 technologies like AI, IoT, big data, blockchain, and 5G reshape
industries globally, African enterprises must adapt to this evolving landscape.
Organizational culture is a key factor influencing the successful adoption of these
technologies. However, there is limited empirical evidence and insights from top
executives regarding the relationship between organizational culture and technology
adoption in the African context. This study explores the nexus between
organizational culture and the adoption of Internet 4.0 technologies in African
enterprises through focus group discussions with CEOs from ten (10) diverse
organizations across the continent. The focus group discussions were conducted to
gather qualitative data from CEOs, delving into cultural attributes influencing
technology adoption and the extent to which their organizations have implemented
Internet 4.0 technologies. The focus groups engagements, examine aspects of
organizational culture, such as open communication, willingness to embrace change,
leadership support, and learning and development. Participants also discussed
specific Internet 4.0 technologies adopted, challenges faced during implementation,
and the perceived impact on organizational performance. The findings provide
valuable insights into the role of organizational culture in facilitating the adoption of
Internet 4.0 technologies within the African context, as seen through the lens of these
top executives. These insights contribute to understanding the cultural factors that
promote or impede technology adoption in African enterprises and inform
organizational development strategies in the rapidly evolving digital landscape.
Moreover, the study serves as a foundation for future research on the interplay
between organizational culture and technology adoption in the Internet 4.0 era, with
a specific focus on Africa.

Keywords: Organization Development, Organizational Culture, African Enterprise,

Internet 4.0

Introduction
The emergence of Internet 4.0 technologies, such as artificial intelligence (AI), the
Internet of Things (IoT), big data, blockchain, and 5G, has brought significant changes
to the global business landscape(Attaran, 2021; Jarašūnienė et al., 2023; Rao & Prasad,
2018; Sætra, 2021). These cutting-edge technologies have transformed the way
organizations operate, compete, and innovate, creating both opportunities and
challenges. In recent years, Africa has experienced remarkable growth in various

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 sectors, including telecommunications, finance, and agriculture(David & Grobler,
2020). However, the adoption of Internet 4.0 technologies in African enterprises
remains an area that needs further exploration to foster sustainable growth and
competitiveness in the global market (Ekundayo, 2021).

Organizational culture, defined as the shared values, beliefs, and practices that
shape an organization's behavior, has been widely recognized as a critical factor in the
successful adoption of new technologies (Chouki et al., 2018; Tutar et al., 2014). A
supportive and adaptive organizational culture is essential to encourage innovation,
risk-taking, and the effective implementation of Internet 4.0 technologies. Moreover,
leadership plays a vital role in promoting a culture conducive to technological
adoption by setting the vision, providing resources, and motivating employees(Elkhdr,
2019). As the digital transformation accelerates, understanding the relationship
between organizational culture and the adoption of Internet 4.0 technologies becomes
increasingly important for African enterprises to thrive in the rapidly changing
environment.

Despite the growing interest in Internet 4.0 technologies and their potential to
drive economic growth and innovation in Africa, empirical research on the role of
organizational culture in the successful adoption of these technologies remains
limited(Ekundayo, 2021). Most studies on technology adoption have focused on
factors such as infrastructure, technological readiness, and regulatory frameworks,
with little attention given to the cultural aspects that influence the adoption
process(Kazim, 2021; Madichie et al., 2021; Mhlanga & Moloi, 2020). Furthermore, the
unique challenges and opportunities faced by African enterprises in the context of
digital transformation have been largely overlooked in the existing literature.

This study aims to address this gap by exploring the nexus between organizational
culture and the adoption of Internet 4.0 technologies in African enterprises.
Specifically, the research focuses on the perspectives of CEOs from ten (10) diverse
organizations across the continent, as they play a critical role in shaping organizational
culture and driving the adoption of new technologies. By employing a focus group
engagement to assess key organization cultural attributes and the extent of technology
adoption, this study seeks to answer the following research questions:
 How does organizational culture influence the adoption of Internet 4.0
technologies in African enterprises?
 What role do supportive leadership and continuous learning play in the
adoption of Internet 4.0 technologies in African enterprises?

The findings of this study are expected to provide valuable insights into the role of
organizational culture in facilitating the adoption of Internet 4.0 technologies within
the African context. These insights will contribute to understanding the cultural factors
with African organizations that promote or impede technology adoption in African
enterprises, allowing organizations to tailor their development strategies and foster an
environment conducive to digital transformation. Additionally, the study will serve as

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 a foundation for future research on the interplay between organizational culture and
technology adoption in the Internet 4.0 era, particularly in Africa.

By examining the relationship between organizational culture and the adoption of

Internet 4.0 technologies in African enterprises, this study aims to contribute to the
understanding of the factors that drive digital transformation in the region. Ultimately,
the research seeks to support African enterprises in their quest for sustainable growth
and competitiveness in the rapidly evolving global market.

Background information
The rapid development and proliferation of Internet 4.0 technologies have led to
a growing interest in understanding the factors that influence their successful adoption
and integration into organizational processes. The literature on technology adoption
has examined various factors, such as technological readiness, infrastructure,
regulatory frameworks, and organizational capabilities (Alaloul et al., 2020; Pradhan
et al., 2016; Teisserenc & Sepasgozar, 2021). However, the role of organizational culture
in the adoption of Internet 4.0 technologies, particularly in the African context, remains
underexplored. A supportive and adaptive organizational culture fosters creativity,
risk-taking, and the effective implementation of new technologies (Costanza et al.,
2016; Madi Odeh et al., 2023; Rass et al., 2023). In contrast, a rigid and conservative
culture may hinder innovation and impede the adoption of transformative
technologies like AI, IoT, big data, and blockchain.

Several studies have highlighted the importance of organizational culture in the

successful adoption of information and communication technologies (ICTs) Alaarj et
al. (2017; Al-Gahtani et al., (2007). For example, Alaarj et al., 2015, 2016 found that a
strong culture of innovation, learning, and open communication positively influenced
ICT adoption in Malaysian SMEs. Similarly, (Al-Gahtani et al., 2007) reported that
Saudi organizations with a culture that embraced change and innovation were more
likely to adopt cloud computing technologies. However, these studies have largely
focused on specific technologies or regions, with limited attention given to the broader
context of Internet 4.0 technologies and the unique challenges faced by African
enterprises.

Africa has experienced remarkable growth in various sectors, driven by factors

such as a burgeoning youth population, rapid urbanization, and increased access to
mobile technologies (World Bank, 2020). Internet penetration rates have risen
significantly across the continent, with mobile broadband subscriptions reaching over
50% in several countries(Pradhan et al., 2016) . However, the adoption of Internet 4.0
technologies remains uneven, with some countries lagging behind in terms of
infrastructure, digital literacy, and regulatory frameworks (Johnson, 2022; Pradhan et
al., 2016; Wu et al., 2022).

Despite the potential of Internet 4.0 technologies to drive economic growth and
innovation in Africa, there is a lack of empirical research on the role of organizational

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 culture in their adoption. This study aims to address this gap by exploring the nexus
between organizational culture and the adoption of Internet 4.0 technologies in
African enterprises, focusing on the perspectives of CEOs from ten diverse
organizations across the continent. As the digital landscape continues to evolve
rapidly, it is crucial for organizations to adapt and embrace new technologies to
remain competitive and drive innovation. Understanding the relationship between
organizational culture and the adoption of Internet 4.0 technologies is essential for
organizations to develop strategies that foster a culture conducive to digital
transformation. Moreover, the insights gained from this study will provide a valuable
contribution to the existing literature on technology adoption, particularly in the
African context, and inform future research on the interplay between organizational
culture and technology adoption in the Internet 4.0 era

Statement of problem
This research seeks to explore the under investigated relationship between
organizational culture and the adoption of Internet 4.0 technologies in African
enterprises, given their significant potential to drive regional economic growth and
sustainable development. Recognizing that shared values, beliefs, and practices within
an organization can either foster innovation or impede technological uptake, this study
aims to fill a knowledge gap in understanding how a supportive versus conservative
culture impacts the integration of transformative technologies like AI, IoT, big data,
blockchain, and 5G. It does so by capturing perspectives of CEOs from diverse African
organizations, who hold critical roles in shaping the organizational culture and
driving technology adoption.

Objectives of the Study

The main objective of this study is to explore the nexus between organizational
culture and the adoption of Internet 4.0 technologies in African enterprises, with a
focus on the perspectives of CEOs. To achieve this overarching objective, the study
aims:
 To explore the influence of key cultural attributes like open communication,
innovation, and supportive leadership on the adoption of Internet 4.0
technologies within African businesses.
 To evaluate the extent of Internet 4.0 technology adoption and its impact on
organizational performance in African enterprises, identifying unique
challenges and opportunities in the process.
 To contribute to existing literature on technology adoption and organizational
culture in the African context, providing insights for fostering a culture
conducive to successful technology integration and informing future research
on this subject.

Significance of the Study

This study's findings will offer valuable insights for both theory and practice, with
important implications for organizational development, technology adoption, and
sustainable growth in Africa.

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 Theoretical significance: The study contributes to the existing literature on
technology adoption and organizational culture by examining the nexus between
these two constructs within the context of Internet 4.0 technologies and the African
business environment. By exploring the perspectives of CEOs, this research will
provide a unique viewpoint on the cultural factors that facilitate or impede the
adoption of transformative technologies in African enterprises, enriching the current
understanding of the subject and informing future research.

Practical significance: The insights gained from this study will be beneficial for
African enterprises seeking to adopt and integrate Internet 4.0 technologies into their
operations. By identifying the key cultural attributes that promote successful
technology adoption and the challenges faced during the implementation process, this
research will inform the development of organizational strategies that foster a
supportive and adaptive culture. These strategies will, in turn, help organizations
capitalize on the opportunities presented by Internet 4.0 technologies, enhancing their
competitiveness and driving innovation.

Policy implications: The study's findings may also be relevant for policymakers and
stakeholders involved in promoting digital transformation in Africa. By shedding light
on the role of organizational culture in technology adoption, this research could inform
the development of policies and initiatives that support capacity building, digital
literacy, and the creation of enabling environments for African enterprises to thrive in
the Internet 4.0 era.

Socio-economic impact: Finally, the successful adoption and integration of Internet

4.0 technologies have the potential to drive economic growth, create job opportunities,
and foster sustainable development in Africa. By exploring the factors that influence
technology adoption in African enterprises, this study will contribute to enhancing the
region's capacity for innovation, promoting socio-economic progress, and improving
the quality of life for its people.

Assumptions, Limitations, and Delimitations

Assumptions:
 The study assumes that the CEOs participating in the research are
knowledgeable about their organization's culture and the adoption of Internet
4.0 technologies.
 The research assumes that the selected organizations are representative of the
broader African business landscape, providing generalizable insights into the
relationship between organizational culture and technology adoption.
 It is assumed that the CEOs will provide honest and accurate responses during
the data collection process, allowing for a valid analysis of the research
questions.

Limitations:

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  The study focuses on the perspectives of CEOs, which may limit the diversity
of viewpoints and potentially overlook the experiences of other organizational
members involved in the adoption of Internet 4.0 technologies.
 The research relies on self-reported data, which may be subject to social
desirability bias and recall bias, potentially affecting the accuracy of the
findings.
 Due to the complex nature of organizational culture and the myriad factors that
influence technology adoption, it may be challenging to establish a direct
causal relationship between these two constructs.
 The study is limited to the African context, which may restrict the
generalizability of the findings to other regions with different cultural,
economic, and technological environments.

Delimitations:
 The research focuses on the relationship between organizational culture and
the adoption of Internet 4.0 technologies, excluding other factors that may
influence technology adoption, such as infrastructure, regulatory frameworks,
and technological readiness.
 The study concentrates on African enterprises, with the aim of addressing the
specific challenges and opportunities faced by organizations in this region
during the digital transformation process.
 The research employs a survey instrument for data collection, focusing on
quantitative data rather than qualitative insights that could provide a deeper
understanding of the cultural dynamics at play.
 The study targets CEOs as the primary respondents, given their critical role in
shaping organizational culture and driving the adoption of new technologies.
This delimitation is intended to provide a focused analysis of the research
questions from a leadership perspective.

Ethical Considerations for the Study

 Informed Consent: Prior to conducting focus group, informed consent will be
obtained from all participants. They will be provided with a clear explanation
of the study's purpose, objectives, and procedures. Participants will also be
informed about their right to withdraw from the study at any time without any
negative consequences.
 Confidentiality and Anonymity: To protect the privacy and confidentiality of
participants, all personal information and identifiers will be removed from the
data during the analysis and reporting process. Participants will be assigned
pseudonyms, and their organizations will not be explicitly named in the
research findings.
 Data Storage and Security: All data collected during the study, including audio
recordings, transcripts, and notes, will be securely stored in password-
protected files and encrypted folders. Access to the data will be limited to the
research team members who are directly involved in the analysis and reporting
process.

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  Non-maleficence: The study will be designed and conducted in a manner that
minimizes the risk of harm to participants. This includes ensuring that
questions asked during focus groups and interviews are respectful, non-
invasive, and do not cause undue distress or discomfort.
 Intellectual Property: All sources of information used in the study, including
previous research and publications, will be appropriately cited and
acknowledged to give credit to the original authors and to avoid plagiarism.
 Transparency and Openness: The research design, methodology, and findings
will be transparently reported and openly shared with the academic
community and relevant stakeholders. This includes publishing the results in
peer-reviewed journals and presenting the findings at conferences.

By carefully considering and addressing these ethical considerations, the study

aims to ensure that the research process is conducted with integrity, respect for
participants, and adherence to established ethical guidelines, thereby contributing to
the generation of valuable and trustworthy knowledge in the field of organizational
culture and Internet 4.0 technology adoption.

Literature Review
Alqahtani et al., (2014) examines the role of organizational support in the adoption
of Enterprise Web 2.0 technologies. The study investigates the employees' adoption of
enterprise web 2.0 in a study themed “Organizational support and Enterprise Web 2.0
adoption: a qualitative study”. This study employed a qualitative approach, using
semi-structured interviews to explore the role of organizational support in the
adoption of Enterprise Web 2.0 technologies. The findings show that management
support, technological infrastructure, and a clear vision and strategy for technology
adoption were critical factors for successful implementation. By implication, the study
emphasizes the importance of organizational support in overcoming barriers to
technology adoption and fostering a culture of innovation, providing insights into the
factors that facilitate the adoption of Web 2.0 technologies in enterprises. The study
also found out that management support, technological infrastructure, and a clear
vision and strategy for technology adoption were critical factors for successful
implementation. As such, the authors emphasize the importance of organizational
support in overcoming barriers to technology adoption and fostering a culture of
innovation.

Penard et al., (2015) investigates the probability of using the internet and internet
usage patterns in a study titled “Internet adoption and usage patterns in Africa:
Evidence from Cameroon”. The researcher explores the factors that influence
internet adoption and usage patterns in Cameroon, providing valuable insights into
the African context, using a quantitative approach based on survey data to analyse the
factors that influence internet adoption and usage patterns in Cameroon. The study
found that factors such as age, education, income, and trust were significant
determinants of internet adoption. The internet was primarily used for communication,
information, and entertainment purposes, with limited use for e-commerce and online

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 services. The findings highlight the need for further investigation into the barriers and
enablers of technology adoption in Africa and provides valuable insights into the
determinants of internet adoption in the region. The study also revealed that the
internet was primarily used for communication, information, and entertainment
purposes, with limited use for e-commerce and online services. This research
highlights the need for further investigation into the barriers and enablers of
technology adoption in Africa.

Another study by (Gono et al., 2016) themed “The Adoption and Impact of ICT in
South African SMEs” Investigates the adoption of information and communications
technology as well as impact of information and communications technology on small
and medium sized enterprises In South Africa. As the study examines the adoption
and impact of ICT in South African SMEs. The authors found that the level of ICT
adoption varied across industries and that a lack of resources and organizational
support were significant barriers to ICT adoption. The author used a mixed-methods
approach, combining a quantitative survey and qualitative interviews to explore the
adoption and impact of ICT in South African SMEs. The findings revealed that the
level of ICT adoption varied across industries and that a lack of resources and
organizational support were significant barriers to ICT adoption. Additionally,
successful adoption of ICT positively influenced SME performance. This study
emphasizes the need for organizations to create a supportive environment for
technology adoption and highlights the potential benefits of ICT for SMEs in emerging
economies like South Africa. The study also revealed that the successful adoption of
ICT positively influenced SME performance, emphasizing the need for organizations
to create a supportive environment for technology adoption.

(Chouki et al., 2018) in a study themed “Organizational culture as a barrier to

information technology adoption: The case of Moroccan Small and Medium
Enterprises”, measures organizational informalization, resistance to change of
technologies’ Stakeholders and Centralized Decision Making In SMES. The study
investigates the role of organizational culture as a barrier to information technology
(IT) adoption in Moroccan small and medium-sized enterprises (SMEs) by employing
a quantitative approach using a survey questionnaire distributed to Moroccan SMEs
to assess the relationship between organizational culture and IT adoption. Findings
shows that organizational culture significantly influenced IT adoption, with a
conservative and hierarchical culture posing a major barrier. This research highlights
the importance of fostering an organizational culture that supports innovation and
change to facilitate the successful adoption of IT in SMEs, particularly in the context of
developing countries.

Review conclusion
Alqahtani et al., (2014), Penard et al., (2015), Gono et al., (2016) and Chouki et al.,
(2018) contribute to this study by providing insights into the role of organizational
culture and support in technology adoption. They highlight the importance of

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 fostering a culture that embraces change, innovation, and open communication, as
well as the need for organizational support in terms of resources, infrastructure, and
strategic direction. Additionally, these studies demonstrate the positive impact of
successful technology adoption on organizational performance, particularly in the
context of SMEs. By examining the adoption of Internet 4.0 technologies in African
enterprises and the role of organizational culture, this study builds upon the existing
literature and addresses the builds upon the existing literature and addresses the
unique challenges faced by organizations in the region.

Theoretical framework
The theoretical framework for this study will be based on the Technology-
Organization-Environment (TOE) framework and the Competing Values Framework
(CVF). These two theories will be combined to provide a comprehensive
understanding of the factors influencing the adoption of Internet 4.0 technologies in
African enterprises, with a specific focus on the role of organizational culture.

Technology-Organization-Environment (TOE) Framework:

The TOE framework, proposed by Tornatzky and Fleischer (1990), is a widely used
model for understanding the factors that influence the adoption and implementation
of technological innovations in organizations(Na et al., 2022). The TOE framework
posits that technology adoption is determined by three contextual factors:
 Technological context: This includes the characteristics of the technology itself,
such as its complexity, compatibility with existing systems, and relative
advantage over alternative solutions.
 Organizational context: This encompasses the internal characteristics of the
organization, such as size, structure, resources, and managerial support for
innovation.
 Environmental context: This refers to the external factors that influence
technology adoption, such as competitive pressures, industry characteristics,
and government policies.

In this study, the TOE framework will be used to examine the technological,
organizational, and environmental factors that influence the adoption of Internet 4.0
technologies in African enterprises.
Competing Values Framework (CVF):
The CVF, developed by Quinn and Rohrbaugh (1983), is a widely used model for
understanding and assessing organizational culture(Gong et al., 2022). The CVF posits
that organizations have four competing cultural types, each representing a different
set of values and assumptions:
 Clan culture: This type of culture emphasizes collaboration, teamwork, and
employee involvement, and prioritizes internal maintenance and stability.
 Adhocracy culture: This type of culture fosters innovation, creativity, and
flexibility, and is oriented towards external growth and adaptation.

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  Hierarchy culture: This type of culture is characterized by formalization,
control, and clear lines of authority, and prioritizes internal efficiency and
stability.
 Market culture: This type of culture focuses on results, competition, and
customer satisfaction, and is oriented towards external positioning and
adaptation.

In this study, the CVF will be used to examine the relationship between
organizational culture and the adoption of Internet 4.0 technologies, with a specific
focus on how different cultural types may facilitate or hinder technology adoption.
By combining the TOE framework and the CVF, this study aims to provide a
comprehensive understanding of the factors that influence the adoption of Internet 4.0
technologies in African enterprises, and to shed light on the role of organizational
culture in this process. This theoretical framework will guide the research design, data
collection, and analysis, ultimately helping to address the research questions and
objectives.

Conceptual framework
The conceptual framework for this study will integrate the Technology-
Organization-Environment (TOE) framework and the Competing Values Framework
(CVF) to provide a comprehensive understanding of the factors influencing the
adoption of Internet 4.0 technologies in African enterprises. This framework will
consider the interplay/impact of the underlisted factors on Internet 4.0 adoption in
African enterprise.

Technological
Factors

Internet
Organizational 4.0 Organizational
Factors Technology Culture
Adoption

Environmental
Factors

Figure 1: Conceptual Framework Source: Author

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 Methodology
Research Design
In examining the connection between organizational culture and Internet 4.0
adoption in African enterprises, this study adopts an interpretivist philosophy,
valuing the subjective meanings individuals assign to experiences. It employs an
inductive approach to collect and analyse data to discern patterns and develop
theories(Saunders et al., 2007). A qualitative route serves as the research strategy,
providing an in-depth look at the interaction between culture and technology adoption
across diverse African businesses. Data will be collected through focus groups with
enterprise leaders, combining collective insight and individual perspectives (Saunders
et al., 2007). Purposive sampling used to select 10 participants based on their
knowledge and relevance to the topic (Center, 2019). Thematic analysis will then distil
meaningful insights from the collected data(Kiger & Varpio, 2020). The validity and
reliability of the findings will be enhanced by using triangulation and member
checking(Gani et al., 2020). Overall, the study's design aims to deepen understanding
of how organizational culture and Internet 4.0 adoption intersect in African businesses,
contributing to strategies for digital transformation in the region.

Settings
The setting for this qualitative study will be comprised of a diverse range of
enterprises within the African context, focusing on various industries that are either
currently adopting or considering the adoption of Internet 4.0 technologies. The
primary purpose of selecting a diverse range of enterprises is to capture the richness
and complexity of organizational culture and its influence on technology adoption
across different contexts.
Geographical Scope: The study will be conducted across multiple African countries,
representing different regions, such as North Africa, West Africa, East Africa, Central
Africa, and Southern Africa. This geographical diversity will enable the research to
account for various cultural, economic, and regulatory factors that may influence
technology adoption within the African continent.

Types of Enterprises: The study will include small, medium, and large enterprises
from various industries, such as manufacturing, services, technology, agriculture, and
finance. This diverse representation of enterprises will help in identifying the unique
challenges and opportunities related to Internet 4.0 technology adoption in different
sectors.

Data Collection Setting: Data will be collected through focus group discussions with
CEOs from the selected enterprises. These focus groups will be conducted through
virtual platforms (zoom), depending on the availability and preferences of the
participants. This approach will ensure a comfortable and conducive environment for
participants to openly share their experiences and insights regarding technology
adoption and organizational culture.

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 The diverse and multi-faceted setting of this qualitative study will provide a rich
and comprehensive understanding of the factors influencing Internet 4.0 technology
adoption in African enterprises. By capturing the experiences and perspectives of
various stakeholders across different industries and geographical locations, the study
aims to identify patterns and trends in technology adoption and the role of
organizational culture in this process.

Participants
Ten (10) CEOs from the selected enterprises will be primary participants in this
study. These individuals are responsible for making strategic decisions regarding
technology adoption and can provide valuable insights into the factors influencing
their decisions, including the role of organizational culture. Their perspectives on the
challenges and opportunities related to Internet 4.0 technology adoption will be critical
in addressing the research questions and objectives. The participants are recruited
through a combination of purposive and snowball sampling techniques, ensuring a
diverse and representative sample of stakeholders involved in the adoption of Internet
4.0 technologies in African enterprises.

Results and implications

The findings of focus group engagement are a summarised in two phases

Phase I: Determining the organization culture of African Enterprise.

1. Organization encouragement of open communication and collaboration in Africa
The focus group discussed the extent of organization encouraging open
communication and collaboration among employees. The responses shows that most
of the CEOs (70%) believe their organizations offer little encouragement for open
communication and collaboration among employees. This is a significant finding as it
indicates a potentially low level of organizational culture support for open
communication, which could negatively impact the adoption of Internet 4.0
technologies. 20% of the CEOs report that there is a moderate level of encouragement
for open communication and collaboration in their organizations, while only 10%
believe there is a very strong encouragement. None of the CEOs feel that their
organizations offer no encouragement or strong encouragement for open
communication and collaboration.

These results suggest that many African enterprises may need to work on
fostering a more supportive organizational culture that encourages open
communication and collaboration. This could be key to facilitating the effective
adoption and integration of Internet 4.0 technologies. Furthermore, the data indicates
that there is room for improvement in terms of promoting open communication and
collaboration, which are critical aspects of a learning culture and an innovative
environment that can support the adoption of advanced technologies.

2. Organization promotion of a culture of innovation and experimentation in Africa

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 The focus group discussed how strongly organization promote a culture of
innovation and experimentation. Reponses suggest that a large majority of the CEOs
(80%) believe their organizations provide either no or little promotion for a culture of
innovation and experimentation. This finding is significant because it implies a
potentially low level of organizational support for innovation and experimentation,
which are key elements for the successful adoption of Internet 4.0 technologies. Only
10% of the CEOs report that their organizations have a moderate promotion of
innovation and experimentation, while another 10% perceive a very strong promotion.
None of the CEOs believe their organizations have a strong promotion of innovation
and experimentation.

These results suggest that the promotion of a culture of innovation and

experimentation may be lacking in many African enterprises. Given that the successful
adoption of Internet 4.0 technologies often requires a willingness to innovate and
experiment with new ways of working, these findings suggest that efforts may be
needed to foster a more innovative and experimental organizational culture. The data
indicates a clear opportunity for improvement in promoting innovation and
experimentation, which could help facilitate the integration of advanced technologies
into daily operations.

3. Organization's willingness to embrace change and adapt to new technologies in Africa

The focus group discussed organization's willingness to embrace change and
adapt to new technologies. The response suggest that a majority of the CEOs (90%)
believe their organizations are either very unwilling or unwilling to embrace change
and adapt to new technologies. This finding is quite significant as it implies a
potentially low level of readiness and willingness to change and adapt, which are key
factors for the successful adoption of Internet 4.0 technologies. Only 10% of the CEOs
believe their organizations are very willing to embrace change and adapt to new
technologies. None of the CEOs rate their organizations as being neutral or willing to
embrace change and adapt to new technologies.

These results suggest that many African enterprises may need to work on
fostering a greater willingness to embrace change and adapt to new technologies. This
could be a key factor in facilitating the effective adoption and integration of Internet
4.0 technologies. The data indicates a significant need for improvement in terms of
promoting change readiness and adaptability, which are critical aspects of a resilient
and innovative environment that can support the adoption of advanced technologies.
The high proportion of CEOs indicating unwillingness to change and adapt suggests
a significant barrier to technology adoption that should be addressed in future
organizational development initiatives.

4. Organization's leadership in promoting the adoption of advanced technologies in Africa

The focus group discussed organization's leadership in promoting the adoption
of advanced technologies. The response suggests a lack of strong support from

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 leadership in the adoption of Internet 4.0 technologies among the surveyed African
enterprises. Most of the CEOs (70%) perceive their organization's leadership as either
not supportive at all or only slightly supportive in promoting the adoption of
advanced technologies. This is a key finding, as leadership support is a critical factor
in successful technology adoption. It suggests that there may be a lack of strategic
direction and commitment from the top towards technology adoption. Only 10% of
the CEOs perceive their organization's leadership as very supportive, and 20% see
them as moderately supportive. Notably, none of the CEOs perceive their
organization's leadership as being simply 'supportive', indicating a lack of strong
leadership support for technology adoption.

These results indicate a significant need for stronger leadership support in

promoting the adoption of advanced technologies in African enterprises. The
leadership's role in driving technology adoption is critical. This includes setting a clear
vision, aligning technology initiatives with strategic objectives, and fostering an
environment conducive to change and innovation. The lack of strong leadership
support could be a significant barrier to Internet 4.0 adoption, highlighting the need
for organizational development interventions focused on enhancing leadership
commitment to technology adoption.

5. Organization ability to manage risk-taking and learning from failure during technology
implementation in Africa
The focus group discussed organization risk-taking and learning from failure
during technology implementation. The findings suggest a significant aversion to risk-
taking and learning from failure among the surveyed African enterprises. 90% of the
CEOs perceive their organizations as either strongly discouraging or discouraging
risk-taking and learning from failure. This is a pivotal finding, as a culture that
encourages risk-taking and learning from failure is critical for successful technology
adoption. It suggests that there may be a fear of failure and a risk-averse culture
prevailing within these organizations. Only 10% of the CEOs perceive their
organization as encouraging risk-taking and learning from failure. None of the CEOs
perceive their organization as strongly encouraging risk-taking and learning from
failure, indicating a lack of a supportive environment for experimentation and
learning.

These results indicate a significant need for a cultural shift within these African
enterprises to foster an environment that encourages risk-taking and learning from
failure. This is particularly important in the context of Internet 4.0 adoption, which
involves significant uncertainty and requires a degree of experimentation and learning.
The prevalent risk-averse culture could be a significant barrier to Internet 4.0 adoption,
highlighting the need for organizational development interventions aimed at
promoting a culture of innovation, experimentation, and learning.

6. Organization’s continuous learning and upskilling for employees in Africa

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 The focus group discussed continuous learning and upskilling for employees in your
organization. The findings suggest a moderate to low emphasis on continuous
learning and upskilling in the surveyed African enterprises. 50% of the CEOs perceive
continuous learning and upskilling as only slightly important in their organizations.
This perception, combined with 30% who view it as moderately important, indicates
that the majority of organizations do not place a high importance on employee
learning and upskilling. Only 20% of the CEOs perceive continuous learning and
upskilling as important or very important, which is quite low considering the rapidly
evolving nature of Internet 4.0 technologies.

These results suggest a potential gap in the learning and development efforts of
these African enterprises, which could impact their ability to effectively adopt and
leverage Internet 4.0 technologies. Continuous learning and upskilling are crucial for
keeping up with the fast-paced technological advancements and for fostering an
innovative and adaptive organizational culture. The findings highlight the need for
these organizations to place greater emphasis on learning and development initiatives,
to enhance their readiness for Internet 4.0 adoption.

Phase II: Determining the organization adoption of Internet 4.0 technologies in

Africa
1. Organization adoption of Internet 4.0 technologies in Africa
The focus group discussed the extent of organization adopted Internet 4.0
technologies. The response indicates a low to moderate level of Internet 4.0 adoption
across the surveyed African enterprises. Half of the CEOs reported that their
organizations have only slightly adopted Internet 4.0 technologies, while 40% reported
a moderate level of adoption. This indicates that the majority of organizations (90%)
have not fully embraced these advanced technologies. Only 10% of the CEOs stated
that their organizations have fully adopted Internet 4.0 technologies.

These results suggest a potential lag in the adoption of Internet 4.0 technologies
among these African enterprises. Given the potential benefits of these advanced
technologies, including increased efficiency, innovation, and competitiveness, there
appears to be a significant opportunity for these organizations to further leverage
Internet 4.0 technologies. The findings highlight the need for these organizations to
address the potential barriers to technology adoption, such as insufficient
organizational readiness, lack of supportive leadership, and gaps in skills and learning,
which were identified in the previous questions.

2. Integration of Internet 4.0 technologies in your organization's daily operations in Africa

The focus group discussed how well-integrated are Internet 4.0 technologies in
your organization's daily operations. The response indicates that the integration of
Internet 4.0 technologies into daily operations of the surveyed African enterprises is
moderate. Specifically, 40% of the CEOs reported that Internet 4.0 technologies are
slightly integrated into their organization's daily operations, while half of the

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 participants stated they are moderately integrated. This indicates that a majority of
organizations (90%) have not fully integrated these advanced technologies into their
everyday work. Only 10% of the CEOs reported that their organizations have fully
integrated Internet 4.0 technologies.

These results highlight a need for greater integration of Internet 4.0 technologies
in the daily operations of these African enterprises. Considering the benefits of these
technologies, such as improving operational efficiency and fostering innovation, the
findings indicate a substantial opportunity for these organizations to strengthen their
technology integration. Addressing potential barriers to integration, such as lack of
technical skills, insufficient organizational readiness, and lack of supportive
leadership, as identified in previous questions, can facilitate this process.

3. Internet 4.0 technologies contribution to organization's overall performance in Africa

The focus group discussed the extent do Internet 4.0 technologies contribute to
your organization's overall performance. The response indicates a moderate
contribution of Internet 4.0 technologies to the overall performance of the surveyed
African enterprises. Here, 30% of the CEOs reported that Internet 4.0 technologies
make a minimal contribution to their organizations' performance, while 40% stated
they make a moderate contribution. This implies that a majority of organizations (70%)
have not yet fully leveraged the potential of these advanced technologies for
performance enhancement. On the other hand, 20% of CEOs reported a significant
contribution and 10% reported a very significant contribution of Internet 4.0
technologies to their organizations' performance.
These results highlight a potential gap in the effective use of Internet 4.0
technologies for performance improvement in these African enterprises. Given the
transformative potential of these technologies, the findings suggest a significant
opportunity for these organizations to enhance their performance by more effectively
leveraging Internet 4.0 technologies. This might involve efforts to improve technology
integration, upskill employees, and create an organizational culture that encourages
innovation and adaptation to technological changes, as identified in previous
questions.

4. Ease of implementation and adoption of Internet 4.0 technologies in Africa

The focus group discussed the rate of ease of implementation and adoption of
Internet 4.0 technologies in organization. This discussion seeks to understand the
perceived difficulty levels experienced by African enterprises when implementing and
adopting Internet 4.0 technologies. The results show that a significant majority (80%)
of the CEOs find it difficult to implement and adopt Internet 4.0 technologies in their
organizations. Only 10% of the CEOs found it neither easy nor difficult, and an equal
percentage found it very easy. Notably, none of the CEOs indicated that it was easy to
implement and adopt these technologies.

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 This result is crucial as it highlights one of the key barriers to Internet 4.0 adoption
in these organizations. The perceived difficulty could stem from various factors such
as lack of technical expertise, infrastructure limitations, high implementation costs, or
resistance from employees. The organizations might need to address these challenges
through targeted strategies such as investing in technical training, infrastructure
upgrades, change management programs, and perhaps seeking external assistance for
the implementation process. This will be critical in enhancing their ability to leverage
Internet 4.0 technologies for improved performance.

5. Organization invest in the development and implementation of Internet 4.0 technologies in

Africa
The focus group discussed the organization investment in the development and
implementation of Internet 4.0 technologies. The aims here is to understand the level
of financial commitment organizations have towards the development and
implementation of Internet 4.0 technologies. The results show that a considerable
majority (70%) of the CEOs indicated that their organizations make minimal
investment in the development and implementation of Internet 4.0 technologies.
Another 20% reported moderate investment, while only 10% indicated very significant
investment. Notably, none of the CEOs indicated that their organizations make no
investment or significant investment.

These results underscore a crucial barrier to the adoption of Internet 4.0

technologies in these organizations - lack of sufficient investment. This could be due
to various reasons such as limited financial resources, other competing investment
priorities, or a lack of awareness about the potential benefits of Internet 4.0
technologies. It implies that for these organizations to fully harness the benefits of
Internet 4.0 technologies, they need to allocate more resources towards their
development and implementation. This could involve setting aside a dedicated budget,
seeking external funding or partnerships, or reallocating resources from less critical
areas.

6. Rate of overall success of your organization's efforts to adopt Internet 4.0 technologies in
Africa
The question "ETA6. How would you rate the overall success of your
organization's efforts to adopt Internet 4.0 technologies?" aims to assess the perceived
effectiveness of the organizations' strategies in implementing Internet 4.0 technologies.
The results indicate that 20% of CEOs consider their organization's efforts to be slightly
successful, 50% see them as moderately successful, 20% as successful, and 10% as
highly successful. Notably, none of the CEOs view their efforts as unsuccessful.

These findings suggest that while there are some positive outcomes from the
adoption of Internet 4.0 technologies, there is also room for improvement. A majority
of the organizations are experiencing moderate success, indicating that while the
adoption is occurring, it may not be fully realized or delivering the expected benefits.

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 This could be due to various factors, such as insufficient investment (as indicated in
ETA5), lack of skilled personnel, or resistance to change among employees. Thus, to
enhance their success in adopting Internet 4.0 technologies, these organizations might
need to increase their investment, provide more training for their staff, and possibly
conduct change management initiatives to cultivate a more receptive attitude towards
these technologies.

Discussion and conclusion

The findings of this focus group discussion provide important insights into the
state of Internet 4.0 technology adoption within African enterprises and how this is
influenced by organizational culture attributes. A significant finding is the apparent
lack of strong encouragement for open communication and collaboration among
employees. This is concerning as open communication and collaboration are critical
factors for successful technology adoption. The same applies to the promotion of a
culture of innovation and experimentation, which also seems to be quite limited within
the participating organizations.

These results align with the finding that the majority of organizations are slightly
to moderately successful in adopting Internet 4.0 technologies, suggesting that there
may be cultural barriers hampering the adoption process. The low emphasis on risk-
taking and learning from failure could be another indication of this, as a fear of failure
might stifle innovation and experimentation. Furthermore, while there is some level
of willingness to adapt to new technologies, the reluctance is quite high, indicating
potential resistance to change among employees. This could be due to various reasons
such as lack of understanding of the benefits of Internet 4.0 technologies, fear of job
loss due to automation, or lack of the necessary skills to use these technologies
effectively.

The results also show that despite the above challenges, there is a moderate level
of adoption and integration of Internet 4.0 technologies in the organizations'
operations, and these technologies are perceived to contribute to the organizations'
overall performance. However, the perceived difficulty of implementation and
adoption, along with the minimal investment in the development and implementation
of these technologies, suggests that there are significant resource and capability
constraints.

Conclusion
This tudy reveals that while there is progress in the adoption of Internet 4.0
technologies in African enterprises, there are significant cultural and resource
challenges that need to be addressed to accelerate this process. The results suggest that
to enhance the success of Internet 4.0 technology adoption, organizations need to foster
a culture that encourages open communication, collaboration, innovation, and a
willingness to take risks and learn from failures. Additionally, they need to invest
more in the development and implementation of these technologies and provide
continuous learning and upskilling opportunities for their employees.

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 Moreover, organizational leaders need to play a more active role in promoting the
adoption of advanced technologies and mitigating resistance to change. They should
communicate the benefits of these technologies more effectively and provide
reassurance and support to their employees during the transition process. While this
study provides valuable insights, it only involved a small number of organizations,
and therefore, further research involving a larger sample size is needed to validate
these findings. Future research should also explore in more depth the specific cultural
and resource barriers to Internet 4.0 technology adoption and the strategies that can
be used to overcome them.

Recommendations
Based on the findings of this study, the following recommendations are proposed
to enhance the adoption of Internet 4.0 technologies within African enterprises:
 Promote Open Communication and Collaboration: Organizations should foster a
culture that encourages open communication and collaboration among
employees. This can be achieved by implementing policies that facilitate
information sharing and teamwork and by using collaboration tools that make
it easier for employees to work together on projects.
 Encourage Innovation and Experimentation: Organizations should promote a
culture of innovation and experimentation. This can involve setting up a
dedicated innovation team, providing time and resources for employees to
work on innovative projects, and celebrating and rewarding innovative ideas
and behaviors.
 Foster a Positive Attitude Towards Change: Organizations should work on
reducing resistance to change among employees. This can involve providing
clear communication about the benefits of Internet 4.0 technologies, involving
employees in the change process, and providing support and reassurance
during the transition.
 Invest in Employee Upskilling: Organizations should provide continuous
learning and upskilling opportunities for their employees. This can involve
providing training programs on Internet 4.0 technologies, providing
opportunities for employees to learn on the job, and encouraging employees to
take up external learning opportunities.
 Increase Investment in Internet 4.0 Technologies: Organizations should increase
their investment in the development and implementation of Internet 4.0
technologies. This can involve setting up a dedicated technology development
fund, seeking external funding or partnerships, or reallocating resources from
other areas.
 Leadership Support: Organizational leaders should play a more active role in
promoting the adoption of Internet 4.0 technologies. This can involve setting a
clear vision and strategy for technology adoption, leading by example in the
use of these technologies, and providing regular updates and feedback to
employees on the organization's technology adoption progress.

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  Further Research: Given that this study involved a small number of
organizations, further research involving a larger sample size is recommended
to validate these findings. Future research should also explore in more depth
the specific cultural and resource barriers to Internet 4.0 technology adoption
and the strategies that can be used to overcome them.

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 Organization Leadership & Development Quarterly (OLDQ)
Volume 6, Issue 1 | 2023
ISSN (P): 2663-0478 | ISSN (O): 2707-6083

A Case Study of Global Leadership Competencies of Chinese Executives in

Chinese Multinational Companies Investing in African Countries

Xuanwei Cui
Zhejiang University of Economics and Finance
Email: [email protected]

Abstract
Given the substantial potential for cooperation between African countries and
China, it is evident that China’s direct investment in Africa has experienced
significant growth. The objective of the current study is to assess the global
leadership competencies of Chinese executives within Chinese multinational
corporations operating in African countries. A qualitative case-study methodology
was employed. Specifically, a purposive sampling strategy was utilized, restricting
the sample to two Chinese executives employed in Chinese multinational companies
investing in African countries. The results revealed that Chinese executives exhibited
moderate to high levels of global leadership competencies. This finding can help
Chinese executives examine their global leadership competencies, thus improving
their global leadership effectiveness.

Keywords: Global leadership competencies, Chinese executives, Multinational

companies, African countries

Introduction
Considering Africa’s status as the continent with the highest concentration of
developing nations and China as the largest developing country globally, there are
substantial prospects for economic collaboration between them (Devincy & Sylvaire,
2020; Koomson-Abekah & Nwaba, 2018). China’s FDI inflows into African countries
have experienced significant growth, from US$7.8 billion in 2008 to US$46.1 billion in
2018 (Cudjoe et al., 2021). As far as the Chinese executives in Chinese Multinational
Companies (MNCs) investing in African countries are concerned, their
characteristics, cultural exposure, global education, and project/job novelty are the
antecedents that can predict their global leadership competencies (Mendenhall et al.,
2017). Moreover, for Chinese executives in Chinese MNCs investing in African
countries to possess global leadership competencies, they also have to go through a
transformational process that “consists of experiences, interpersonal encounters,
decisions, and challenges that relate to global leadership challenges” (Mendenhall et
al., 2017, p. 185).

The purpose of the current study is to examine the global leadership

competencies of Chinese executives in Chinese MNCs in African countries. The
research question that guides the current study is, “To what extent do Chinese
executives in Chinese Multinational Companies investing in African countries
possess global leadership competencies?” The structure of the current study was

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 organized as follows: a brief explanation of the methodology, the results of the
current study, and a discussion followed by a conclusion.

Research Method
The researcher used a qualitative method to address the research question.
The case study qualitative approach is most appropriate for the current study
because it best addresses the “why” and “how” questions to provide a detailed
description and analysis of a particular case (Creswell, 2018). The Chinese executives
in Chinese MNCs investing in African countries are the study population. The
researcher limited the sample to two Chinese executives in Chinese MNCs investing
in African countries. Because the sampling procedure employed in the current study
is the purposive strategy, participants were chosen based on the criteria that the
executives are Chinese, and they work in Chinese MNCs operating in African
countries. The researcher limited the sample to two Chinese companies investing in
African countries to accommodate the scale of the research resources available. The
researcher intentionally selected two Chinese executives working in a large-scale
Chinese MNC and a small-scale Chinese MNC investing in African countries as the
participants, two typical and representative examples of Chinese executives working
in African countries.

Results
Participant One: David’s Professional and Personal Life
David worked with a large-scale Chinese MNC with a branch in Nigeria,
specializing in industrial products. David was a man of 56 years old and the head of
production at the Nigerian branch and had been working in Africa for 15 years. He
was regarded as a respected senior manager in the company owing to his
professionalism in developing customized products for the African market. In the
interview, he asserted that he was a leader of sound business acumen, relationship
management, and personal effectiveness. Thoroughly examining his depiction of his
personal life, including his self-assessment of character and personality, work
experience, and critical incidents highlighting each competence, demonstrates his
exceptional resilience and strength as a highly seasoned manager with professional
tenure in large-scale companies across China and Nigeria.

From the perspective of leadership, he shared that he was seriously ill, and
therefore was treated in a hospital in Nigeria. Although he did not fully recover, he
still returned to his office. From a cross-cultural perspective, a Nigerian may find it
difficult to understand why he worked so hard in his work. This is because, in the
corporate culture of China, the power distance is high so leaders need to be role
models for employees (Livermore, 2015), even in suffering. Though working in
Nigeria, his approach and attitude toward his work are still highly valued by many
Nigerian employees. When asked how he developed global leadership capabilities,
he replied that the company had given them professional training, and every year

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 new employees must participate in each session, but he emphasized that practice
was more important.

Both life experiences and the complexity and intensity of the industrial
practice in the corporate realm enabled him to be a leader with vision. He has
impressive and considerable insight into his job and industry and can make
important suggestions for where his company should be heading. Nonetheless, it
may be because he has been engaged in the management of R&D and production,
and his ability in interpersonal communication, especially how to motivate
employees, is somewhat inadequate. For example, he said if he met a frustrated
young employee at work, he was not good at comforting him or encouraging him.
He believed that this may have something to do with his personal experience, as he
grew up with his grandfather, and his relationship with his parents was alienated,
which created his cold personality. Thanks to the cross-culture training, he was better
informed on how to communicate with his African colleagues more effectively.
However, he still felt that the cross-cultural training was not enough for him to
understand how the local culture affects the attitudes and behaviors of his team
members in African countries. He held the view that if the company could give him a
test on cross-cultural management, he may not be a good candidate for this role. In
terms of inquisitiveness, he expressed that he had different levels of curiosity at
different ages. When he was young, he especially liked to accept the opportunity to
work overseas to meet new people and cultures and explore this fresh world.
However, nowadays he desires to return to work in China and spend more time with
his old friends.

Participant Two: Rebecca’s Personal and Professional Life

Rebecca worked with a small and medium-sized Chinese company
specializing in the motorcycle industry in South Africa. Her company was aimed at
gaining access to South Africa and the entire African market. Rebecca, a career
woman of 43 years old, was the international sales director for the African division
and has been working in Africa for six years. She was highly spoken of by his
colleague in the headquarters in China for outstanding achievement in exploring the
African market. Rebecca asserted in the interview that she was also a leader of sound
business acumen, relationship management, and personal effectiveness. Carefully
reviewing the description of her personal life including her self-evaluation of her
personality and character, work experience, and the critical incident of each
competence, the researcher found that she was extremely resilient and strong in
character as a highly experienced manager with over 18 years of professional
experience in a medium-scale company in China and African countries.

In terms of personal leadership aspects, she shared that to obtain good

communication with foreign customers to obtain international orders, she would
work overtime in the company for a long time even after supper. She believed that
leaders needed to be good role models to be able to appeal to and gain the

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 recognition and respect of their employees. When asked about her global leadership
development, she said that the company had given them professional training, and
every new employee would participate every year. However, she pointed out that
the most important thing was to put the theory into practice and only practice would
make things perfect. She added that theoretical knowledge about cross-cultural
management was not enough. After many years of working in African countries, she
began to understand how to lead her local employees more effectively. She
acknowledged that her company did not conduct any assessments to evaluate her
global leadership abilities before her assignment in South Africa. However, she
believed that doing so would be beneficial as it would help her comprehend her
strengths and weaknesses in international business management.

She had a clear call to enter the field of international trade. Because she
studied English at the university and has a cheerful personality, she believed that
these were helpful for her to become a good international business professional.
Whether it was to negotiate projects with foreign clients or to guide department
employees to explore the international market, she was confident that she could
demonstrate her excellent communication skills. However, because she did not
receive a business education, she lacked knowledge in business, especially in
economics and finance. But still, she was confident and optimistic that she could
learn that important knowledge while at work.

As for her personal life, she grew up in a warm family, and her parents gave
her complete love, which made her abundant love for people around her. She was
concerned about the employees in the office, especially the young colleagues who
had just come to work in Africa from China, and felt obliged to encourage them
when they were depressed. Although she loved her work and was used to life in
South Africa, she also expressed her reluctance to stay in South Africa for a long
time. She believed that with her age, family reunion was more important than
earning more money. She planned to return to China to work at the headquarters. In
the past two decades, the complexity, intensity, and challenges in her work equipped
her to be an experienced international business professional, and she hoped to share
her experience with younger colleagues after returning to China.

Summary of the Global Leadership Competencies of David and Rebecca

Although there is a proliferation of identified global leader competencies,
Mendenhall et al., (2017) argued that three groupings of global leadership
competencies were particularly important: business acumen, relationship
management, and personal effectiveness. As shown in Table 1, the global leadership
competencies of both David and Rebecca were evaluated and analyzed from the
three groupings of global leadership competencies.

Table 1
Global Leadership Competencies of David and Rebecca

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 Global Leadership Competencies David Rebecca
Business and Organizational Acumen
Visionary strategic thinking High High
Leading change Low Medium
Business savvy Medium High
Organizational savvy Medium Medium
Managing communities Medium High
Managing People and Relationships
Value people Medium Extremely High
Cross-cultural communication High High
Interpersonal skills Medium High
Team leadership Medium High
Empowering others Medium High
Managing Self
Inquisitiveness Medium High
Global mindset High High
Flexibility Medium High
Character Extremely High Extremely High
Resilience Extremely High Extremely High
Note. Each competence was labeled as Extremely High, High, Medium, Low,
Extremely Low, or Unknown according to the subjective evaluation of the researcher.

Discussion
By comparing David’s and Rebecca’s global leadership competencies, the
results revealed that David mainly manifested a medium level of global leadership
competencies and Rebecca mainly showed a high level of global leadership
competencies. Because David represented a more experienced male leader working
with a large-scale company in an international business environment and Rebecca
represented a younger female leader in a small and medium-sized company in the
same international setting, the analysis and comparison of the leadership
competencies of David and Rebecca provided useful information regarding the
global leadership competencies of Chinese executives in the African market. Neither
of the two interviewees replied that they received any kind of pre-test of their global
leadership competencies. But both strongly suggested that the companies should
make relevant assessments toward the future global leaders, as it would enable those
potential candidates to know the strengths and weaknesses and therefore make full
preparations.

Mendenhall et al., (2017) suggested that individual characteristic was an

important antecedent for growing into an international leader in the business setting.
Although David had more work experience than Rebacca, Rebacca performed better
than David in terms of managing people and relationships. It seemed that the
personal life, especially the experience in an individual’s childhood, indeed would
make a difference in their adulthood. Still, David was confident that he could handle

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 cross-cultural communication well in his work, which implied that training and
practice could make up for some losses brought up by the negative experiences
individuals experienced in their childhood and was effective in cultivating a capable
leader in the international setting.

When it comes to cultural intelligence, both David and Rebecca suggested that
training seminars were useful but not enough to improve cultural intelligence. To be
more specific, David was reported to be low in leading change in African countries,
and Rebecca was not skilled at leading change either. This is due, in large part, to the
fact that the training only provided a general introduction to the culture and social
customs of African countries. However, this training did not provide a more in-depth
analysis of the influence of African culture on the thinking and behavior of local
employees, and the management style that managers should adopt to recruit, train,
and evaluate local employees. Therefore, Chinese MNCs are suggested to improve
their cultural intelligence from four aspects: Cultural Quotient motivation, Cultural
Quotient knowledge, Cultural Quotient strategy, and Cultural Quotient action
(Livermore & Soon, 2015). Additionally, it is important to note that education for a
global leader is never done with a college credential, but it is a lifelong process as the
contemporary global society is in a state of constant change. Just like Rebecca who
wished to continue studying economics and finance, leaders embarking on the
journey to become capable global leaders need to keep learning and improving
themselves with a humble attitude.

Although education on cultural differences is important, as evidenced by the

testimonies of David and Rebecca, what matters to them most is practice. There is no
doubt that years of practice in the real business world promote them to be confident
leaders in the international business realm. In other words, cultural exposure,
particularly to varying degrees of complexities, emotional affect, and intensity,
would be a useful approach for assisting leaders in going through the important
transformational process of becoming confident global leaders. Chinese companies
should also develop a mentoring system in their human resource policy, which calls
for the senior global leader to instruct and mentor the inexperienced leader. Because
the on-the-spot teaching and practice can convey the tacit knowledge to the
inexperienced leader and help them to enhance their global leadership more
effectively (Mendenhall, et al., 2017).

The results indicate that inquisitiveness is a relative, but not absolute standard
to assess the capabilities of global leaders. It is noted that this competence of
inquisitiveness may change as time goes by. When individuals are young, they may
be eager to study and know more about exotic information, this feeling of being
inquisitive of exotic information may gradually quieten down as they turn old. This
may be explained by the fact that to lead with cultural intelligence, not only do
leaders need to understand the local culture, but also need the motivation and
willingness to embrace an exotic environment.

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 Conclusion
The current study concludes that Chinese executives in Chinese MNCs
investing in African countries mainly have medium to high levels of global
leadership competencies. For Chinese executives in Chinese MNCs to enhance their
global leadership competencies, it is of great importance for them to receive relevant,
intensive, and complex hands-on training. The significance of the current study is
that the findings could effectively help Chinese executives in Chinese MNCs
investing in Africa to examine their global leadership competencies, thereby
improving their efficacy of global leadership.

References
Creswell, J. W. (2018). Qualitative inquiry and research design: Choosing among five
approaches. (4th ed.). Sage Publications.
Cudjoe, D. A., Yumei, H. & Gu. H. (2021). The impact of China’s trade, aid, and FDI
on African economies. International Journal of Emerging Markets. 18(2), 3528-
3549
Devincy, D., & Sylvaire, Y. (2020). An analysis of constraints to economic and trade
cooperation between the China-Africa community with a shared future.
International Journal of Engineering and Management Research (IJEMR), 10(5), 12-
16.
Koomson-Abekah, I., & Nwaba, E. C. (2018). Africa-China investment and growth
link. Journal of Chinese Economic and Foreign Trade Studies, 11(2), 132-150.
Livermore, D., & Soon, A. N. G. (2015). Leading with cultural intelligence: The real secret
to success. Amacom.
Mendenhall, M. E., Osland, J., Bird, A., Oddou, G. R., Stevens, M. J., Maznevski, M.,
& Stahl, G. K. (Eds.). (2017). Global leadership: Research, practice, and
development. Routledge.

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 Organization Leadership & Development Quarterly (OLDQ)
Volume 6, Issue 1 | 2023
ISSN (P): 2663-0478 | ISSN (O): 2707-6083

Africa’s ‘Ubuntu Philosophy’ and Kurt Lewin’s Field Theory -

Foundations of African OD

Dr. Justine Chinoperekweyi

Transformation Consultant, Centre for Organization Leadership & Development, Zimbabwe
Email: [email protected]; [email protected]

Patrick A. Trottier
Director, The Institute of Emergent Organizational Development & Emergent Change
(EODC®), Canada
Email: [email protected]

Abstract
At the heart of every society and organization is a predominant
philosophical value system or a philosophical network that binds people together
and influences perceptions, cultures, relationships, and what people create. Ubuntu
philosophy is a cornerstone concept for African organization development (OD)
theory and practice. For OD practitioners, Kurt Lewin's Field Theory is
fundamental. Embracing traditional African culture and philosophies can manifest
OD's value and outcomes globally. We postulate that Ubuntu and Kurt Lewin’s
Field Theory, through the practice of OD, facilitate the manifestation of the human
spirit and humanistic principles and values. Thus, we conclude that Ubuntu and
Lewin's Field Theory and Life Space are the same - indivisible in concept and in
'being'. The advancement of African OD should be premised on these cornerstone
concepts and theories.

Keywords: Ubuntu, Field Theory, Organization Development

Introduction
Within this article, we strive to explore the relationship between ‘Ubuntu
philosophy’ and a critical foundation and cornerstone of Organization
Development (OD), that being Kurt Lewin’s Field Theory. This is significant for
African OD to colligate these two constituents, which may create a foundation and
a founding cornerstone regarding the validity of Ubuntu as a fundamental of
‘African OD’. Such may also emerge the value of traditional African culture and
philosophy, which can bring immense thought, value, and novel practices to
traditional (western) OD and the rest of the world in these precarious times of local,
regional, and global change.

The following propositions are based on, but not limited to, three core
principles (EODC®, 2015):
 Existence precedes a pseudo-essence, which means that the most crucial
consideration for individuals is that they are independently acting and
responsible, conscious beings rather than what labels, roles, submissions,

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 stereotypes, definitions, or other preconceived categories the individual
may be fitted into by some artificial, pseudo-state either by themselves or by
others.
 A person creates 'meaning' and becomes who she/he is through one's
interpretation of their experiences within the ‘self’, their relationships with
others, and their interactions and experiences with their environments.
 ‘Humanizing’ is described as the manifestation of:
 people's inalienable human rights, their innate human nature, and the
manifestation of the natural abilities of humans as a whole person.
 Human-centered, psychological and physically safe, fair, humane,
just, respectful, healthy, performance-based, and livable environments
that manifest the above point. People naturally desire to contribute
and experience 'purpose' and achievement as an influencer (self-
agency) and being a part of a community to aggregate further a
healthy sense of self, social relationships, and well-being.

Understanding Ubuntu Philosophy

At the heart of every society and organization is a predominant
philosophical value system or a philosophical network that binds people together
and influences perceptions, cultures, relationships, and what people create. For
Africa, it is Ubuntu; for Southeast Asia it is Confucianism, and for the global OD
community it is Kurt Lewin’s Field Theory. Ubuntu, or African humanism,
originates in the African conception of ‘being’. The individual is absorbed into the
collective yet retains an identity as an intrinsic and sentient being (endowed with
emotional and cognitive unstructured consciousness). Hence, Ubuntu’s ‘I am
because you are, you are because we are’ exemplifies these values. There are many
idioms and proverbs across Africa that express the Ubuntu philosophy. For
example, umuntu ngumuntu ngabantu – ‘a person is a person because of others’.
Concerning leadership, Inkosi inkosi ngabantu means a leader is a leader simply
because of the people that support and give credence to that leadership. Such
promotes the idea that any leader cannot succeed without the other.

Mugumbate & Chereni (2020) defines Ubuntu as:

"A collection of values and practices that people of Africa or African origin view as
making people authentic human beings. While the nuances of these values and
practices vary across different ethnic groups, they all point to one thing – an
authentic individual human being is part of a larger and more significant
relational, communal, societal, environmental, and spiritual world.”
According to Eze (2008), the core of Ubuntu can best be summarized as
follows:
“A person is a person through other people strikes an affirmation of one's humanity
through recognition of an "other" in his or her uniqueness and difference. It is a
demand for a creative intersubjective formation in which the "other" becomes a
mirror (but only a mirror) for my subjectivity. This idealism suggests that

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 humanity is not embedded in my person solely as an individual; my humanity is co-
substantively bestowed upon the other and me. Humanity is a quality we owe to
each other. We create each other and need to sustain this otherness creation. And if
we belong to each other, we participate in our creations: we are because you are, and
since you are, I am. The "I am" is not a rigid subject, but a dynamic self-
constitution dependent on this otherness creation of relation and distance.”

Through such various descriptors and definitions, Ubuntu has emerged as a

common philosophy that encompasses the interdependence of humans on one
another and the acknowledgment of one's responsibility to their fellow humans
and the world around them. Therefore, Ubuntu is a philosophy that equilibrates
collectivism and individualism. Ubuntu asserts that society gives human beings
their humanity.

Ubuntu has a strong emphasis on compassion and communality. At the core

of the Ubuntu belief system is the view that the collective supersedes the
individual; hence, interdependence has a superior value to independence. ‘The self
cannot be self without other selves’. Ubuntu, therefore, is a uniquely African moral
philosophy that constitutes the spiritual cradle of African spirit, religion, and
culture. It is a comprehensive mode through which reality is constructed and
shared (social constructionism). In line with Diversity, Equity, Inclusion, &
Belongingness (DEIB) concepts, Ubuntu values place a premium on the person's
dignity, irrespective of race, gender, or creed. Such is essential to the growth of a
healthy society. Such is also the genesis of ‘diversity’ from which emerges innovation
and sustainability.

The OD field’s humanistic values emphasize the importance of individuals

and group culture. The particular context of Ubuntu also implies that this core
belief system guides a person's thoughts, actions, and ethical conduct. It is worth
noting that Ubuntu accepts individualism, but it values individualism within the
context of collectivism and communal responsibility (Botha, 2005). Ubuntu’s
philosophical way of life facilitates harmony among cultures. According to Khoza
(2013), “African humanism assumes that our commonality is the basis of our very
being and is, therefore, the wellspring of all individual thoughts, feelings, and
actions.”

The Ubuntu philosophy has permeated the macro, organizational, and

individual contexts (Khoza, 2013). At the macro-level, Ubuntu influences the
national (political, cultural, economic, social), regional, and global relationships. At
organizational levels, it influences strategy, structure, leadership, and processes; at
an individual level, it influences thought, action, and ethical conduct.
As an OD practitioner, one may view Africa as an organization of diverse
parts. A business organization has diverse parts such as marketing, operations,
finance, research, etc. Such diverse parts are integrated, systemic, and symbiotic

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 through shared values, assumptions, and beliefs - a culture. As in any organization,
such values, principles, and beliefs are expressed differently; however, the
underlying values, principles, and beliefs guide all parts of a whole system in
policies, decisions, relationships, and practices. We see Ubuntu as a critical cultural
facet needed to emerge and be embedded into the fabric of Africa and African OD.

Kurt Lewin’s Field Theory and Life Space

Kurt Lewin was a behavioral scientist and a Gestalt psychologist in the
1940s, who maintained that to understand an individual, it is vital to understand
the environment (field) in which they are operating. Individuals do not exist in a
vacuum – their surroundings always influence their actions. Kurt Lewin’s Field
Theory is a crucial foundation of OD. Lewin viewed the social environment as a
dynamic field that interacted with human consciousness in an interactive way.

Field Theory is a theorem that examines patterns of interaction between the

individual and their environment(s). The concept first appeared in psychology with
roots in the holistic perspective of Gestalt theories. It indicates that whatever
environment a person finds himself in, the person assimilates and accommodates
feelings, thoughts, and experiences that emerge and influences their perceptions,
thinking, feeling, and behavior. Lewin also proposed the idea of ‘life space’ in that an
individual’s behavior, at any time, is manifested only within the co-existing factors of
the current “life space” or "psychological field."

Lewin’s Field Theory can be expressed by his formula: Behavior equals a

function of the person and environment; B = f(p,e). OD expands such thinking,
focused solely on the person, the group, the organization, and society. Therefore,
Lewin’s ‘Life Space’ contends that we are influenced by what we hold within us and
by our many external environments when we are open to their influence. So, a life
space is the ‘space’ within us that holds the combination of all the factors that
influences a person’s behavior at any time in one’s life. Such may enhance a sense of
‘self-agency’ so important in one’s life journey or inhibit one's influence on one's
environments and, most importantly, novel forms of emergent thoughts and
expressions within us and within our worlds.

Self-agency is the capacity of individuals and groups to act independently

and collaboratively to make their own free choices as salient beings within an ever-
expanding 'sphere of influence'. It is the realization and manifestation that one can
change oneself, manifest new relationships, and influence to make things happen in
the world (good or bad – healthy or unhealthy).” (Trottier, 1990).

What we ‘do’, what we perceive, what we believe, our opinions, our

knowledge, our sense of safety, of belonging, and our desire to contribute come from
and exist within us and are limited or enhanced by the internal and external 'worlds'
we learn from and experience.

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 Questions for reflection:
 Does one’s environment enhance the self and self-agency (ability to influence
one’s environment) or diminish such? Do I enhance or diminish such for
myself and others?
 What happens when such environments inhibit self-agency from naturally
emerging throughout all areas of a person's life, including work, parental
practices, educational approaches, belief systems, relationships, knowledge
formation, socialization processes, institutionalization, etc.?

For Kurt Lewin, behavior was determined by the totality of an individual's

situation. Field Theory defines a 'field' as 'the totality of co-existing facts which are
conceived of as mutually interdependent’ (Lewin 1951, p.240). Individuals were seen
to behave differently according to how tensions between perceptions of the self and
the environment were worked through. The whole psychological field, or 'life space',
within which people acted had to be viewed to understand behavior. Within such,
individuals and groups could be seen in topological terms (using map-like
representations). Individuals participate in a series of life spaces (such as the family,
work, school, and church), which were constructed under various force vectors
(Lewin, 1952).

An example of a simple life-space concept is the idea that two (or more)
people's experience of a situation emerge from being engrained from a defended,
static position into an open dialogue where emotions and thoughts can be explored
to create novel thoughts and feelings of understanding, appreciation, and connection.
This does not happen if two or more people do not truly and authentically interact
and connect within the self and with each other at certain levels. This combined
space can be "built" up as the two (or more) people share feelings, experiences,
thoughts, and ideas through open and generative dialogue to create a more complex,
genuine 'experience' and, thus, a life-space together. This manifestation, sometimes
called ‘we made a connection’, emerges within personal relationships, work groups,
organizations, social/political entities, and any form of elements and constituents
that have the potential to achieve 'common appreciation’.

Questions for reflection:

 Does Lewin’s work reflect the core concepts of Ubuntu: ‘I am because you
are’, and ‘the self cannot be validated without other-selves?’
 Within 'a pseudo-life space' shaped with labels, roles, submissions,
stereotypes, definitions, 'boxes', or other preconceived categories an
individual may be fitted into, how much genuine communication and
productive relationships manifest? How much novel thought, innovation,
and creativity emerge?
 How much our socialization, parental practices, our education, our work
experiences, our institutionalization in general block our ‘naturalness’ to
create new thoughts, relationships, and solutions to complex business and

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 social issues as we learn to assimilate and accommodate status quo social
norms, perceptions and beliefs through our lives? How much do we compete
and use others to promote our agendas? How does such drive out our natural
ability to connect and build mutually beneficial relations with others?

Within organizations, the traditional structures, roles, status levels, power

dynamics, control, communication dynamics, systems, processes, hidden agendas,
etc. may have ‘normalized’ and stymied us in how we have come to accept the
‘status quo’ and view the state of our organizations as ‘acceptable’, The irony is that
such organizational aspects inhibit our natural human abilities to explore, to create,
to innovate and to collaborate - the things that organizations say they are looking for.

Questions for reflection:

 What type of 'culture and structures' do traditional/current organizations
create?
 Can traditional hierarchies of ‘control’ facilitate relationships based on the
values and principles of Ubuntu?
 How does the lack of Self-Agency impact performance, innovation,
collaboration, exploration, acceptance of diversity, imagination, and creation
– as well as to people's lives in general?

On Change
As postulated and shown in Lewin’s Life Space and Ubuntu philosophy,
one's total environment refers to the internal and external influences, drivers, and
motivators within which the person exists, perceives, and acts. The life space
environment is completely subjective within each context as it depends on the
objective situation (context) and the characteristics, attributes, beliefs, and
perceptions of the person and others within that life space. In other words, we often
perceive our environment as arbitrary, an illusion of our own creation based on
social constructivism. This is important to note since what is 'arbitrary' can be
reframed not just in one's mindset, in relationships but also within the 'realities' of
social and global current norms, beliefs, and actions.

Within an OD context, social constructionism (influencers and drivers), which

shape our norms, beliefs, perspectives, attitudes, motivations, creativity,
relationships, and sense of self, includes such things as organizational structures and
cultures, financial systems, religions, belief systems, work relationships, power
dynamics, roles, and status systems; as well as educational systems, socialization
systems, utilization of resources, ownership of property, social relationships, and
national boundaries. Thus, such 'illusions of our creations' are not marked in stone
but can emerge and evolve beyond the current rationale that is seemingly forever set
and see that nothing can be done to change oneself and one’s world(s).
In OD, openness toward reframing one's mindset is critical. “How we see
ourselves and our environment is what we create.” Thus, what we have created is
not locked into what cannot emerge. The unknown is constituted with ‘what is

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 possible’, and ‘what is not possible’. We are the ‘self-agents’ of our worlds – nothing
more and nothing less.”

Conclusion
The core concepts of Ubuntu: ‘I am because you are’, and ‘the self cannot be
validated without other selves’ seems to ‘fit’ Kurt Lewin’s Field Theory and within a
larger context of Lewin’s Life Space. We postulate that Ubuntu and Kurt Lewin’s
Field Theory, through the practice of OD, facilitate the manifestation of the human
spirit and humanistic principles and values. Thus, we conclude that Ubuntu and
Lewin’s Field Theory and Life Space are one and the same - indivisible in concept
and in ‘being’. This gives the philosophies and values of Ubuntu its validity as an OD
fundamental, and most important, Ubuntu is the common thread throughout most of
the African continent. We also conclude that ‘Ubuntu’ is the foundation and
cornerstone of African OD.

References
Botha, D. (2005). Knowledge management within the multinational organization: The
impact of the African concept of Ubuntu on knowledge processes. Mousaion,
23(1), 82-96.
Eze, M. O. (2008). What is African Comunitarianism? Against consensus as a
regulative Ideal. South African Journal of Philosophy. 27(4), 386-399.
Khoza, R. J. (2013). Let Africa Lead: African Transformational Leadership for 21st Century
Business. Vezubuntu Publishing.
Libet, B., Gleason, C. A., Wright, E. W. & Pearl, D. K. (1983). Time of Conscious
Intention to Act in Relation to Onset of Cerebral Activity (Readiness-
Potential) – The Unconscious Initiation of a Freely Voluntary Act. Brain.
106(3). 623–642
Libet, B. (1985). Unconscious Cerebral Initiative and the Role of Conscious Will in
Voluntary Action. The Behavioral and Brain Sciences. 8 (4): 529–566
Mugumbate, J. R. & Chereni, A. (2020). Editorial: Now, the theory of Ubuntu has its
space in social work. African Journal of Social Work. 10(1). ISSN 2409-5605.
Ubuntu Dialogue Conference: Revisiting, Rethinking, Reimagining Ubuntu: Creating
Spaces for Transformative Dialogue,
https://ubuntudialogues.org.za/conference-2022-sessions-26-october/
Lewin, K. (1938). The conceptual representation and measurement of psychological forces.
Durham, NC: Duke University Press.
Lewin, K. & Dorwin, C. (Ed.) (1951). Field theory in social science. New York: Harper.

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(http://creativecommons.org/licenses/by-nc-nd/3.0/).
 Organization Leadership & Development Quarterly (OLDQ)
Volume 6, Issue 1 | 2023
ISSN (P): 2663-0478 | ISSN (O): 2707-6083

Culture Shift for Emancipation and Empowerment of Women in Africa

Yvonne Kanjanda
HR & OD Practitioner, Ecobank Zimbabwe
[email protected]

Abstract
Organization Development (OD) addresses hard problems and grand societal
challenges. The emancipation and empowerment of women is a worrisome global
phenomenon that needs ‘real OD’ interventions. Women in Africa are exposed to
masculinized leadership and cultural biases that limit and deplete their cognitive and
emotional capacities. African OD, embedded in Africa’s cultural practices towards
women, can be used as a model to reframe women’s cognitive and emotional
frameworks to connect to their inner power and authentic brilliance. Such cultural
shift is fundamental for inclusive change and transformation. The integration of
African cultural traditions and Ubuntu philosophy enriches the culture shift by
extolling individual acts of giving power and rights to women and amplifying their
individuation. Policymakers and development cooperation providers can strengthen
efforts to achieve gender equality through OD concepts and theories. In Zimbabwe,
the ‘China chemadzimai’ and ‘Choto chemadzimai’ concepts embody OD premises and
pillars that enrich women’s capacities. Societies and organizations need this cultural
shift to break stereotypes and facilitate sustainable positive social change. The article
references the unadulterated ‘China chemadzimai’ and ‘Choto chemadzimai’
philosophies as models for the culture shift.

Keywords: Women empowerment, Women emancipation, Organization

Development, Ubuntu

Introduction
The emancipation and empowerment of women has been a worldwide
phenomenon of concern to many countries and organizations within the twentieth
and twenty-first centuries. Subsequently, female emancipation links to any effort or
movement which seeks to free women from social, political, or even economic
bounds held together by patriarchal dictates UN Women (2023) This article
acknowledges that Africa faces a significant gender gap. On average, women have
fewer opportunities than men while they contribute significantly to the social-
economic development of the continent. Organization Development (OD)
contributes towards driving positive change to this belief and recognizes its
responsibility to actively work towards reducing this gap, being a force for good in
society. The ever-rising changes environmentally due to globalization, cultural
changes, and diversity, the rise of women in different spheres has driven women to
be emancipated and empowered. Globally various organizations are helping to
empower and emancipate women. In Zimbabwe, the ‘China Chemadzima’ (literally

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 meaning Women Thursday meeting’ and ‘Choto Chemadzima’ (women social
gathering) are some of the social groupings that encapsulate OD principles.

Women empowerment encompasses increasing educational opportunities for

women so that they can make meaningful decisions about themselves and their
families (Pathak, 2003). The economic empowerment of women refers to the process
of according to women the power to become “breadwinners” to be self-reliant to
generate income from projects and fight poverty (Elliot, 2008). The political
empowerment of women is the process of advancing women’s political interests
(Rajput, 2001; Tiwari, 2001).

Promoting gender equality, equitably, is not just a nice to have, but the right
and smart strategy for sustainable development. In line with the essence of
organization development (OD), when women are empowered, we unlock their
potential and unleash their creativity, innovation, and resilience. This benefits not
just families, but also societies. Therefore, OD imprimatur must be more visible
(Worley, 2022) and should intervene in this worrisome worldwide phenomenon
bedeviling women, globally.

According to the United Nations, Sustainable Development Goals, Goal

Number 5, Gender equality is not only a fundamental human right, but a necessary
foundation for a peaceful, prosperous, and sustainable world. According to the UN
(2020), there has been progress over the last decades, but the world is not on track to
achieve gender equality by 2030. The social and economic fallout from the COVID-
19 pandemic has made the situation even bleaker. Progress in many areas, including
time spent on unpaid care and domestic work, decision-making regarding sexual
and reproductive health, and gender-responsive budgeting, is falling behind.

Women's health services, already poorly funded, have faced major

disruptions. Violence against women remains endemic. And despite women's
leadership in responding to COVID-19, they still trail men in securing the decision-
making positions they deserve. Commitment and bold actions are needed to
accelerate progress, including through the promotion of laws, policies, budgets, and
institutions that advance gender equality. Greater investment in gender statistics is
vital since less than half of the data required to monitor Goal 5 are currently
available.

Gender inequality and gender-based violence are grand challenges that

require an OD approach. According to UN Women (2023), following are some
statistics to show the depth of this scourge in our society:

 Globally, 26 percent of ever-partnered women aged 15 and older (641 million)

have been subjected to physical and/or sexual violence by a husband or
intimate partner at least once in their lifetime.

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  In a 2021 survey in 13 countries, 45 percent of women reported that they or a
woman they know has experienced some form of violence since Covid-19.
 In 2021, nearly one in five young women were married before the age of 18.
 35 percent and 28 percent of young women were married in childhood,
respectively in sub-Saharan Africa and Southern Asia.
 The global prevalence of child marriage has declined by about 10 percent in
the past five years.
 Up to 10 million more girls are likely to become child brides by 2030 due to
the effects of the Covid-19 pandemic, in addition to the 100 million girls
projected to be at risk before the pandemic.
 At least 200 million girls and women today have been subjected to female
genital mutilation, mainly in 31 countries.
 As of 1 January 2022, the global share of women in lower and single houses of
national parliaments reached 26.2 percent, up from 22.4 percent in 2015. At
this pace, it would take another 40 years for women and men to be
represented equally in national parliaments.
 Women's share is slightly over one-third in local governments.
 In 2019, before the pandemic, women accounted for 39.4 percent of total
employment. In 2020, women represented nearly 45 percent of global
employment losses.
 The share of women in managerial positions worldwide increased from 27.2
to 28.3 percent from 2015 to 2019, but remained unchanged from 2019 to 2020,
the first year without an increase since 2013.
 Between 2007 and 2021, 57 percent of women aged 15 to 49 who are married
or in a union made their own informed decisions regarding sexual relations,
contraceptive use, and reproductive health care.
 In the first year of the pandemic, an estimated 1.4 million additional
unintended pregnancies occurred in lower- and middle-income countries.
 Only 15 out of 52 reporting countries included sufficient provisions in their
legal frameworks to protect women’s rights to land.
 Between 2018 and 2021, only 26 percent of countries have comprehensive
systems in place to track public allocations for gender equality, 59 percent
have some features of such a system, and 15 do not have the minimum
elements of such a system.

It falls within the OD fundamental values that organizations should not

operate in silos. The Covid 19 pandemic provided an opportunity for radical,
positive action to redress long-standing inequalities in multiple areas of women's
lives and build a more just and resilient world. The United Nations Women has
developed a rapid and targeted response to mitigate the impact of the Covid 19 crisis
on women and girls and ensure that long-term recovery benefits them, focused on
five priorities: -

 Gender-based violence, including domestic violence, is mitigated and

reduced.

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  Social protection and economic stimulus packages serve women and girls.
 People support and practice equal sharing of care work.
 Women and girls lead and participate in Covid-19 response planning and
decision-making.
 Data and coordination mechanisms include gender perspectives.

The OD value of justice and inclusion of women encourages organizations to

provide women with the necessary support to enable them to become financially
independent. The integration of African cultural traditions and Ubuntu philosophy
enriches the culture shift by commending individual acts of giving power and rights
to women and strengthening their individuality. Policymakers and development
cooperation providers can strengthen efforts to achieve gender equality through OD
concepts and theories. In Zimbabwe, the ‘China chemadzimai’ and ‘Choto chemadzimai’
concepts embody OD premises and pillars that enrich women’s cognitive and
emotional frameworks. Societies and organizations need this cultural shift to break
stereotypes and facilitate sustainable positive social change. The article references the
unadulterated ‘China chemadzimai’ and ‘Choto chemadzimai’ philosophies as models for
the culture shift.

Understanding ‘China chemadzimai’ and ‘Choto chemadzimai’ philosophies

In Zimbabwe, the 'China chemadzimai' and 'Choto chemadzimai' concepts
embody OD premises and pillars that enrich women's cognitive and emotional
frameworks. Societies and organizations need this cultural shift to break stereotypes
and facilitate sustainable positive social change. During the ‘China chemadzimai’
session, women are encouraged to self-develop themselves. OD also realizes that
inclusion and justice are critical to women's empowerment, hence also crucial in
fostering economic independence among women who depend on their husbands for
their daily bread, subjecting themselves to the possibility of mistreatment. This is
unfair to them, given that they can perform and add to the economic benefits of the
society apart from exhibiting economic independence themselves.

According to the Statistics Division of the United Nations Department of

Economic and Social Affairs, the world has made substantial progress in achieving
universal primary education, with girls and boys participating equally in primary
education in most regions. While school closures related to Covid-19 are likely to set back
progress on access to education, evidence shows that girls, once they have access to
schooling, tend to do better than boys in terms of academic achievement. In tertiary
education, women outnumber men, and enrolment is increasing faster for women than
for men. However, women continue to be underrepresented in the fields of science,
technology, engineering, and mathematics, representing only slightly more than 35% of
the world's STEM graduates. Women are also a minority in scientific research and
development, making less than a third of the world's researchers.

According to the Statistics Division of the United Nations Department of

Economic and Social Affairs, 2020, in terms of power and decision-making, women held

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 only 28% of managerial positions globally in 2019 – almost the same proportion as in
1995. And only 18% of enterprises surveyed had a female Chief Executive Officer in 2020.
Among Fortune 500 corporations only 7.4%, or 37 Chief Executive Officers, were women.
In political life, while women's representation in parliament has more than doubled
globally, it has still not crossed the barrier of 25% of parliamentary seats in 2020. Women's
representation among cabinet ministers has quadrupled over the last 25 years yet remains
well below parity at 22%. This drives OD practitioners to approach organizations and
embrace the OD values of justice and inclusion to build up better societies.

According to Lawless and Fox (2008), research shows that there are several
reasons why women have preferred to shy away from active political participation.
Of significance is that women are constantly being asked to prove themselves and
their contribution to national development, contrary to their male counterparts.
There have been significant challenges that women have faced when making inroads
into political and economic platforms. Women are asked if they qualify to hold
positions, yet no one asks men if they are qualified for a position. Women are also
objectified and seen as sex objects, their contributions are not viewed in any other
way than that, forcing many women to stay away.

Zimbabwe can be regarded as one of the many countries, especially in Africa,

where the participation of women is largely found in the academic sector but fewer
of them are involved in politics. Despite that, women constitute over 52 percent of
the population; their involvement in politics is mired by political abuse,
inappropriate attention, lack of access to resources, and trying to balance work,
household, and political activities amongst other underlying circumstances.

Women's empowerment is all about fostering gender equality, poverty

eradication, and inclusive economic growth. Therefore, now is the opportune time
for Zimbabwean OD practitioners to remind women of financial opportunities they
can access through, for example, Empowerment Bank. Resources from
Empowerment Bank can help women finance projects for self-empowerment.
Women may also be reminded that Government, through the Ministry of Women's
Affairs, Small and Medium Enterprises, offers them access to information they may
require for empowerment initiatives. In line with OD values, denigration and abuse
of women should be condemned and dismissed with the utter contempt it deserves.
For Zimbabwe to fully realize economic growth, the contributions of women cannot
be side-lined. Such inclusivity will manifest the whole system thinking at the
national level.

As part of Diversity, Equity, Inclusion, and Belongingness (DEIB), the fight

for gender justice and equality has taken center stage across the globe, Zimbabwe
included. While patriarchy and other gender stereotyping have for long-time
condemned women to the periphery of decision-making, it is encouraging to note
that efforts are being made to empower women and ensure their meaningful

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 participation in the community as well as nation-building. Churches, through the
‘China Chemadzimai’ and other women's gatherings, encourage women to be bold
enough and accept challenging roles in various organizations.

Amidst all this, unpaid care and domestic work (UCDW) remains one of the
most crippling hindrances to women's emancipation. Women's contributions
through UCDW are oftentimes disregarded and they are considered inferior to their
male counterparts who are engaged in formal employment. More importantly, the
burden of UCDW cripples women's chances towards emancipation and self-
actualization as required in a gender-just society.

According to UN Women (2022), the impacts of UCDW range from education

and training, labor force participation, earning, political participation, and health
which all border on gender stereotyping and norms that have for long gone
unchallenged. This calls for socio-economic policies that foster equal emancipation of
men and women. March is international women's month and development players,
government, community leaders and politicians, churches as well as the general
populace must spare a thought for women by way of recognizing the great work that
they are doing through unpaid care and domestic work. This realization will be a
befitting gateway to a sharing of the burden towards sustainable emancipation of
women.

For a long time, unpaid care and domestic work have been considered a
reserve for women but as research and enlightenment set in, it is becoming more
evident that there must be recognition, reduction, redistribution, and representation
of UCDW if women's emancipation is to be achieved. In Zimbabwe, the overarching
problematic narrative is the belief that women are inferior. This leads to the
undervaluing of women's work in both unpaid and paid spheres. This view is
widespread from the individual to the government. Hence, the need for increased
calls for OD practices and principles in addressing gender issues.

The problematic narratives that flow from the notion that women are inferior
include the belief that unpaid care work is inherently a woman's job and therefore
inferior, that a man is considered weak if he helps with UCDW, and the wife is
ridiculed and that men are seen as breadwinners and are therefore "more deserving"
of paid work.

OD has demonstrated the value of the whole system as the inclusion of

women across the world in various institutions. After thousands of years of
suppression and subordination under the male identity, women globally are
breaking the stereotypes and resetting the social equations to seek equal rights and
duties (Matume, 2017) The world is passing through an evolutionary transition phase
of amazing transformation when women are emerging to lead from the front. This
silent revolution, with empowerment and participation, is shifting the dynamics of
socio-economic transformation. Whole system thinking enhances organizational

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 effectiveness by having a 360 view of the whole organization, system, or issue. This
enables an integrated approach that incorporates the whole organizational ecosystem
in trying to come up with interventions that would be inclusive of everyone, thereby
empowering women by including them in strategic and influential roles.

Ecobank Case Study – Manifesting Whole System Interventions

The manifestation of whole system thinking around the women
empowerment challenge is illustrated by large organizations such as Ecobank.
Ecobank is a Pan-African bank headquartered in Nigeria. The bank supports and
promotes gender equality. Ecobank is committed to driving positive change in
Africa. During the 2023 International Women's Day celebrations, the Chief Executive
Officer, Jeremy Awori highlighted his passion for Diversity and Inclusion agenda
and, therefore, committed to creating a workplace where all individuals, regardless
of gender, can thrive and succeed. The Ecobank Chief further highlighted that
promoting gender equality equitably was not just a nice to have but the right and
smart strategy. The bank recognizes that when women are empowered, this would
benefit not only the organization but also the society.

Ecobank has made great strides toward promoting gender equality. In 2016,
the Ecobank Women Agenda was launched as part of Ecobank's Talent Management
Framework. It aims to achieve 50/50 gender equality across the group and at all
levels by 2030. As of Q1 2023, 46% of the workforce are women, while 30% of
Ecobank's management and executives are female. The bank continues with various
women empowerment initiatives, from its internal Women Development programs
to the award-winning Elevate by Ecobank. It is OD's value to embrace advancement
in communication and networking technologies.

Reforming Women’s Mindsets – A Collective Responsibility

Women across the world are reframing years of conditioning as the weaker
gender. In line with OD's essence of elevating humanity, this awakening and
reframing of mindsets is essential in amplifying women's enduring capabilities.
While the UN Women 2022 published that women remain oppressed, there are
various organizations worldwide that assist in empowering women. Women for
Women International is a non-profit organization that seeks to support women
displaced or marginalized by conflict and oppression in eight foreign territories
including Iraq and Rwanda. Many of their efforts are education-based, facilitating
classes, and finding opportunities for graduates. Currently, the group is offering
psychosocial and educational resources to Syrian women in the Kurdistan region of
Iraq, to reach over 3000 women in the next three years.

Wholesome leaders need to be good at creating a powerful vision, inspiring

people to follow that vision, and thinking strategically through various business
options, which promote empowerment and emancipation of women, to promote
justice There are numerous reports on the participation of women in activities that no
one had imagined. Several factors made it possible to start the transformation, but it

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 is the development of the democratic world order in the last 60 years that shaped and
reshaped the mind to seek equality of rights in every sphere of life. The emergence of
OD in the 1930s contributed to the transformation we see today.

Previously, the only role women had was to raise the children and look after
the family and be subordinate to the superior male. Equality was nowhere in the
scene as women were physically, mentally, socially, and financially dependent on
their male counterparts. This mindset was the root cause of unconscious oppression.
The democratic process ignited the spark of equality and today women are playing
the role of a game-changer in family, society, workplace, politics, and global stages.

Women’s participation in the workforce

According to the U.S. Bureau of Labour Statistics, women's participation in
the workforce increased from 39.9% in 1950 to 57% in 2016. It is likely to head
towards 85% in the next decade or so. It is not as positive globally, but tech push is
likely to speed up the process.

This has been evidenced by a few females listed below, according to

Education News (2022): -
 Ethiopia - Sahle-work Zewde: The former Head of the United Nations Office
to the African Union was born in February 1950, a former diplomat and first
female president of Ethiopia who was voted in by a unanimous vote of the
Federal Parliamentary Assembly to assume the highest executive position in
the country on 25th of October 2018. She is the current Ethiopian President
and so making Ethiopia one of the countries with a female president in Africa
and the world.
 Singapore - Halimah Yacob: The former Lawyer and Singapore-based
politician assumed office as the 8th Singapore President in 2017. Halimah
Yacob was born on the 23rd of August 1954. She assumed the position as the
first female President of Singapore after serving as Speaker in the Country's
Parliament. Singapore is one of the few Countries with a female President in
the world.
 Barbados- Sandra Mason: Dame Sandra Prunella Mason FB GCMG DA QC
was elected as the first female president of Barbados from November 30th,
2021, when the country rescinded from being a constitutional monarchy to
become a republic. She was born on the 17th of January 1949. She was the
former governor-general of the country between 2018 and 2021 before
becoming the president. She qualified Barbados as one of the few Countries
with a female President in the world.

The whole system perspective is, therefore, critical as shown in OD values as

the system ensures engaging all stakeholders regularly regardless of gender, looking
at the problem holistically, and coming up with sound advice and decisions to meet
the reach the organizational goals. From the beginning of the right to vote in 1920,

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 women in the U.S. slowly penetrated the male-dominated Congress. Currently, they
are the most powerful voice in the American political arena. It is not just American
but a global phenomenon. Currently, women are at the top of the political system in
several democracies. Nonetheless, it is still far below the expected 50% participation.
Women leaders are a better fit in the changing dynamics of democracies across the
globe. Local and global issues require skills that are in favor of women leaders. In
this era of hyper-networked two-way communication, women are a better fit to listen
to voices and find solutions through humanistic approaches. Issues like climate
change, inequality, the green economy, healthcare, family care, etc. require better
gender-sensitive handling.

The changing work culture and practices demand a new set of skills that are
very natural to women as compared to men. The amazing skill of integration and
cooperation makes women more fit for the jobs required to be executed in the hyper-
connected and interdependent world. The natural traits of stability, consistency, and
responsibility make them better candidates for various roles. Their adaptive and
resilient qualities make women suitable for challenging roles in administration and
business. The multitasking, flexibility, listening, and household management make
them fit candidates for global home operations.

Trottier (1995) states that when we refer to organizations as emergent, we are

saying that every facet of organizations such as culture, meaning, technology, social
relationships, and decision making processes as well as business systems and
processes are continually changing, following no exact predefined, prescribed,
predictable pattern. These 'organizational forms' are products of constant social
negotiation with their internal and external environments, influencing patterns and
determinates. By the term 'form', we are NOT limiting 'organizational form' to such
an old term as 'structure'. We are talking about 'a whole system' which includes
behaviors, perceptions, capabilities, norms, finances, policies, practices, technologies,
relationships, environmental influences, systems, structures, compensation, rewards,
decision-making processes, power dynamics, and some may call this gestalt an
'organizational culture'.

In an emergent change environment, every job requires certain core skills,

and one needs to have training and experience of executing particular tasks. But
gender cannot be the differentiator. Some roles suit males better as it requires
physical strength, and the system isn't yet ready to prepare women for such roles.
But, with evolving technology and mindset even those barriers will have to go away,
sooner or later. The presence of women in combat roles is a perfect example.
Administrative and legal rules are changing to equip women better in a better
manner, but it might take some more time to make it perfectly equal. The rules
should be more gender-flexible to accommodate women in better roles and positions.
Zimbabwe uses ‘China chemadzimai’ and ‘Choto chemadzimai’ as platforms to reframe
and reform women’s mindsets.

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 Financial dependency makes all the difference when it comes to the
empowerment of women. The behavior and mindset take time to change, but
financial freedom makes it happen faster. In the post-World War II era, women's
participation in the labor force changed drastically. It was not just the number, but
the composition also changed drastically. This led to the economic boom and the
resulting push for higher participation and engagement. No country could grow if
half of the demography remains out of active economic activities. Despite the active
participation of women in farm activities across all major cultures, society failed to
appreciate the participation. In Agri-based economies like India, women's
participation in the active labor force is above 50% of the total. In some African
societies, women lead from the front on the farm. A recent trend suggests that almost
farm-based economic activities have higher women participation, as this suits their
role as a multitasker. Women of India made the country the number one producer of
milk in just two decades.

In fostering Diversity, Equity, Inclusion, and Belongingness (DEIB), the goal

of all our effort is happiness. The work-life imbalance is an unfortunate reality of
modern society. It is not about the gender-specific physiological role of raising and
upbringing children but finding the balance. Thanks to the progress made in
communication technology, it is now possible to find a fine balance to lead a happy
life. Maternity and paternity rules are now more flexible to share responsibilities and
manage family values accordingly. Women are more like a CEO in the home front,
the success of the families depend on women. Women are playing this role
effectively since the beginning of human civilization and they will continue to do so
more effectively with professional roles.

Conclusion
The empowerment of women should be facilitated in all spheres of life.
Dynamism is the key to socio-cultural evolution. As the trend suggests, gender
barriers will get eliminated, so one should be mentally prepared to face behavioral
changes. Equality is a relative concept, and the women's empowerment movement
will continue until the "male" benchmark remains. Play the game effectively and
make room for others to play. As OD practitioners we are therefore called to
encourage constructive conversations, diversity, inclusion, and equity. It is through
these significant OD values that aid the Emancipation and Empowerment of women
as exhibited by ‘China Chemadzimai’ in Zimbabwe.

References
Avasti, K. and Srivastava, A. K. (eds.), Modernity Feminism and Women ‘s Empowerment.
Rawart Publication, New Delhi.
Elliot, C. M. (2008). Global Empowerment of women: Response to Globalisation and
politicized religions. Routledge, New York.
Lawless, J. L. & Fox, R. L. (2004). Why don’t women run for office? A Brown University
Policy Report. Cambridge University Press, New York.

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 Mutume, P. (2017). Women Emancipation in Africa - Reality or Illusion. African
Theological studies, 13.
Pathak, P. (2003). Farmer-participatory integrated watershed management: Adarsha
watershed, Kothapally India- an innovative and unscalable approach. Journal of
SAT Agricultural Research,2(1), 1-27. ISSN0973-3094
Rajput, P. (2001). Women’s political participation in India: An agenda for empowerment. In
Promilla Kapur (ed.), Empowering the Indian Women, New Delhi, Ministry of
Information and Broadcasting, Government of India.
Tiwari, R. S. (2001). Feminism and globalization versus Indian women empowerment. In
Abha Avasti and A.K. Srivastava (eds.), Modernity, Feminism and Women’s
Empowerment, Rawat Publication, New Delhi.
Trottier, P. A. (1995). Emergent Organizations. The Institute of Emergent
Organizational Development and Emergent Change. Available at:
www.emergentod.net/
UN, Women. (2022). Sustainable Development Goal 5. Achieving Gender Equality and
empowering all Women and Girls.
UN, Women. (2023). United Nations Entity for Gender Equality and the
Empowerment of Women

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(http://creativecommons.org/licenses/by-nc-nd/3.0/).
 Organization Leadership & Development Quarterly (OLDQ)
Volume 6, Issue 1 | 2023
ISSN (P): 2663-0478 | ISSN (O): 2707-6083

What Could the New Business Consciousness of the Future Look Like for
Africa?

Regina Huber
CEO/Founder of Transform Your Performance
Email: [email protected]

Abstract
Imagine a business world where leadership focuses on the well-being of all
employees and anyone interacting with the business or its products and services. A
business environment where love, compassion, and co-creation are sacred values
implemented in all processes, projects, and policies; where people are recognized as
being the heart of the organization. Achieving this requires a radical change in
consciousness, a profound transformation. While adults can acquire such new
consciousness through a mindset shift and by adding heart wisdom, foundational
change starts with education. Today's education systems need to be more conducive
to co-creation; they promote competition. They do not teach children to uncover and
value their unique talents or to harness their creative power, which would allow
them to develop their unique genius into professional applications joyfully. This is
counterproductive to the consciousness that drives organization and societal
transformation. Having experienced a slice of the rich African culture, with the spirit
of Ubuntu at its heart, the secret is in reviving this nurturing force in business and
education. Creating new, more humane models built on ancient Oneness wisdom,
rather than copying models from elsewhere, can bring true transformation.

Keywords: Consciousness, Ubuntu, Co-creation, Well-being, Education

Who am I to write about Africa’s transformation?

Who am I to write about a continent on which I have spent at most nine
months in just seven of the 54 countries? While I have been involved in many Africa-
centered activities in the last few years, both on the continent itself and elsewhere,
online and in person, this doesn't make me an expert in African matters. Following
my intuition, this article offers some ideas that, while relevant for all continents, may
fall on more fertile ground on the African continent. Khoza (2013) asked, "How can
Africa lead the world, considering that so many countries on the continent cannot get
their houses in order?" p.231. In my work with African people, especially youth, I
have found that African minds are generally less manipulated by politics and thus
more open to fresh perspectives when it comes to ‘new ways of doing’. The African
culture connects the dignity of the human person with the viability and sustainability
of businesses and societies (Khoza, 2013).

Dreaming of a new business consciousness while reflecting on the education

system

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 Imagine a world of business where leadership focuses on the well-being of all
employees and anyone who interacts with the business or its products and services.
A business environment where love, compassion, and co-creation are sacred values
implemented in all processes, projects, and policies, where people are recognized
and treated as the heart of the organization. Based on Ubuntu philosophy, African
leadership has the transformative power of building great institutions. As Khoza
(2013) puts it, African leadership serves rather than dictates, builds trust, and
inspires followers.

Picture a world where people watch out for each other, independently of
their roles; everyone has access to the resources they need to comfortably live in their
purpose and accomplish the goals embedded in their visions; where the human is at
the center of leadership and education. These principles are enshrined in African
humanism as implied in the isiZulu maxim: umuntu ngumuntu ngabantu (a person is a
person because of other people; I am because you are, you are because we are). Such
a world aligns with the essence of organization development, elevating humanity
and bringing presence to human systems.

Dreams become visions, which then become plans. Others before us turned
their dreams into physical reality, even when they initially seemed too fantastic.
Leaders must nurture imagination and dream together with their people to ignite
conversations that manifest change and transformation. Khoza (2013) wrote, "to
define African leadership and impress its virtues on the business community,
dreams, and imaginings are as important as logical thought and dissection" (p.17).
Implementing dreams of a more human-centered economy requires advanced
consciousness. While adults can acquire this new consciousness through a radical
mindset shift and by adding heart to their minds, foundational change starts with the
school system. As practitioners, and change leaders, we could learn a lot from young
children (most of who, if not all, are born with more evolved consciousness than
most adults) if we just let them be more who they are; if we allowed them to express
themselves, and we listened. Instead, education systems press them into a system
that's not made for them, a system that molds them into what it wants them to be, its
servants. Children (all humans) are not meant to fit into a box. Humans are meant to
live their unique purposes; the reason they came to this Earth. This is hard when they
cannot be themselves and uncover their unique genius. The beauty of Ubuntu, or
African humanism, is in its ability to appreciate every human being and create safe
spaces for people to be who they are. Therefore, learners must be exposed to logic-
based and experiential learning (Grace and Seemiler, 2016).

Adults are quick to label children if they don't live up to their expectations:
ADD, ADHD, and some are even medicated. Often, these symptoms indicate that a
child's unique needs are not met. Needs such as movement (rather than sitting still
on a school bench all morning), attention (rather than being ignored or dismissed), a
sounding board (rather than being left to themselves), the list goes on, and it's

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 different for each child because children have unique personalities that deserve
respect so they can grow into the best version of their adult self.

Do today’s education systems produce leaders who foster positive change &
transformation?
The change and transformation dilemma could be traced to a reliance on
education systems that deplete people’s enduring natural capabilities. Conformity-
focused educational concepts and methods are not conducive to implementing the
dream of new business consciousness. Such systems do not further co-creation but
rather competition. Students are told to get better grades than their classmates and to
stick to their papers during tests rather than cooperate. Concepts like being "better
than" or "worse than" are quickly adopted. Conformity-focused systems do not teach
children to uncover and value their unique talents, which would allow them to
develop their unique genius into its practical application joyfully and, as a result, a
purpose-filled life. Kids are told to compare and measure themselves against others
rather than focusing on their unique potential.

Addai (2009) noted that some African learning and training programs need more
relevancy. Curricula, analogies, and books for instruction are, for the most part,
irrelevant to the African context. Most programs are based on Western models, hence
failing to facilitate the needed change and transformation in Africa.

Birkenbihl (n.d), management trainer and creator of brain-friendly language

learning techniques, says in her video on human potential: "Humans are born with
potential. If you had evolved optimally, your potential would have unfolded fully,
and you would have become a homo sapiens. However, in most cases, you didn't
evolve optimally. Something happened that we call 'upbringing'… and this is how
you were normalized. Because we put a lot of value on normality." Normality is a
synonym for ordinariness, uniformity, and averageness, frequently resulting in the
inability to fulfill our potential.

If people could be taught to be extraordinary, why do education systems

teach people to be ordinary instead? Have you ever wondered about this?

In addition, children are taught not to make mistakes. This stifles their natural
curiosity for experiments and their creative spirit. They are instructed to learn facts
by heart and study other people's truths without questioning. Critical thinking is not
desired and is often even actively discouraged. One-size-fits-all syllabi systematically
subdue their passions and dreams, categorized into intelligence boxes that tell
nothing about their distinct creativity and potential. Through exams, they falsely
learn that there is only one possible answer when there are unlimited possibilities.
They may even be ridiculed when they suggest there might be other options.

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 I clearly remember that I was what would be called a "hopeless dreamer"
before moving through school. My dreaming was impaired over time as I became
more "realistic." What does "being realistic" really mean? It means "facing reality,"
perceiving our physical reality with our five externally-oriented senses as if it were
set in stone, no longer seeing other possibilities with our inner eyes. We learn that we
have to "see it to believe it." When it should be the other way around: We have to
believe it to see (or create) it. Our inner dreams are the cause, and our outer
(physical) reality is our creation's effect or result. Dreams become visions, become
plans to create the world we want to see.

Despite going through this experience, I'm still an idealist, and I am proud of
it. I have refused to give up my faith in humanity's drive to strive for positive
expansion, which has helped me resist being educated out of dreaming. Like many
others, I was not encouraged to explore my creative potential. I was told to repeat
and memorize a myriad of so-called facts (many of which, more recently, have
turned out to be wrong, if not blatant lies). I decided to explore this innate potential
more consciously again later in life and help my clients do the same. Seeing how
many people struggle with this and so unnecessary is sad.

Parents are becoming more concerned about the content of education

Many parents are starting to realize this, primarily due to the overly "woke"
syllabi and more-obvious-than-ever indoctrination practices, and this is why in the
U.S., more and more parents are taking their kids out of school and home-school
them instead. Of course, this is not an easy scenario for people working two jobs or
whose schedules are otherwise overloaded with tasks that don't permit them to
educate their offspring outside of what is now often called the "indoctrination school
system." And in some European countries like Germany, the police show up if you
don't send your kids to school.

Education systems produce the leaders of the future. They produce leaders of
small businesses and large corporations, foundations, political entities, communities,
and families—the leaders who facilitate and determine organization development
and design interventions. Leaders in Africa need to recognize that building better
educational institutions is not about copying whatever has a big name. It’s about
creating something new and different.

Rekindling the spirit of Ubuntu (or Oneness) must be at the core

It is easy to realize that content from the preceding sections is
counterproductive to the consciousness many of us would love to see in business:
one of love, compassion, and co-creation. Co-creation, as in Ubuntu.

Having experienced a slice of the rich African culture and learned about the
spirit of Ubuntu, it is critical to revive this nurturing force both in business and
education. Ubuntu mobilizes human capacity by conveying appreciation of human

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 worth and supporting productive economic relationships (Khoza, 2013). True
progress cannot come about by emulating current models that have produced
unhealthy dependencies while favoring the separation of humans through their
categorization into different races, confusing young people about their gender
identities, and belittling the importance of family. As postulated under Ubuntu
philosophy, it does take a village. Integrating Ubuntu's relational and economic logic
is essential in Africa's transformation.

Profound change can only be generated by creating new, better models;

models built on this ancient Ubuntu or Oneness wisdom, which is also embraced by
a growing number of people in other cultures, whether in living truth or on a more
theoretical spiritual level. It was always there; it had just been forgotten (and actively
suppressed).

However, Ubuntu still mostly shines through its absence in most educational
institutions. This is one of the reasons why people will also look for it in vain in our
corporations. In organizations, people might catch a glimpse of it here and there in
some outstanding individuals embodying it, but they often have a hard time
implementing their noble intentions in work environments that reject the "together"
(co-creation) in favor of the "against each other" (competition).

What do students need to find their ideal spot as working adults?

The essence of education has yet to be reformed since the Industrial
Revolution. The question is: Who does this benefit? To foster real change and
transformation, it is essential to develop schools that cater to the children's and
youth's diverse talents, rather than propagating Western-modeled colleges as the
ultimate recipe for success, for example, by adding more polytechnics,
apprenticeships, etc. In parallel, it is high time to upgrade syllabi and learning
materials to foster the students' uniqueness and creativity. This allows for teaching
them their role in the greater picture. Students will be able to become the unique
piece they were meant to be in the jigsaw puzzle, the fullest expression of their
potential. In contrast, Chinoperekweyi (2019) noted that "most education systems
seemingly shape learners in a way gratifying to the academic enterprise's vanities
and idiosyncrasies" p.1.

In line with Conscious Organization Development (OD) (Brendel, 2020), other

beneficial (and currently widely missing) subjects are the exploration of the power of
the mind and the heart, understanding one's energy, and mindfulness. Lessons
people usually look for in vain would be about building a positive self-image;
practicing self-care; staying healthy (in body, mind, soul, and spirit); respecting and
appreciating one’s own and other people’s unique greatness; manifesting more
consciously; developing emotional intelligence; probing deeper into the infinite
human potential; and related topics.

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 Many students would appreciate more variety of art classes (I would have
loved to study dance). Anyone would benefit from public speaking classes; from
knowing the principals and tools of Conversational Intelligence (C-IQ)®; from
comprehending the light and shadow sides of culture (traditional values and
learning about our roots); from understanding money and investments; from
building functional communities; from grasping the importance of self-awareness
and an emphasis on attitudes we value in leaders, such as compassion, commitment,
and courage; from yoga, meditation, and martial arts. Some of these belong to any
school curriculum; others can be optional. And children need attention. This means
the student/teacher ratio must be low enough to guarantee optimum attention, and
teachers must be trained accordingly. We would be surprised by how much hitherto
hidden potential this initiative could bring to the surface; how much enthusiasm it
could awaken; how it could strengthen entrepreneurship and teams in corporate,
professional services, or any other organization; and what its impact on an economy
could be. Such would also lead to more prosperity and peace.

A shift in education leads to a shift in organizations

The following are some hypotheses of how this could affect organizations,
their leadership, and teams:
 An education system that furthers creativity logically leads to more creative
adults, who can bring about more incredible innovation, assuming they are
encouraged to share their ideas in an environment built on trust. Education
systems should not impose the educators' prejudices, hopes, and fears upon
learners or mold learners to fit a pattern of the academic enterprise's desires
(Chinoperekweyi, 2019).
 Curricula that teach values and inspire creative thinking, for example, by
offering visualization training and allowing students to dream, and produce
visionary, value-driven leaders. This requires learning strategies that engage
learners, hence the need for research-based, relevant, rational, relaxed, and
rapport (Price, 2011).
 Students attending lessons on money management, like budgeting, spending,
and investing, become money-savvy project managers or entrepreneurs who
make better-informed money decisions.
 Co-creatively spirited people value their colleagues' unique greatness and
complementary skills within their teams. They know that trying to put out
someone else's light doesn't make theirs shine any brighter, and they don't
even feel a need for that, given that they have explored and are aware of their
authentic brilliance. Less precious energy and time will be spent on useless
competition and on resolving conflicts because the number of the latter will
decrease. Smoother collaboration leads to higher productivity. Competition
becomes irrelevant once you fully comprehend and embody the beauty of all
humans being different while all being connected.
 Greater sharing and collaborative solution-finding at school give rise to true
inclusiveness (not the pseudo-version of it that has brought more separation

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 and frequently calls for conformity rather than inclusion, unity, and diversity
of perspectives). As observed in the US. and Europe, DEI (Diversity, Equity,
Inclusion) has been politically abused to increase division rather than benefit
inclusion, and critical voices are not tolerated. If you look at those societies,
the current approach is firing in the wrong direction, asking humans to
embrace greater conformity rather than diversity. True inclusiveness comes
from within, and if people were not educated about it, we'd probably
naturally practice it, thus effortlessly nurturing team cohesion. This is
corroborated by Chinoperekweyi (2019), who stated that "teaching and
learning should ensure collaborative knowledge creation and learning
beyond conventional notions of time and space. The curriculum should be
rigorous, real, require independence, rich in thinking, revealing, rewarding,
and reflective. Educators must adopt interactive, activity-based learning and
radically shift from 'theory-to-practice' towards 'practice-to-theory'" p.4.
 Conversational Intelligence (C-IQ)® training helps leaders and all employees
build trust, communicate more effectively, and make their voices heard,
while better understanding others. Words have power; tweaking our
language can drive (true) inclusion, create more cohesive teams, and increase
employee engagement, to name a few benefits. Conversational Intelligence
(C-IQ)® also provides powerful tools to navigate more successfully through
meetings, encourage the sharing of creative ideas, and shift individual team
members with a passive or skeptical attitude towards a more co-creative one.

When people have a good self-image and self-belief, thanks to supportive

upbringing and education, they are more prone to show up as the best version of
themselves, to display their most precious talents and strengths, and to share their
most promising ideas. This, in turn, leads to tremendous enthusiasm for their work,
which raises their engagement, productivity, and creative output. Our self-image and
self-belief are primarily influenced by subconscious beliefs formed from birth (and
even before that, through our genes) and through a lifetime. What we observe and
hear from our family members, friends, neighbors, teachers, managers, coworkers,
and other influencing voices around us generates these beliefs and, through them,
our self-image. If it is a positive one, it will be easier for us to achieve success, and we
will also be less stressed. That's why self-image is such a critical topic regarding self-
awareness and self-development, and many of us have had to work diligently to
upgrade our self-belief and self-worth.

The new consciousness addresses brain drain

The much-lamented brain drain could be reduced as young people have
better opportunities and enjoy greater well-being. When workers are appreciated,
recognized, nurtured and properly remunerated, fewer will be urged to look for
opportunities elsewhere. If their work preferences, natural talents, and strengths are
honored, and they feel like they have a real choice, they will more easily find their
spot in the business world. According to Khoza (2013), "Africa can only reverse its
brain drain by offering its professional workers rewarding jobs in safe and pleasant

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 circumstances" p.217. Africa needs to stem disillusionment in its professionals to turn
brain drain into brain gain.

For the positive effects of a better education system to take faster effect, a
simultaneous move toward a more humanistic, new business consciousness of love,
compassion, and co-creation must be implemented in organizations, augmenting the
employees' well-being. Well-being is the currency of the future. This is a profoundly
appealing idea to those who sincerely appreciate the quality of life, a healthy and
enjoyable lifestyle, and a sense of peaceful fulfillment through achieving impact
without stress. To foster such well-being and a sense of peaceful fulfilment, learners
should be exposed to exciting learning approaches, relevant content, and
opportunities for learning by doing (Chinoperekweyi, 2019).

What we want to see in the future needs to start now

I realize that this is a long-term project. Significant change will only happen
over time, but it will never happen if this shift is not initiated. The sooner we start;
the sooner we will see the results. Faster progress can also be attained by launching
parallel improvements in several different areas: schools and corporations, small and
large companies, across all industries, both in the private and public sectors. And we
may get to a tipping point faster than we can envision. Substantial transformation
often can only take place with disruption. The global mood is one of imminent
breakdowns of systems (including belief systems) to bring significant breakthroughs
in human consciousness. Sometimes, financial and political systems are bound to
crumble and fall so we can create something new and better. Eventually (sooner or
later, depending on the speed at which human consciousness elevates itself), the
timeline of advanced consciousness – one of abundance and freedom, peace, and
wealth for all will prevail over darker timelines. It depends on us because we are the
ones who (co-)create our reality (even if we don't learn this vital truth in school).
Whether we know it or not, we co-create our reality during each second of our lives.
So, we better be aware. Creation is continuously happening on a large and a small
scale; we create through thoughts, feelings, emotions, words, and actions. Imagine
what we could create if we consciously did it and taught our children to do the same.

Such is the power of thoughts and words

If you don't believe your thoughts influence the world and the people around
you, check out the Emoto (2017) water experiment in one of many videos. He proved
that water is affected by our words and intentions. We can improve water quality by
raising its vibration through loving words (similarly to blessing food, which you may
already be doing) or addressing it with hate speech. That's also why food cooked
with love tastes so much more delicious.

I have conducted a few water experiments of my own, where I froze tap

water that I had placed under a Russian healing pyramid on the one hand and water
directly from the tap on the other. I positioned both glass jars next to each other in

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 the freezer. Despite the same freezing time and temperature, similar amounts of
water in each jar, and equal positioning in the freezer, the outcome was astoundingly
different: The pyramid water jar was so full of expansive energy it burst the jar into
shards (despite not using a lid on any of the jars), and its frozen shape and
crystallization mimicked the shape of the pyramid. In contrast, the other tap water
just froze into some random jumble. I invite you to experiment with water yourself!
Our DNA responds to language, and our human bodies consist of water to a huge
extent. Sounds and words can have a calming, healing effect or the opposite,
depending on their quality and frequency. Everything is energetic frequency
(including our thoughts), and there is a continuous exchange of energy between us
and the world around us. We are energy, and we are consciousness. Even water is
living consciousness. This is exactly why consciousness is the central word of this
article.

As consciousness evolves, everything follows

The consciousness we develop for our families, schools, and organizations
will always revert to us. It either rewards us or it hurts us. Why didn't we learn this
in school? In any case, we all must do our part in this creation; every little thing adds
to the big picture, and every puzzle piece counts, both in consciousness and
practicality. As within, so without. As above, so below.

Let’s break the cycle!

Are you ready to step into a future with New Consciousness? Are you ready
to bust the cycle and design a new template? What are you waiting for? You can do
your part, and you are important. Even a small wave can have a huge ripple effect
when a passionate, committed, and resilient soul, a heart-centered and value-driven
human being, initiates it.
Schools are not schools without pupils or students. Schools house
communities. The same is true of any institution or organization. Let's give rise to
new ways of being in a community with each other, and let's start with the schools
because this has the potential to create a potent ripple effect that will spread into all
the corners of society. Many African countries have a much better chance to create
the schools of the future on a broad level than any other places because large parts of
this continent seem less regulated than, say, Europe. That may be a problem. See, any
structure has advantages and drawbacks, just like any shadow has a light on the
other side. Having too much structure can be counter-productive to change. It's often
easier to build something new than to fix the existing and outdated, especially when
deeply engrained. If you're in a privileged place where you could invest in or
influence the education system, could this become your calling? Could you make it
your life's mission? Please share this article with others who would also find value in
it so you can inspire them to join you in your endeavor to drive this New
Consciousness for Africa. Isn't this a superb dream to be converted into a vision and
a plan? You'd leave a legacy of contributing to a major evolutionary shift for
humankind.

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 References
Addai, J. W. (2009). Reforming Leadership Across Africa. Publishers Graphics. ISBN.
978-1-934703-54-0.
Birkenbihl, V. F. (n.d). Potentialentfaltng & Erziehung. YouTube Video. Available at:
https://youtu.be/VSABrBEsjZ0
Chinoperekweyi, J. (2019). Innovation in Teaching & Assessment: Towards Inquiry-
based higher education learning practices. 5th Sohar University Teaching &
Learning Conference. www.soharuni.edu.om/tlc5/
Emoto, M. (2017). Dr. Masaru Emoto and Water Consciousness. The Wellness
Enterprise. https://thewellnessenterprise.com/emoto/
Grace, M. & Seemiler, C. (2016). Generation Z Goes to College. San Francisco. Jossey-
Bass.
Khoza, R. J. (2013). Let Africa Lead: African Transformational Leadership for 21st Century
Business. South Africa: Vezubuntu Publishing.
Price, C. (2011). Five Strategies to Engage Today’s Students. Magna Online Seminar.

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(http://creativecommons.org/licenses/by-nc-nd/3.0/).
 Organization Leadership & Development Quarterly (OLDQ)
Volume 6, Issue 1 | 2023
ISSN (P): 2663-0478 | ISSN (O): 2707-6083

Investigating Linguistic Demands in African Corporations: The Role of English

and Wolof Proficiencies in Senegal

Khadi Diallo
Synergy University – Dubai
[email protected]

Dr. Tosin Ekundayo

Senior Lecturer, Synergy University – Dubai
[email protected]

Abstract
This study investigates the linguistic needs of Senegalese companies with a
specific emphasis on English and Wolof languages. Recognizing the increasing
globalization of business and the specific multilingual context of Senegal, the
research aims to understand the role of these languages in corporate communication,
operational efficiency, and overall business success. The research employs a survey
of over 300 stakeholders in HR and Hr related field, in Senegal to gain
comprehensive insights into the companies' linguistic demands and their impact on
various business aspects. Preliminary findings indicate a growing importance of
English for international business communication and the sustained relevance of
Wolof for local operations and employee engagement. The study's findings
contribute valuable insights for human resources development, business strategy,
and language policy in Senegal, demonstrating the key role of linguistic proficiency
in enhancing business competitiveness in an increasingly globalized market.

Keywords: Linguistic Needs; Senegalese Companies; English Language; Wolof

Language; Business Communication

Introduction
Situated in West Africa, Senegal spans an area of 196,722 km², sharing borders
with Mauritania to the north, Mali to the east, Guinea and Guinea-Bissau to the south
and southeast respectively. The nation also touches The Gambia and maintains a
maritime border with Cape Verde. As a part of the Economic Community of West
African States (ECOWAS), a 15-country collective representing around 360 million
people, Senegal actively contributes to regional peace, stability, and economic
integration. The country also belongs to the West African Economic Monetary Union
(WAEMU), a consortium of eight nations sharing a common customs and currency
system, utilizing the CFA franc (XOF) (Eberhard, Simons, & Fennig, 2020) cited in
(USAID, 2020).

As of 2021, Senegal's population stood at 17,215,433, with a slight female

majority (8,649,066, or 50.24%) over males (8,566,367, or 49.76%). Half of this

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 population is under 18, indicating the youth-dominated demographic structure of
the country (ANSD, 2021).

While French is the official language and serves as the primary medium of
instruction, the nation also acknowledges several indigenous languages, with Wolof
emerging as the most prominent. As of 2022, there are approximately 4,640,365
French speakers aged ten and above. In contrast, Wolof is spoken by 12.2 million
people, with 5.9 million as first-language speakers and 6.3 million as second-
language speakers [(Eberhard, Simons, & Fennig, 2020) cited in (USAID, 2020)].
Predominantly used in urban areas, Wolof spans 80% of the national territory and is
understood by various ethnic groups [(Daff, 1998) cited in (Degache, 2022)].
Despite not having an official language policy, Senegal's government demonstrates
support for using native languages in the formal education sector. Consequently, the
Ministry of Education, non-governmental organizations, and donors have initiated
bilingual and multilingual education programs to improve literacy. However, these
initiatives have yet to be formally recognized or implemented on a national scale
(RTI International, 2015) cited in (USAID, 2020).

In the realm of foreign languages, English stands as a mandatory subject from

college onwards. The growing specialization in English teaching curricula reflects its
widespread application in diverse fields. Recognizing English's communicative
importance, teachers aim to foster fluency and familiarity with subject-specific
English, leading to the growth of English for Specific Purposes (ESP) as a field
distinct from General English (Gaye, 2015).

Background information
By 2050, it is projected that one-third of the global youth population will be
situated in Africa, a significant rise from the one-fifth recorded in 2012. This
expansion is expected to primarily affect West, Central, and East Africa [(Bloom,
2012) cited in (AfDB, 2015)]. Simultaneously, numerous West African countries,
including Senegal, are grappling with a serious challenge of mass unemployment,
which stood at 24.1% in the fourth quarter of 2021, showing an increase of 7.8
percentage points compared to the last quarter of 2022 (ANSD, 2022).

Particularly alarming in Senegal is that 41% of individuals aged 15-34 are neither
employed nor engaged in the education system, with a disproportionate impact on
women (51%) as compared to men (29%) within this age group (Mbaye & Gueye
(2018) cited in (Kappel, 2022). The issue of unemployment in Senegal has been
extensively studied by both government institutions (ANSD, 2022) and independent
researchers (Diallo & Diallo, 2021); (Sall & Tine, 2008). The prevailing explanation for
the high unemployment rate among young graduates is an overall job shortage and a
discrepancy between the training provided and the real-world needs of businesses
for qualified young graduates (Government of Senegal, 2014).

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 Despite multiple attempts by governments to address the youth employment
issue, a significant gap remains between job availability and demand. Demographic
growth and the health implications of the coronavirus pandemic have further
underscored the urgent need to bridge this employment gap.

In the realm of education, recent years have seen a global shift in language
policies from focusing on official languages to promoting minority languages as
media of instruction. The advantages of Mother Tongue-Based Multilingual
Education (MTB-MLE), which underscores the use of the home language for
instruction, came into international spotlight following UNESCO's 1953 publication:
The Use of Vernacular Languages in Education. Gradually, national lingua francas
and international languages are introduced, eventually becoming the main medium
of instruction [(UNESCO, 2018; Wisbey, 2016) cited in (Reilly, 2019)]. In Senegal, a
growing trend of a mixed Wolof-French code can be observed, resulting from the
close interplay and overlapping functions of these two languages [(Juillard, 1995)
cited in (Saltevo, 2005)].

The era of globalization acknowledges the crucial role of English as a universal

medium of communication, and its position as the first foreign language choice for
most non-English speaking countries. In West Africa, English serves multiple roles as
observed in a study by the British Council (2013); it is used for internal
communication in multinational companies, regional economic cooperation
organizations, international development agencies, and it plays a vital role in
international peacekeeping operations. Furthermore, it is the preferred language for
those planning to study abroad and is widely used by traders operating in the
informal economy.

Language proficiency is a key determinant of learning, professional mobility,

and employability, both domestically and internationally. However, a mismatch
between the supply and demand for language-skilled professionals has emerged as a
significant challenge for Senegal, a prominent supplier of human capital in West
Africa. According to a study (Gaye, 2015), many Senegalese students recognize upon
entering the job market that their English proficiency is below what is required in the
labor market.

Statement of the Problem

Given the aforementioned context, it is clear that the rising population in
Senegal, coupled with economic stagnation and an education system that fails to
adequately equip students with requisite language skills, are key contributing factors
to the unemployment crisis. In our increasingly globalized world, where English is
the international lingua franca and national languages are gaining value, particularly
through the implementation of Mother Tongue-Based Multilingual Education (MTB-
MLE), it is imperative for Senegal to enhance its population's language proficiency.
To address this, an optimal Language of Instruction (LOI) approach is needed to

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 facilitate effective knowledge transfer and thereby increase employability. By
bridging the gap between the linguistic skills required by employers and those
possessed by the available workforce, Senegal can boost its local economic
development and meet its civic objectives.

In the broader context, if the language proficiency gap persists, it will pose a
significant obstacle for Senegal in its efforts to align with international organizations,
such as the UN, in achieving sustainable development goals. Therefore, it is of
paramount importance that the language skillset deficiency is promptly addressed to
ensure future socioeconomic growth and sustainability.

Purpose of the Study

Language, as a vital tool for communication, is crucial in imparting necessary
skills through education and training. Identifying the particular language proficiency
that carries the most employment potential is, therefore, essential. This study is
intended to delve into the comparative impact of English, Wolof, or a combination of
the two, on enhancing the employability of the Senegalese population. The primary
objective is to understand which language, or language blend, can expedite the
improvement of national capacity to produce skilled labor, thereby increasing their
suitability for employment in companies operating in this former French colony.

Research Question
This study seek answer for below question:
"How does proficiency in English, Wolof, or both languages impact the
employability of individuals in Senegal?"

Significance of the Study

This study has the potential to offer significant insights for both the government
and educators alike. It equips the government with vital knowledge to strategically
allocate limited resources to bolster economic growth and reduce unemployment
rates. This ultimately aids in addressing the prevalent skills shortage faced by
companies within Senegal, thereby fostering an increase in national GDP. On the
other hand, educators and trainers could utilize these findings to inform the
development, planning, and execution of curricula that can effectively enhance the
human capital in Senegal. Consequently, this would establish a sustainable pool of
proficient individuals who meet the demands of the labor market in the Senegalese
economy. In essence, this study elucidates the specific language skill needs of
Senegalese employers and underscores the necessity of aligning these needs with the
available human resources.

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 Literature review
In 2015, to address the issue of Senegalese students in content areas that noticed
that their level of English was lower than the labor market’s requirements when they
became job seekers, the author Amina Gaye (Gaye, 2015) conducted a study titled
“Assessing the English Language Needs of the Senegalese Professionals Working in
Business and Tourism Sectors in Saint-Louis, Senegal”. Using a qualitative approach
to research design, the study was built on the works of Hutchinson & Waters (1987),
and explored the role English plays in professional domains and assessed the
learning needs for the professionals working in the fields of Business and Tourism.
The purpose of the study was to help reduce the gap that exist between the English
instructional programs and the job market’s requirements in order to produce
graduates that meet the labor market’s expectations. The research was conducted in
only one region of Senegal out of 14, namely Saint- Louis, through an on-site
observation and a questionnaire(Gaye, 2015).

The research found that 92% of the professionals in the field of tourism who
answered the questions need and use English in their jobs. Since they are in constant
contact with tourists, the type of English they mostly need is spoken English, but this
does not mean that they do not use written English. Some of them, depending on
their job responsibilities, use both oral and written English. However, although some
of them claimed to speak English fluently, more than half (60%) reported facing
difficulties expressing themselves correctly or understanding certain native speaker
interlocutors, and 98% want to improve their oral skills in English. In the field of
business, 86% of the professionals working in banks, agencies, insurance companies,
and post offices need and use English in their jobs. They receive English-speaking
customers and need English for both written and oral communication. Only a few of
them do not face difficulties in their use of the English language (12%), the majority
having problems with expression (28%) or comprehension (30%). Therefore, 88% of
those professionals want to improve their English, and 02% of those who answered
that they did not use English in their jobs nevertheless want to improve their oral as
well as written skills. However, all the professionals surveyed agree that after all the
years they spent learning English in high school and college, they did not acquire the
skills necessary to communicate effectively in job situations. As a matter of fact, they
stated a need for additional training to improve their skills in English and better use
that language in the workplace (Gaye, 2015).

To identify the language skills needs of French employers, the LEMP project of
the Cereq Institute conducted several investigations during 2014 through the
research themed “Analyse of the needs of French employers with regard to foreign
language skills” (Cereq-Iredu Institute, 2015). A first quantitative survey, through
801 companies responding to an online questionnaire, shed light on topics such as
methods of evaluating the skills of job candidates, the use of foreign languages in the
professional context, or the role of languages with regard to hiring, international
mobility, careers, training. This first quantitative study was enriched by a qualitative

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 study through 14 testimonials from company managers, excerpts from semi‐
structured interviews, which identify current issues, their personal and professional
visions of foreign language skills. In addition, an analysis of a corpus of 1,529 job
offers posted on two websites over two months, make it possible to identify the
requirements in terms of language skills formulated by employers, in link to job
conditions and profiles” (Cereq-Iredu Institute, 2015).

The research found that half of the companies demand competences in foreign
languages when recruiting. All other things being equal, foreign language
knowledge makes a difference. English prevails as most demanded language. It is
followed by German, Spanish and Italian. Two advertisements in five required
competences in two foreign languages. Two thirds of the companies used the
interview in foreign language to test the candidate’s language level. Half of the
enterprises reported that they often take into account experiences of international
mobility when recruiting. Half of the companies mentioned that foreign language
competences have positive effects in employers’ career contributing to promotion,
mobility and remuneration. Foreign language skills increase the chances of getting a
stable and better remunerated job. Foreign language skills are more often demanded
in the case of management positions (57% and 59%) followed by technicians (48%
and 41%) and other workers (8%). Foreign languages are mostly used in sales-market
research (61%), services to clients (51%), and purchase (45%). The language level
demanded increases with the qualification level of the job position, the education
level required, and the years of work experience. The majority of companies demand
both oral and written skills. Around 70% of the companies’ respondents believe that
having employer with language skills is an asset to the company. A third of the
enterprises report difficulties to recruit candidates with the needed language
competences. Close to a quarter of the firms organise training in foreign languages
for their employers” (Cereq-Iredu Institute, 2015).

Campanella et al., (2021) in a study themed "The contribution of foreign

language learning to employability” argue that education in foreign language plays
an important role in preparing student for employment opportunity. This study
highlights the role of education system in stirring the language capacity of students
within a country as such advocate and necessitate. English as a language of
instruction (LOI). While the study questions the main skill that boost students’
employability, it also questions the weakness of the current graduands, how to
prepare them relative to the expectation of employers of the modern economy. The
author theorizes that English has become the most important language of instruction,
if local and international opportunity for employment is to be optimized(Campanella
et al., 2021).

To validate the argument, qualitative methodological approach to analyses the

needs and requirements of companies from different sectors in the recruitment
process. This approach to allows the researcher to obtain insights and interpretations

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 rather than hypothesis testing. Data were collected from a closed-ended
questionnaire composing of 12 questions formatted and distributed using Google
Forms in a Likert-type with scale ranging from 1 to 5 to identify key factors for
employment success and to conclude that foreign language skills play an important
role in the recruitment process. The study received 191 respondents from companies
operating in 11 different municipalities and 14 sectors, mainly from the Services
Sector (20.9%), Education (19.4%) and Accommodation, Catering and Similar (17.3%).
Analysis of data shows that employers value social and interpersonal competencies,
communication skills and foreign language proficiency(Campanella et al., 2021).
These previous studies provide significant groundwork for the current research,
highlighting the value of language skills in various professional settings and the
potential disconnect between educational language programs and real-world job
requirements.

Contribution to this study

Gaye's 2015 research demonstrated the specific language needs of Senegalese
professionals in the tourism and business sectors. This research highlighted the need
for spoken and written English, with professionals often facing difficulties in
communication despite years of English instruction. This study not only underscores
the demand for practical English skills in these sectors but also signals potential
deficiencies in existing language instruction programs in Senegal. Similarly, the
LEMP project by the Cereq-Iredu Institute presented a comprehensive analysis of
language skill requirements in French companies. The results from this research
suggest that language competencies often make the difference in recruitment
decisions, with English being the most demanded language. The study also revealed
that language skills could positively impact career progression and compensation,
which aligns with the human capital theory. The work of Campanella et al., (2021)
emphasized the pivotal role of foreign language education in enhancing students'
employability, stressing the importance of English as the language of instruction.
This aligns with the objectives of our research to examine the language needs of
Senegalese companies, with a focus on English and Wolof proficiency.

Therefore, these pieces of literature contribute significantly to the current study

by elucidating the importance of language skills in professional settings, the potential
inadequacies in current language instruction, and the role of English proficiency in
improving employability. These findings will guide the development of our research
methodology and the interpretation of our results.

Theoretical Framework
This study is based on the Human Capital Theory.
The Human Capital Theory is most frequently associated with the work of economist
Gary S. Becker, although its roots can be traced back to the work of other classical
economists such as Adam Smith. Becker, an economist at the University of Chicago
and a Nobel laureate, expanded and formalized the concept of human capital in his

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 book "Human Capital: A Theoretical and Empirical Analysis, with Special Reference
to Education," published in 1964. Becker's work was revolutionary for its time, as he
proposed that knowledge, skills, and health contributed directly to a person's
economic potential in the same way physical assets or investments did.

This theory posits that an individual's skills and competences, such as language
proficiency, are seen as valuable assets that enhance the individual's economic
potential and productivity. In this context, the proficiency in English and Wolof can
be considered forms of human capital that may enhance an employee's performance
and value within the Senegalese business environment. Thus, we question How
proficiency in English, Wolof, or both languages impact the employability of
individuals in Senegal?"

Conceptual framework
The proposed conceptual framework based on the theoretical framework
"Human Capital and Language Proficiency" would look something like this:
Inputs: These include the basic human capital investments like formal education,
professional training, and language instruction (specifically English and Wolof in the
case of Senegalese businesses).

Processes: These involve the utilization of the acquired skills, competences, and
language proficiencies in the work environment. Language proficiency, in particular,
would be used in tasks such as communication with peers, supervisors, and
customers, problem-solving, decision-making, and innovation. The proficiency in
English and Wolof can facilitate cross-cultural understanding, enhance customer
service, and improve overall business operations.

Outputs: These are the tangible and intangible outcomes resulting from the
application of human capital in the work environment. Tangible outcomes could
include improved productivity, increased sales, and enhanced profitability.
Intangible outcomes might encompass improved employee morale, stronger team
cohesion, and enhanced corporate reputation.

Outcomes/Impact: This is the ultimate goal or effect of the application of human

capital. In the case of this study, it would be improved business performance,
increased competitiveness of Senegalese businesses, and potentially, greater
economic development in Senegal.

This framework posits that the skills and competences individuals acquire
through education and training, particularly language proficiency in English and
Wolof, can have a direct impact on their productivity and value within the
workplace. This, in turn, can lead to improved business outcomes and, on a broader
scale, contribute to the economic development of Senegal.

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 This conceptual framework is as illustrated below

Suitable
Languages
of
Instruction

High
Employability
in Senegal

Education

Figure 2: Conceptual Framework

Methodology
Research design
Philosophical Stance (Positivism): The study will assume a positivist perspective,
relying on observable social realities and the generation of quantifiable findings. The
purpose is to identify whether language proficiency (English, Wolof, or both)
influences employability in Senegal.

Research Approach (Deductive): The research will use a deductive approach, as

it begins with a theory (the importance of language proficiency in employability) and
then tests a hypothesis about that theory.

Research Strategy (Survey): The research strategy will involve conducting a

survey of human resource professionals across various cities in Senegal. Sample size
is 350 using Simple random sampling. Simple random sampling is a sampling
method where, sample size has equal probability of being selected. This approach
is ideal for gathering data directly from individuals who make hiring decisions and
evaluate the importance of language proficiency in the job market.

Choice of Method (Mono-method): The study will use a mono-method

technique, with qualitative data gathered through a structured questionnaire to
assess the impact of language proficiency on employability.

Time Horizon (Cross-sectional): As the survey will be conducted at a specific

point in time, this research will be a cross-sectional study. For this study, the survey
is conducted between February-May, 2023.

Techniques and Procedures (Sampling and Data Collection): The sample size
will comprise 350 HR professionals, drawn randomly from cities in Senegal to ensure

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 representation of diverse perspectives. Data collection will involve a survey
instrument comprised of closed-ended questions to qualitatively evaluate the
perceived importance of English and Wolof proficiency in employability. The survey
will be distributed either online or in-person, depending on the prevailing conditions
and the most convenient method for participants.

After data collection, thematic analysis analyses will be conducted to analysis of

data, allowing us to determine the role of language proficiency in employability in
Senegal. Thematic analysis is a widely used qualitative research method that
involves identifying, analysing, and reporting patterns (themes) within data.

Ethical Considerations
Conducting ethical research is of paramount importance. Here are some ethical
considerations for this study:
 Informed Consent: It is crucial that all participants in the study understand
the purpose of the research and their involvement. They should be informed
about the research's objectives, what participation entails, the time
commitment, and their right to withdraw at any time without any
repercussions.
 Confidentiality and Anonymity: Participants' responses must be kept
confidential. Participants' identities should not be disclosed in any published
results, ensuring anonymity. If it's necessary to use names during the research
process, pseudonyms should be used. Data must be stored securely and
accessible only by the research team.
 Privacy: Privacy of the participants must be respected. Any personal
information collected should be minimally invasive and relevant to the
research question.
 Respect for Participants: It is vital to respect the dignity and autonomy of
participants. Their voluntary participation must be acknowledged, and they
should never feel coerced into participating.
 Transparency: Researchers should be clear and open about their methods and
aims. Any potential conflicts of interest should be declared at the outset.
 Beneficence and Non-Maleficence: The research should aim to benefit society
or contribute to knowledge without causing harm to participants. Any risks
or potential harms should be identified, minimized, and communicated to
participants.
 Debriefing: Once the research is concluded, participants should be debriefed
about the study's results and their contribution. This helps to respect the
participant's involvement and promotes a better understanding of the study.

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 Result and Implication
Sample Description

Held position of the respondents

45, 12% CEO

59, 16%
HR
22, 6%
Founder
34, 9% HRM
HR admin
14, 4%
Recruiter
22, 6% 135, 36%
HE Generalist
40, 11% HR Manager

Figure 3: Held position of the respondents

The sample population for the survey consists of a variety of professionals

predominantly involved in human resource management and organizational
leadership within companies in Senegal. Figure x shows the breakdown of the roles
held by respondents.

The highest percentage of respondents were HR professionals (36.39%), followed

by CEOs (15.90%) and HR Managers (12.13%). The remaining respondents held other
key positions involved in hiring and human resources within their organizations.
This distribution of respondents is indicative of a comprehensive representation of
perspectives from key stakeholders in the employment and hiring process. Having
input from a diverse range of positions, from CEOs to HR administrators, enriches
the data by encompassing various levels and facets of the decision-making process
related to employability.

The implication for this study is that the collected data provides a broad
perspective on the importance of language proficiency (English and/or Wolof) in
employability within Senegal. Given that HR professionals and CEOs often have
significant input into hiring decisions, their perspectives on the importance of
language proficiency provide valuable insights. Furthermore, the inclusion of
founders and recruiters in the respondent pool adds depth to the understanding of
how language skills are perceived in entrepreneurial settings and the recruitment
industry.

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 However, it's crucial to recognize potential biases that might exist. For example,
HR professionals might place more emphasis on formal qualifications, including
language proficiency, while CEOs and founders may value practical skills and
experiences more. These differences in perspective should be considered when
analysing the results.

City in Senegal

20, 5% Dakar
Diourbel
48, 13% Fatick
kaffrin
Kaolack

159, 43% Kedougou

35, 9% Kolda
Louga
0, 0%
12, 3% matam

8, 2% Saint Louis
8, 2% Sedhiou
8, 2%
Tambacounda
9, 3%
13, 4% thies
16, 4%14, 4% 23, 6% Ziguinchor

Figure 4: Surveyed City in Senegal

The sample population for the survey includes respondents from various cities
in Senegal, with the following distribution:
The largest proportion of respondent’s hail from Dakar, which makes sense
given that Dakar is the capital and largest city in Senegal, and likely to have a larger
concentration of HR professionals and organizational leaders. Thies and
Tambacounda also have substantial representation, which could be reflective of a
considerable corporate presence in these cities.

There are no respondents from Sedhiou, which might suggest a lack of corporate
or industrial presence in that city, or it could simply be an area where the survey
failed to reach.

The implication for this study is that the data provides a reasonable geographic
representation across Senegal, with a particular emphasis on regions with larger
corporate presence like Dakar, Thies, and Tambacounda. Therefore, the findings of
this study should be largely applicable to these areas. However, given the lack of
data from Sedhiou and the smaller number of responses from some other cities, care
should be taken when generalizing the results across all regions of Senegal.

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 Key Findings
Expectations regarding the English and Wolof languages proficiency
To uncover the importance employers place on language skills, specifically
English and Wolof, during the recruitment process, the survey queries how “What
are your expectations regarding the English and Wolof languages proficiency of the
candidates during the recruitment process?”. This will help gauge the weightage of
language skills in comparison to other qualifications and skill sets. Additionally, it
will help understand the level of proficiency expected in these languages.

ENGLISH

2%6%
7% 3%
Non-existent (Non-existent)
Reduced
Intermediate (Medium)
High
Very high
82%

Figure 5: Expectations regarding the English proficiency

WOLOF

3%5%3%
15% Non-existent (Non-existent)
Reduced
Intermediate (Medium)
High
Very high
74%

Figure 6: Expectations regarding the English and Wolof languages proficiency

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 The survey results indicate the expectations of the respondents regarding the
proficiency in English and Wolof languages of candidates during the recruitment
process.

This data suggests that, during the recruitment process, the majority of
respondents expect candidates to have at least an intermediate proficiency in both
languages. Over 82% expect intermediate proficiency in English, and around 74%
expect the same for Wolof. This implies a general consensus on the importance of
language proficiency, particularly in English and Wolof, for potential employees in
Senegal. However, it's also noteworthy that a higher proficiency is not as sought-
after; a smaller percentage of respondents require high or very high proficiency in
either language. Less than 10% of respondents expect high or very high English
proficiency, while slightly over 8% expect the same for Wolof.

This indicates that while language proficiency is valued, other factors could
potentially take precedence in the hiring process. Alternatively, it could suggest that
companies are prepared to invest in language training for employees who
demonstrate other desired skills and attributes.

Overall, the study should take into consideration that the importance of
language proficiency might vary depending on other skills required for specific jobs
and that most companies are looking for at least an intermediate level of proficiency
in English and Wolof.

Language proficiency and performance of company/organisation

To measure the perceived impact of language proficiency on job performance.
The survey queries “The proficiency in English and/or Wolof influences in a positive
way the performance of the professional in your company/organisation”. The
response will help determine whether companies see a correlation between
proficiency in English and/or Wolof and employee productivity, efficiency, and
overall contribution to the organization's goals.

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 ENGLISH

0% 8%
2%

Strongly agree

38% Agree
Neither agree or disagree
Disagree
52% Strongly disagree

Figure 7: English Language proficiency and performance of company/organisation

organization

WOLOF

1% 8%
5% 3%

Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree

83%

Figure 8: Wolof Language proficiency and performance of company/organisation organization

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 The survey results shed light on the respondents' opinions about whether
proficiency in English and/or Wolof positively influences professional performance
in their company or organization. In relation to English language proficiency, the
majority (52.27%) are neutral, neither agreeing nor disagreeing that it positively
influences professional performance. However, a significant percentage (37.60%)
disagree with the statement, and only a small percentage (7.74%) agree or strongly
agree. When it comes to Wolof language proficiency, the vast majority (82.67%)
neither agree nor disagree that it has a positive influence on professional
performance. A smaller portion (8.53%) agree, and an even smaller group (5.07%)
disagree.

The results imply that there is uncertainty among the respondents about the
extent to which language proficiency, in either English or Wolof, impacts
professional performance. The high percentage of neutral responses may indicate
that language proficiency is seen as just one among many factors that can influence
professional performance. It may also indicate that the respondents recognize the
influence of language proficiency, but believe it depends on the specific job role or
industry. Additionally, the relatively high rate of disagreement regarding English's
positive impact could be due to other factors. It might be that English is less
frequently used in their specific contexts, or other skills are considered more crucial
for professional performance. This suggests that the study should consider the
specific context and role in which language proficiency might impact professional
performance. It also indicates the need to explore other factors that could be
influencing professional performance, beyond language proficiency.

Language proficiency and probability of recruitment

To assess whether proficiency in these languages can provide a competitive edge
to candidates during the recruitment process, the survey queries how “The
proficiency in English and/or Wolof increases the candidate's probability of
recruitment in your company/organisation”. The answer will provide insight into
the role of language skills in hiring decisions and whether companies prefer
candidates with specific language proficiencies. This information will be valuable to
job seekers and educational institutions to prepare individuals for the job market.
Thematic analysis is as indicated in the below figure.

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 ENGLISH

5%1% 10%

Strongly agree
Agree
Neither agree or disagree
43%
Disagree
41%
Strongly disagree

Figure 9; English proficiency and probability of recruitment

WOLOF

0%6%
7% 3%
Strongly agree
Agree
Neither agree or disagree
Disagree
Strongly disagree

84%

Figure 10; Wolof proficiency and probability of recruitment

The survey results present the respondents' perceptions regarding whether

proficiency in English and/or Wolof increases a candidate's likelihood of recruitment
in their respective companies or organizations.

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 In relation to English proficiency, a plurality of respondents (43.47%) disagree
that it increases a candidate's probability of recruitment, with a similar proportion
(41.33%) neither agreeing nor disagreeing. Only a small percentage (10.66%) agree or
strongly agree with the statement.

As for Wolof proficiency, the majority of respondents (83.96%) neither agree nor
disagree that it enhances a candidate's chances of recruitment. A smaller group
(5.88%) agree or strongly agree, while another small percentage (10.16%) disagree or
strongly disagree.

These results imply a level of ambiguity regarding the impact of English or

Wolof proficiency on recruitment probability. This uncertainty may indicate that
language proficiency is viewed as one of several factors that can affect a candidate's
chances of recruitment, or that the importance of language proficiency depends on
the specific job role or industry.

The relatively high disagreement concerning the impact of English proficiency

on recruitment chances might indicate other skills are perceived as more essential in
the recruitment process, or English is less commonly used in their specific business
contexts.

However, it is important to take into account, that these varying perceptions and
consider exploring the specific contexts, roles, or industries in which language
proficiency might influence recruitment probabilities. It might also be beneficial to
investigate what other factors are seen as vital in the recruitment process.

Discussion and Conclusion

Discussion
This research set out to investigate whether proficiency in English and/or Wolof
languages enhances employability in Senegal. Given the global significance of
English and the local prominence of Wolof, understanding their influence on
employability was identified as a key concern, especially in light of rising
unemployment rates.

Our findings provide an intriguing, albeit somewhat ambiguous, answer to our

research question: "Does proficiency in languages (English or Wolof or both) boost
employability in Senegal?" The results suggest that while recruiters have certain
expectations for proficiency in these languages (with most requiring at least
intermediate proficiency), the perceived impact of language proficiency on
professional performance and the recruitment probability seems to be less clear-cut.
Concerning our hypothesis, the research data does not provide strong support for
either H1: Proficiency in English and/or Wolof languages increases employability in
Senegal, or H2: Proficiency in English and/or Wolof languages decreases
employability in Senegal. A large proportion of respondents neither agreed nor

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 disagreed with the idea that language proficiency positively influences professional
performance or the probability of recruitment. This indicates the importance of
context, with language proficiency likely being more or less important depending on
the specific job role or industry.

Conclusion
The study illuminates the nuanced role that language proficiency plays in
employability in Senegal. While it does not conclusively establish that proficiency in
English or Wolof significantly enhances or reduces employability, it underscores the
value of having at least intermediate proficiency in these languages, as seen in
recruiters' expectations. However, the results also highlight that language proficiency
is just one of many factors influencing employability, and its impact may not be as
decisive as hypothesized. Therefore, government and educational stakeholders
might want to focus on a more holistic approach to enhancing employability,
addressing various skill sets and qualifications beyond language proficiency.
Moreover, these findings should encourage further research into how the importance
of language proficiency might vary across different industries or job roles, and what
other skills or qualifications might be pivotal for enhancing employability in
Senegal's changing economy.

In the face of increasing globalization and a dynamic employment landscape,

understanding the nuanced influences on employability is key for addressing
unemployment challenges and fostering a resilient and adaptable workforce. While
language proficiency is an important component, it is clear from our study that it is
not the sole determinant of employability, highlighting the need for comprehensive,
multifaceted strategies to enhance employability in Senegal.

Recommendation
Based on the findings of this study, the following recommendations are
proposed:
Holistic Skill Development: While English and Wolof language proficiency is
important, it's not the only factor that influences employability. The government and
educational institutions should aim to provide a comprehensive skill set for students
and workers, including technical, digital, and soft skills. This will ensure that
candidates are well-rounded and adaptable to various roles in the job market.
Tailored Language Instruction: Given that language proficiency expectations can
vary significantly depending on the specific role or industry, it would be
advantageous for language instruction to be tailored accordingly. For instance, roles
that require international communication might necessitate a higher level of English
proficiency, while roles focused on local community engagement might place more
emphasis on Wolof.

Sector-Specific Studies: This study has unveiled the complexity of employability

factors. Therefore, future research could focus on investigating language proficiency

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 requirements and their impact on employability in specific sectors. Such sector-
specific studies can provide more actionable insights for job seekers, educators, and
policymakers.

Career Guidance: Career guidance services can play an essential role in

informing job seekers about the specific language requirements and expectations in
their chosen field or sector. These services should be strengthened and made widely
accessible to help job seekers make informed decisions about their language learning
and professional development.

Employer Engagement: Employers can provide valuable input into the design of
language courses and other educational programs. By engaging employers in
curriculum development, educational institutions can ensure their programs are
aligned with the real-world demands and expectations of the job market.

In conclusion, while this study has highlighted the importance of English and
Wolof language proficiency in employability, it is clear that a multi-dimensional
approach to skill development is needed to effectively address employability
challenges in Senegal. These recommendations aim to promote such an approach,
fostering a job market that is responsive, adaptable, and inclusive.

Limitation of study and Recommendation for further research

While this study provides valuable insights into the impact of language
proficiency on employability in Senegal, it is important to acknowledge the following
limitations:
 Sample Size and Composition: The study engaged 350 human resource
professionals in Senegal, which, while substantial, may not fully represent the
entirety of Senegal's diverse labor market. Different sectors or regions may
have distinct language preferences that our sample may not fully capture.
 Language Proficiency Evaluation: The study relies on self-reported
perceptions of language proficiency importance, which may not accurately
reflect the actual skill level of employees. Direct testing or assessment of
language skills may provide a more accurate gauge of language proficiency.
 Focus on English and Wolof: The study focused on English and Wolof
language proficiencies. However, other languages such as French or local
languages may also play important roles in employability that were not
explored in this study.
 Causal Relationships: The study's design makes it challenging to establish
clear causal relationships between language proficiency and employability.
Other factors such as educational background, professional experience, and
personal skills may also influence employability.

Future research could address these limitations to provide a more comprehensive

understanding of the relationship between language proficiency and employability
in Senegal.

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 In light of the findings from this study, the following recommendations are
proposed for future research:
 Sector-Specific Research: Future studies could delve into the role of language
proficiency in specific industries or sectors. This would provide more
nuanced insights and could highlight particular areas where language
proficiency plays a pivotal role in employability.
 Longitudinal Studies: A longitudinal study monitoring the same participants
over time could offer valuable insights into the relationship between
language proficiency and career progression, exploring how this relationship
evolves as individuals navigate their professional journeys.
 Impact of Language Training Programs: Research could investigate the
effectiveness of specific language training programs in enhancing
employability. This would help identify the most beneficial methodologies
and strategies in language learning for employment.
 Comparative Research: Studies could compare the situation in Senegal with
other countries, particularly those with similar linguistic environments or
labor market structures. This could yield valuable insights and best practices
that might be applicable in the Senegalese context.

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