‘University of Fort Hare ge Ble Public Community Leadership PCL 111 Lecturer: Dr. M.Ndlovu Tel: 040 608-3401 Email: [email protected] rea eee ek ea addbel University of Fort Hare ner in Excellence A Learning Manual for Bachelor of Administration-Public Administration NOF Level 5 Module: Public Community Leadership Department of Public Administration Developed by: Dr M. Nalovu -Lectarer of Public Administration Department of Pubile ‘Admialstraton-Uaiverity of Fort Hare Page| 1Foreword Tes at the commurity level that actual implementation of government programmes takes place. This implies that municipal authorities comprising of executive mayor, municipal ‘council the executive mayoral committees and ward committees stand at the foreront of the pos or the mptnenaion of diflent community projets, ower, oe he er research and studieson ellectiveness of leadership i public service and government in gener hhave not followed this tone of public setoe operations Instead, sigaficant focuses were directed towards the evaluation and prescription ofmeasures for improving strat-gic leadership at the top echelons of government leadership, The |mprovement of strategic leadership atthe top level iscrtical fr aray of eifeent programmes to be successfully implemented. Nonetheless, empirical fats continae to highlight that wie ie comptes communy ah, ha em clei fo the implementation of diferent rent programmes #6 te achievement of the Gained objectives wa gods, Os PR peste Whilst most goversnen srctares ae imbued by decentralisation, improving the overall competency of omminitylesership iss preequisitforgovernmentstoturmarnd he pace ‘of project plementation and the over condone snd standards of Ting mong the omnis The ching of pbc common leadership ss parr of the module forse year ‘Students ofthe Bchdor of Puble Administration spar the nitive to ares adap ‘ape acconmenity ves Inthe mod the examining ofthe funding theories on community leadership set the preface for assessment of che state of communiy leadership in South Alc. Against tat bucklrop, the module provides epporeunty for students to engage inthe analysis ofthe process for community kadersp development, competencies for community letership, and planing for community devdopment. Ia the Ist chapters, the dlscussions foes on evaltating community engagemsrt, participation and consultation, community governance, COMMUN) ‘tical Teadereip, and commarity-wide monitoring and evaluation ‘ee modal is sructred acordng ro nine (9) chaper of which the fat ato ow (4) ‘chapters that will be covered inthe frst semester include: Chapter I: The Founding Theories ce Commun ein Chop 2 Conmnty Lenn i South ls, Chup 3 Community Leadership Development, and Chapter 4: Competencies for Community Leadership. In the second semester, we shall cover the remaining five chapters that inelude: Chapter 5: Planning for Community Development, Chapter 6: Community Engagement, Participation tad Consultation, Chapter 7: Community Governance, Chapter 8: Community Ethical Leadership, and Chapter 9: Community-wide Monitoring and Evaluation. Page|?After staying the entire manval and prescubed readgs, you ae expected todemonsteate ‘understanding and knowleege of “The Founcling Theores on Community Leadership (Community Leadership in South Altica ‘Community Leadership Development ‘Competencies for Community Leadership Planning for Community Development ‘Community Engagement, Participation nd Consultation Community Governance ‘Community Ethical Leadership (Community-wide Monitoring and Evaluation Smeets Chapters Assignments and Exams r ‘Cpr THEFOUNDINGTHEGRIESONCONMUNTTY | cignments and Fxams ae ‘willonly be seton these cage rr chapeersin the fst Semesterone |_conmUNTTY LEADERSHIP INSOUTHLAFRICA semester, Whereas, assignments willbe set pars ‘on diferea areas asthe coununrry exbeRsinepevonaent | “Semester there willbe ony one CcoMpereNcEsrOR COMMUNTTYLEADERSie | NSPE! chapters Capers PLANSINGFOR COMMUNITY DEVELOPMENT _| 4asjgmments and Exams ‘willanly be set on these jeniester (WO Chapter 6 i < . | connusirvencscfitr.xanicianion | fachaper the fit chip assignments will be et ‘CoMUNFTY GOVERNANC ondliferent areas asthe ensester progress, caer there wil bony one comwunrryEnicaLuespensine | exam testing dierent T] “reas of tes four Chaps chapters Communi. Wide Moniorogand Evaluation (CWE)Table of Contents Foreword. a - —! Learning Otome nnn Error! Bookmark not defined. Table of Contents... 4 (Chapter - so "THE FOUNDING THEORIES ON COMMUNITY LEADERSHIP. 111 What is Community Leadership, - 1.2 Historical Evolution of Public Community Leadership. 1121 Ancient Debates on Leadership Theories: 1840 01980. 122 Contemporary Thinking on Leadership: 1980s to the Present. 13 Leadership Styles. a Chapter so ‘COMMUNITY LEADERSHIP IN SOUTH AFRICA. - _ 2 Taerodetion 22 Political Leaders... 22.1 Executive Mayor . 22.2 Organs of Leadership atthe Maia Levels ene 223 Counellos a 26 2.24 Ward Committee ono 23 The Adminstration as of the Munkipal Leadership... Chapter onion ‘COMMUNITY LEADERSHIP DEVELOPMENT so. BU Entouet0% o 3. Goal for Community Leadership Development. 33 Methods for Community Leadership Development. 34 Review and Evaluation... Chapter dn ‘COMPETENCIES FOR COMMUNITY LEADERSHIP. 4.UIntroduetion. 442 Thre Competencies for efecve Community Leateship.. 42.1 Conceptualse and Frame 188001 7 4.2.2 Bul Social Capital, 423 Mobilisation... Chapters. PLANNING FOR COMMUNITY DEVELOPMENT veo 51 lnwodvetion.. 52 Key Steps inthe Planing for Community Development. Page| 4Chapter 6 enn COMMUNITY ENGAGEMENT, PARTICIPATION. AND CONSULTATION en 6 Lmtd eth on 662 Community Engagement nnn 63 Community Partcipation. {64 Community Consultation (Chapeer?.. ‘COMMUNITY GOVERNANCE. Tiineroduetion.. 7.2 What is Community Governance... - 73 Benefits of Good Community Governance, 74 Pillars for effective Community GoveEtaMe® nm 7.5 Principles foe Eflesive Community Governance. Chapter 8 (COMMUNITY ETHICAL LEADERSHIP. BL Introducte8 en {82 Ethical Leadership. vo £.3Care Components of Ethical Leadership. 84 Importance of Community Fthicl Leeder spn §8.5 Strategies for improving Ethical Community Leadership... (Chapter 9. : - Community: Wide Nonitoring and Evaluation. (cw. 9.LIntroduction, ss 92 What is Monitoring and Evaluation oan 6 9.3 Catical Components of Framework for Community-Wide Menitorng and vation (Web)... List of References and Further Readings ve Page| 5Semester One Peete cond After studying the entire manual and prescribed readings, you are expected to demonstrate ‘understanding and knowledge of m ‘The Founding Theoties on Community Leadership ‘Community Leadership in South Africa (Community Leadership Development ‘Competencies for Community Leadership Study P ‘Sanesters Chapters Assignments and Exams “THE FOUNDING THEORIES ON COMMUNITY sTHESRES Assigmnents and Exams vwillony beset on these ‘cage? four chapters in the ist Semesterone | COMMUNITY LEADERSHIP INSOUTHAERICA | semester Whereas, sssigunents wil be set caer ondferent areas 5 the connaunrrvteADeRsine DEvELoPNENT | "Semester progresses — there will bony one mer vat esting iferent ‘COMPETENCIES FoR COMMUNITY LzaDensi | ‘YS esting ciferen chapters age |Chapter 1 ‘THE FOUNDING THEORIES ON COMMUNITY LEADERSHIP Learning Outcomes ‘Alter studying this chapter and the prescribed readings, you should be abe to: ‘+ Understand the meaning ofthe concept of community leadership ‘+ Understand and demonstrate knowledge of different founding leadership theories starting from 1840 to che present. Demonstrate understanding othe application of ilferent leadership styles 1.1 What is Community Leadership? ‘Community leadership is a science of influencing the process of the identification of the challenges alfecting the community, and formulating and implementing polices and programmes for addressing such challenges. Community leadership iniluences the ‘mobilisation ofthe communities ard all the relevant stakeholders to ensure that they not only sare the vision and views of the leader, but also participates in different ways tn the Implementation of community development programmes. Community leadership is critical and central to the initiatives of ensuring that all programmes developed and passed o Irom central and provincial governments are implemented in the communities. Generally there four types of leaders: elected officials, civic leaders and religious leader, catalysts or opinion leaders, and connectors who move from one community to another spreading idea, Central to ‘the factors influencing the effectiveness of community leadership are the overall competency and skilulness of the Community Leadership, and mobilisation and involvement of the ‘community members and other stakeholders. The other factors include planning for ‘community development, adherence to the principles of good community governance, ethical ‘Leadership, and emphasis of community-wide monitoring and evaluation (CWM&E) Further reading Mohamed, M. & Silong. A.D. (2010) Leadership Roles in Community Development in Malayeia. Minitey of Science, Technology and Innovation, Faculty of Eduetional Seudics, ‘Universiti Putre Malaysia. Page 4 8 Page| 7Bryson, JM. & Crosby, B. (2004). Leadership for the Common Good Tackling Problems ina Shared’ power World. San Francisco, CA: Josey Bass Public Administration Series, 2" caition Te notion of community leadership can be traced to the overall evolution ofthe notion of leadership in the 18408, 1.2 Historical Evolution of Public Community Leadership \Whetherit isin the private or public sector, or the leadership at community levels, the overall evolution of the notion of public leadership can he traced to theories spanning as far back as the 1840s. This evolution unfolded according to the two main phases that include; the debates ‘on leadership theories raging from 1840 1980, and the contemporary thinking on leadership ‘hac emerged in the 1980s. 1.2.1 Ancient Debates on Leadership Theories: 1840 to 1980 “The major theoties that emerged from the ancient leadership theories include; trit-based leadership theories, situational leadership theory, cnntingency leadership theory, transactional leadership theory, and transformational lesdership theory. Trait-based Leadership Theories In the early days, and mainly in the 18% Century, the ewo main paradigms of thinking that influenced the evolution of trait-based leadership theory were; the "Great Man" theory of leadership and trait theory (Thomas, 1841-2). After the analysis of some great world leaders at the time, those subscribing tothe "Great Man” Theory of Leadership concluded tht leaders are bor and not made. That implies that no matter the amount of train and development process that leader undergoes, is effects on in hencing the ellecriveness of leaders would be ‘minimal because leaders are bom and not made (Thomas, 18412). As oa the other hand, the advocates of trait theory of leadership angue that whether itis inherited or developed the cellectveness of leadership is measured! by certain characteristics that «leadership exhibits, They highlighted thar these tats include; intelligence, drive integrity aa sociability (Bass & Bass, 200893) Hlowever, cites argue that considering the increasing complexity of social, economic and political dimensions inthe moder communities, hinging the effectiveness of leadership to just Some mere natural blessing may tend to undermine the overall elfectivenss of leadership. [tis argued by cities that sofa tends have proved to the contrary that even leaders that do not ‘ecessarlyexhiitall the specified eats have been found to bemore effective, scomparedto those possessing all the outlined traits. Thisview implies that the use of certain speciledtraits ‘snot necessarily che appropriate ertera for judging the elleciveness of eadership (Stop 1948:35). In this instance, some ofthe critics reasoned thatthe effectiveness of leadership i= not conditioned by some tats, but bythe eireumstances and situation thatthe leader i in ‘This influenced the emergence ofthe situational theory of leadership Further reading “Thomas Caeyle (184), On Heroes, Hero-worship and the Heroic in History. James Frase, rages‘toga RM. (1948). Personal Factor Associated with Leadership: A Survey of the Literature, Tre Journal of Psychology, 2535 ‘Activity 1.1 “Leaders are born and not made” Discuss with reference to the examples fom leadership in your communisy Situational Leadership Theory ‘The aguments in the situational leadership theory were mainly championed by Hersey- [Blanchars (19973) situational leadership theory and Vroom Yetta’ (197319) contingency ‘model. The fundamental agument in Hersey Slanchar's (19971) situational leadership ‘theory is thatthe effectiveness of leadership i inflnenced bythe extent to whic leader ace able to match thei leadership styles to the situation defined by the overall level of employees ‘experience or marurity In chat regard they suggest that incrcumstances where the has jost been recruited or he is inexperienced in a newly assigned task, che leadership syle rust be mainly dective to ensure thatthe employee perfomas the allocated tak more clfecive. As the employee guns more experience, Hersey Blncha's (19971 situational leadership theory emphasizes that the leadership style must be changed from a directive approach to more of a coaching style, and subsequently to participatory or supportive leadership stylet the employee becomes very knowledgeable and competent on how cient tasks must be accomplished. They note that the delegative leadership i the final stage and. only reserved lor situations where it becomes clear tht the employe is perfectly knowledge snd has matured. On the other hand, Vroom-Yertons (97318) contingency made ‘Gia Teer eye tobe wed mae inlsences by the prevaling ston In efect, they recommend that leaders apd managers must conduct analysis by working through lst ‘ef questions to assess whether the station at hand requires leadership to be diective consultative, pariipative or delegative. Empiial facts indeate cat some leaders and manages tse Hereey Blanchard?» (19971) situational leadership theory and Vroom Yetton's (087319) contingency model in the management of activities n the modern onginsations Hiowever cits argue that these ewo situational theories on leadership do not provide appropri rame werk for malng decisions on leadership styles inthe moder organisations Page| 9Further reading Hersey, P & Blanchard, KH. (1977. Management of Organisational Behaviour. Activity 1.2 Provide detail discussions ofthe pros snd cons of situational leadership theony Contingency Leadership Theory Fiedler’s contingency theory is premised on che argument that leadership effectiveness is, measured by the extent to which leadership straits are tailored t the overall demand ofthe situation tha leaders andfllowersface. He construes that sation influences what aleader ‘determines group todo soa to put such a situation under contol and influence the overall fester edb, Une a theory hat nly cone tte eens of ership Is influenced by certain trait, Felde’s contingency theory provides a more complex approach for assessing cflectiveness of leadership. In ts proces, he confides that the assessment of efectiveness of leadership behaviour must involve the analysis of how certain personal characteristics and mocivaton interact with the situation to determine the ‘overall approach thar a leader takes, Ina bid to accomplish tis, Feder’ contingency theory advocates fr the use of a scale of Least Preferred Co-worker (LPC) in which a leader asked toidentify and deserve all the people that he or she has worked with and rate hem on a scale ‘of 1 t0 8 on whether they ate fricdly or unfriendly, cooperative ot uncooperative, and supportive or hostile. Fiedler’ contingency theory highlights that a high LPC score implies that the eader is relationship oriented and enjoys working with people as compared to low [LPC score which signifies thatthe leader is task oriented and often more concerned with the accomplishment of tasks athe than building relationships. Although some cities poine that ‘LeCmeasurementisaccurate, Fiedler perceives that itis important Because aids the analysis cf leader's emotional reactions to people and how leader gets motrated to assess the situation ‘tha the leader can be more eletve. In other wore, Feder’scostingency theery links how relations oriented and task oriented leaders can be sed to put stuations under control. He ‘explains chat the extent to which leaders are abl to put sitiations under contol is influenced by the ability ofthe leader ro control the group ancl ensure thatthe assigned tasks are cfecively accomplished. According to Fiedler, the overalfavouableness ofthe situation is determined by thee components that include; leader-member relations, task structure and leader position power. When all these situations are postive an favourable, he states that age |leaders are mos likely to have stronger support and cooperation from folowerstasksaremost hel to be highly sutured and leaders may tend to have stonge authority to dct snd reveard performance. As compared to high LPC leaders that maybe llc in ition of Inermetiate favourably, he notes that low LPC leaders may tend to be efccive in both favourable and unfavourable situations. However, cris eaution that Feder’ contingency theory must be used more reserved fr the reason that i ends to assume that leadership ‘styles fixed and tae situations canbe manipulated to suit leadersup styles. Instead these crits peresive tat vie vers by seeking to adapt leadership sjes fo positions Further reading Fiedler, FE (1967) Theory of Leadership Efectiveness, New York: Me Grawhill Forsyth, DR. (2006). Leadership: Group Dynamics. 5* edition, Belmont: CA, Wadsworth, Cengage Learning Centre, page 45-277 Activity 13 Inthe context ofthe illustration in Fedle's (1967) contingency theory, explain the meaning of the following phrases: “leader-member relations" “ask structure” and “leader position power” ‘Transactional Leadership Theory ‘The sransacoa lender theory provides views on hw leas can nuence dhe extnt to which followers are able to effectively ard efficiently accomplish allocated tasks. Tt emphasizes that fr tasks accomplishment to lead to the achievement of delined abjectives and goals, there must be some exchange for good performance. In this endeavour, the transactional leadership theory argues that leaders must seck discourage poor performance by ponishing it or denying any symbolic, material or non-material rewards. Through such approach, it i believed that followers will be able to perform eficiently and according to prescribed plans and strategies soak not ony to impress the leader, but also gal frm the provided rewards and recognitions or any other symbolic outcome, Further reading ‘Bass, B, (2008). Bass & Seogalils Handbock of Leadership: Theory, Research & Managerial Applications. dthe edition, New York, NY: The Free Press, page 50 and 623, Page| 11‘Transformational Leadership Theory “Transformation leadership refers co the leadership thac the leader articulates his or her bli. fn certain values and points out to followers the enormous postive outcomes associated with the adoption of such values. In this proces, the transformation leadership theory highlights that leaders tend to focus on motivating and inspiring fllowers tobe their own leaders rather ‘than mere followers in the endeavour to achieve such goals. [nother words, transformational leaders strive to raise the consciousness of followers to change attitudes, belies, perceptions and feelings to achieve the desired transformational goal (2004), Personality and Transformational and Tr of transactional leadership 1.2.2 Contemporary Thinking on Leadership: 1980s to the Present criticisms that have emerged from leadership theories developed berween 1840 and 1980, a numberof altemative theories that view leadership from diferent perspectives have ‘been since then been postulated on how to influence leadership effectiveness. These theories encompass; authentic leadership theory, adaptive leadership theory, neurcleadership theory. sand complexity leadership theory. Inthe following discussions, we hall examine each ofthese theories. Authentic Leadership Theory ‘The fundamental argument in authentic leadership theory is chat the efectiveness of leadership 1s influenced by the extent to which transparent and ethical behaviours are ‘encouraged to faiitae open communication and information sharing to reach decisions while Page| 12also taking cognisance ofthe inputs from followers. In this endeavour, the view’ In authentic a andad intemal moa perapetiv tha hc ete organs aes and elf awareness mi TEGES to analyse char ow arenges and weakness and ‘kternnchow their weaknesses cane minise oenbanc their overl eccveness ace itspotlcony Bil George a 2003 interns ave en sac bout thelimtatons of aca ladrship ther. Theil hat eo a siguiant extent provides scuate telecon what ade nce todo forthe tobe moe elective Further reading Avolio, B. Walumbwa, F. 6 Weber, T. (2009). Lendership: Current Theories, Research and Future Directions. Annual Review of Psychology, Volume 60 Bill, G. (2003), Authentic Leadership: Rediscovering the secrets to creating lasting value Using the four main components in authentic leadership theory, prove a description of how you Would use authentic leadership asa leader in your community Adaptive Leadership Theory (Contrary to the widely held view that leadership is a position or theory, the proponents of adaptive leadership argue that leadership is neither a position nor & theory, but a practice through which leaders seek to provide solutions to situations whose solutions are largely ‘unknown. In effect, they construe that since leadership is not a position, mnyone im an ‘organisation ora community can therefore be leader irespectve of whether he ot she i it 2 leadership position, In other words, the values of adaptive leadership theory ac latent in the fact tha it fosters culture of self leadership in which every individual is expected to be & leader and innovative in the identification of challenges and solutions 0 such challenges. However, the overall eficcriveness of the process forthe application of adaprive theory is Impacted by adherence three steps' logical process that involve; observing patterns i the ‘unfolding events without making conclusions, developing several hypotheses or assumptions Pago|13bout the situation at hand, and determining the interventions that must be made depending on the observations, interpretation and conclusions. Despite its proficiency in influencing the celfective resolution of problems, critics point out that the limitations of adaptive theory is ‘reflected inthe fat tha i tends to only construct leadership onthe basis of problem. In actaal Jeadetship context, they note that that isnot the ease for that the fous of leadership i 0 inluence the process of activities accomplishment irespective of whether ot not problems Further reading Heifetz, A. Grashow, A. & Linsky, M. (2008). The Practice off Adapeive Leadership: Tools and “Tactics fr changing your Organisation and the World. HBR, 1057-78, Neuroleadership Theory “Tories on neuroleadership seek to integrate the use of science to understand human minds and eypoces to cea cts 9 8 fo inne the, mprovenent in evens of leadership. Its fundamental argument is that quite often leaders fail to implement certain measures because of the fallure to understand what is going inthe minds ofthe followers and therefore by using science it becomes easier fr leaders to predict the probable responses from followers and the appropsiate coresponding actions that must be taken. However, some authors argue thatthe integration of science in leadership may not have significant practical [positive implications for that it is not only expensive, bat also that leaders operate in more ‘complex environments of which the implications of certain activities cannot be effecrively ‘understood through the sole application of scientific principles Further reading Rock, D. 6 Schwartz, J (2006). The Neuroscience of Leadership. Strategy and Business Issue 8 Complexity Leadership Theory “The views in complexity Ieadrship theory implies tha compleity leadership theory i but on the argument that most ofthe wacent and modern leadership theories are awed on the Drs that they tend to only deal with certain dimensions ofthe challenges [aig the modern Yer, the modem lagely valve driven organisations ae gle complex t the ‘hte ci lady ar hve, ehey nuseadape mote complex eppreweh leadership, Thy [tribute ther argument ote fact thatthe modem societies comprise of several ators sel Ferachial ler thar cannot be effeivelyhanledby simple theories ha tae cognisance fey xa neon nd te hat ens al he compe ens fxplaing the organisational challenges, compleity leadership theory emphases that tnodern Ider must play tree crea oles that clude, adaptive roles that inoles Iprinstoming andexchangig information with others ad followers soastoldenty variety of alterative solutions thar ean be adopted, administrative roles that deal with doctrinal planniag to provide outlines on how organisational chillenges cat be addressed, and ‘rinmisingburenucracysa5 to enhance the overall etveness ofthe followers Further reading Page| 14Ul-Bien, M, Marion, R. 6 MeKelvey,B. (2007) Complexity Leadership Theory: Shifting Leadership from the Industial Age othe Knowledge Era. The Leacership Quarerly (18)4 Activity. ‘Write brief notes ox how any of the following leadership theories can be used for improving leadership in your community: adaptive leadership theory, neuoleadership theory. ane ‘complexity leadership theary 1.3 Leadership Styles Leadership style is a manifestation of how commonity leaders go about influencing followers and exerting authority and power to ensure that ctvities and the implementation of ferent community programmes is sccomplished to achleve the outline objectives and goals, Tendhip ses arte ellen polo te oman Eades communicate and Jnceraction amoag leaders and followers, as well asthe kind of behaviours that leaders and followers emulate. Hand in hand with the leadership paradigm that community leaders subscribe, the ase of appropriate leadership styles also inuences the overall motivation of community workers and the entire community to ensue that all programmes ae efficiently implement to produce outcomes that benefit the intended beneficiaries. This implies that in ‘the even ofthe application of inappropriate leadership styles, its overall negative implications ‘ay tend tobe latent in declining motivation, poor cammitiere, and chaos and sabotage that all precipitate consequences that undermine the implementation of development programmes ‘improve the overall condition and standards of living ofthe communities ‘The four main types of leadership styles Although over the years, empirical facts have confirmed that certain leaders tend t0 use a ‘combination of two or more leadership styles, consensus exists in leadership theories that the four main leadership styles that are commonly used in organisations and commurity leadership include; autocratic, managerial, democratic and collaborative leadership styles Autocratie Leadership Style Page| 15‘The use of autocratic leadership style implies thatthe community leader becomes the centre of all decision making and communication of how activities must be done. ll that matter is ‘what the leader desires be done othe effect chat most of the employees are reduced to mere spectators during the decision making process. In this circumstance, employees and fllowers ofthe leader are supposed todo as stated bythe leader ar else falre can attract retribution in terms of severe punishment or dismissal. Despite the use of policies and laws thar curtallall, the lberty and rights ofthe fllowers, community leaders subscribing to some of autocratic Teadership may also tend to wield significant power through use o force, intimation threat, rewards and punishment or position. The process for deciding how activities must be sccomplished is also often constraint to only a few suggestions. Despite ts widely published rawbacks, the use ofan objective view would indicate that the use of autocratic leadership styles associated with both advantages and disadvantages, Further reading Woarsick, ID . (1981), Leership Styles and Their Consequences. Joma of Experiential Learning and Simulation 3 (4155-172. Avallble at” hesp/ysudc edu content blogs die O8/iles20:0\ Warck Leadership pd) Advantages of Autocratie Leadership Style ‘Improvement in unity ofthe followers against te outlined objectives and goals [Eliminates delays in decision-making processes Improves the efliciency and speed of activities’ accomplishment liminates conflicts and leadership struggles that usually mar the effectiveness of the organisational performance 1 Contributes to the improvement of loyalty among managers Provides a stable and secure environment Disadvantages of Autocratic Leadership Style ‘+ Teeauses threats and fear among subordinates and followers ‘+ Teallects che motivation of subordinates ‘+ Cancause high lbourturnov ‘+ With time, iecan cause instability asin from rots fom the opposing leaders Further reading Warrick, DDD . (1981) Leadership Styles and Their Consequences. Journal of Experiential learning and Simulation 3 (4)155-172,Avalable at: hrpufysarkcedalwp- ‘content blogs dr/108/hles/2014/01/Warrick Leadership pd) Managerial Leadership Style “The managerial leadership style is applied by leaders who view themselves as not leaders, but ‘managers who must get the organisitan running more elfectively. In effect, they donot focus on influencing, but on putting the necessary measures and policies to ensure that the ongasisaton thrives sustainably to achieve is overall objectives and geals. The focus is not ‘eltonship building as fr sth case with most leaders. Instead, lenders subscribing the ‘managerial leadership style tend to pay significant attentioa as campared vo anything on the Pege| 16overall sklfalness and competencia of che employees, and constantly undertake significant investments in machineries to ensure that the organisation is functional effetively 3¢ all # Advantages of Managerial Leadership Style ‘Improvement inthe ability to achieve the outlined strategic objectives and goals Improvement in organisational eflcieney ‘+ Improveneatin employee mouivation ‘© Iinprovement in resource optimisation Disadvantages of Managerial Leadership Style ‘+ Lackof guidance can arise asa issue ‘+ Poorrelatonship building can undermine the influence ofa leader or followers ‘= Over-emphasis on task performance can lead to dissatisfactions aseciated with over working af the employees Democratic Leadership Style age} 17Leaders using the democratic leader syle recognise and respect the views and opinions of other people In efec, be teas ro normaly coal and invlve other people in the detsion ‘making process, though he also influences Ln amore demecratic way" to ensue that his or het ‘sion snot eroded by dilrent views end opinions expressed. Leader using the democratic leadership style also tend to significantly invest in acthities that contnbute to the Improvement af employee empowerment and the empowerment of the followers. Soch Snprovemen in empowemen influences te exentto which adr ae able a be sie by the improvement in the competencies of followers and the overall exeativiy to invent solution for dealing with the organisational challenge being faced I other in democratic leadership ste the focus sect towards the empowering followers as compared tothe other ladership styles suck: asthe autocratic leadership syle in which leader only invest ‘empowering themselves indemocratic leadership style, deisions are reached throgh vote rconsensusincoatrst tothe autocratic system in which decisions ate ltated nd flowers ae coerced into flowing Advantages of Democratic Leadership Style ‘Debates and contributions from diferent parties improve the quality of decisions reached + Contributes to empewerment and developing several competent leaders Influences the improvement inthe unity of followers ++ Contributes toimprovement in motivation and commitment Disadvantages of Democratic Leadership Style + Encouragement of debates can delay the implementation of community projects Intense debates can cause ireparable divisions among opposing candidates ‘Weaknesses ofthe lader can be exposed during the znalsis of his decisions ‘+ More vocal people can be witch hunted in some ther ways Further reading Gastill, J (1994), A Definition and Iusteaion of Democratle Leadership. Human Relations 47 (8)953-975. (Avallable hp )wwvw al pou ed/easgasti pis definitiondemocratilesdership pa) Case Study 1 “The director ofa community coalition understood her role clearly to bring people and ‘organizations together to xork on common issues, to faciitate the work of the groups that {Formed and to support those who took on responsibility for the work Hee enthusiasm and. ‘hard work pulled coalition members onto committees and task forces, and her sal at ‘making people feel nceded and valued kept them there, She sent cards of appreciation, banking pen fo he work thay wee og had dons and nstatd @ tem of annual public wards to mcognize those who had putin time and ello: to improve the ‘community She even baked mufims foreach coalition meeting The result vas that tase forces retained their members over long periods of tume, and accomplished the work they Page | 18Thad set our todo. The coalition was temendoudly Sissi in sucentally AiR ‘issues ital to the community, ley Recase ofthe decor effeenenes in benging ‘rople together and making them feel valued” Source: Paralza, G.Mokwens, | & Richards, (2010) Assessing the rle af counellesin service dlicery a los! goverment devel in South Anca. Research Report No 12. Cenr for Poly Stules, Johannesburg, research report funded by the Open. Sociery Foundation, South Altea page 1~ 94 (Gealable a bap eo epson zu epste20pF RRIZS pa) Activity 18 Read the case study and identify the leadership style being used, Evaluate the merits and demerits ofthe leadership style identilied Collaborative Leadership Style “The collaborative leadership style emphasizes the need for leaders to empower and delegate some of very critical activities to their subordinates. [n effect a collaborative leader tend £2 ‘make decisions in concert with the followers by voting er teaching a consensus on how activities must he accomplished. n certain cases, most oft decison making processes are Selegated and employees are empowered to accomplish such decision making and aay other activity in the way that they deem appropriate for achievingthe organisational objectives and _goals, However, une other leadership styles itis not easy to use the collaborative leadership ‘style unles che onganistion has effectively ble the eapacty, competency and skilfulness of its work, At the same time, the personality of «leader and she overall training must provide the prerequisites for ensuring that he or she effective ditects and controls activities though in cohort with other employees and managers Advantages of Collaborative Leadership Style ‘Stronger suppor forthe leader since every elt ela charge ‘+ Improvement in the quality of decisions Improvement in motivation of followers Page| 15Disadvantages of Collaborative Leadership Style ‘© Encouragement of debates can lea to conflicts ‘= Involvementof everyone inthe decision making process can delay the implementation ‘of commaniy projects Too many ideas from so many people can Iead to the selection of inappropriate remedies ‘Encouragement of equally among employees hinder career progress linked to expertise and speciality. Case Study 2 ‘The new high school procipal as committed to excelleses i Leaching, and was cominced thatthe surest wy to achive t was to encourage teachers o take more contrl oftheir jobs and more ownership ofthe school. He wanted them to try out new iless with students, t0 talk wth one another about what they were doing to establish mutual support systems, and ‘topatitpate in decision-making for the school As he set outto change the school chmate to ‘make allthis possible, he was surprised and dismayed to find that most teachers wanted no part of empowerment They saw the administration and other teachers as threats, had no desire to innovate n theirclassrooms, and wanted to ger asfar away as possible from teaching ‘when they werent actively engaged int. After five years of rustrating efor, with only very modest success, the principal took another job In the system” Souree: Parades, G. ‘Mokowena,T & Richards, R-(2010) Assessing the role ofcounaillorsin service delivery aol ‘aovemment level in South Alnca, Research Report No. 125 Centre for Policy Sexes, Johannesburg research report funded by the Open Society Foundation, South Afica page| 94. (availble at herp /swww eps org=a/cps20pdH/RRI25 pa) Activity 1.9 Read the case study and identify che leadership style being used, Evaluate the merits and demerits of the leadership style identified Page |20Chapter 2 COMMUNITY LEADERSHIP IN SOUTH AFRICA ‘Learning Outcomes Aer seudying thischapter and the prescribed readings, you should beable to ‘Demonstrate understanding of the hierarchical level of leadership from muniipal counellsto ward levels ‘+ Understand the oes and functions ofthe municipal camels ‘+ Understand the roles and function of the executive mayor + Understand he roles and function of couneilors 4 Understand he rles and fonction of ward commas ‘* Explain and describe the roles and functions of the administrative aspect of ‘municipal leaderships ‘+ Assessthe eatenc ro which the existing munlcipal leadership structure influence or Inhibit the ellectiveness of community leadership in Sth Africa 2.1 Introduction “Municipalities provide the mechanisms through which communi leaders work to fciiate the successful implementation of government programmes at the community levels. ‘Municipalities are the lowest government structures which are charged with the implementation of diferent goverament programmes at the examonity level. Without ‘municipalities ic can be dificult for governments to elecively implement their community ‘programmes. This is attributable eo the fact that municipalties play critical roles as mechanisms that mediate between communities and governments co enhance the ‘dentfcation of areas of challenges that significant amount of resources must be directed. “Municipalities area creation of Section 155 6)(a) of the 1986 South Aftican Constitution that states that: “Each provincial government mus establish municipalities ints province in terms ‘amanner consistent with the legislation enacted in terms of subsections (2) and (ana by eit ote measures mut provide forthe nti and support of local government inthe province and promote the development of local Page | 21government capacity to enable municipalities to perform their functions and manage their aflairs” ‘The fat that municipalities ate crucial forthe realisation of the secesful implementation of {government programmes at community levels moles thatthe overall ealibre and qualities of Jeaders engaged at municipal levels are critical or improvement of community services, In the context of Local Government: Municipal Structures Act, No. H7 af 1998, che process of conveying the implementation of government programmes and service delivery from ‘municipal levels to communities is spearheaded by the two malt sets of lenders that include political and administrative leaders 2.2 Political Leaders ‘These leaders are mainly councillors who are politically elected through a five years tem democratic process to form and provide plital structures at municipal levels. At the helm of ‘municipal political leadership and governance isthe executive mayor who is lected by the councillors. Upon election, the executive mayor is mandated under the Locel Government: ‘Municipal Structures Act, No 117 of 1998 to form a Municipal Council or Mayor Executive (Committee: Ina bid to effectively distil the roles that municipal leaders play at differen levels tolinfluenc the improvement in the implementation of community programmes, development and service delivery, the following subsections will examine the roles and functions ofthe ‘executive major, the funetions and roles ofthe mayoral executive committees and the rlesof the ward committees. Further reading Local Government: Municipal Systems Act, No. 32 of 2000 Local Government: Municipal Structures Act, No, I7of198 2.2.1 Executive Mayor “The executive major i the head of al leaders at community level. He functions through the executive mayoral committee or the municipal council. As the chie community leader, he or her main roles an functions may inter alia include the following: Analysis and Response to Needs of the Community Inline with Section 56 (2 ofthe Local Government: Municipal Strctures Act, No II7of1998, the executive conducts needs analyssin order to identify critical needs of the community that must be prioritised! Such prioritisation enables the integration of such critical needs inthe Incegrated Development Plan, While the process is mainly accomplished by recommendations of the executive mayor to the municipal council, the executive mayor must also take ‘cognisance ofthe essential provisions inthe national and provincial development plans. The ‘executive mayor is also expected to ensure the avallaility of sufficient resources and the reaching and conclusion of essential partnerships with different stakeholders that would render the implementation of such community programmes succesful Page 22Drafting and Implementation of Municipal Integrated Development Plan (IDP) Tes indicate that in Section 30 ofthe Local Government: Municipal Systems Act, No.32 of 2000 that the executive mayor must also participate in the formation and iniplementation ofthe Municipal Integrated Development Pan. Thiecan he delegated by the executive mayor to the municipal manager. However, when the drafting of the IDP is completed, itis often the ‘executive mayor to present the draft IDP tothe muniipal council for approval, Consultation and Involvement of the Communities Section 56 (3)(b) of the Local Government: Municipal Seractures Act, No. 117 of 1998 highlights that itis par ofthe roles and functions ofthe executive mayor thatin the design of ny the proces forthe implementation of any community programme chat the communities are consulted and involved as the major stakeholder. Such approach influences the extent to ‘which the programmes which ae o rolled out contebute 1 solving the challenges which are major cancers ofthe communities. These processes of public consultations and involvements are being accomplished, it is critical chat che executive ensures that appropriate documentations are undertaken for Purpose of inclusion inthe annual report on the overall state of community involvement and participation in theaflaits ofthe municipalities Development of Municipal Performance Management System Section 39 of the Local Government: Municipal Systems Act, No, 32 of 2000 emphasizes that the executive mayor must ensure chat appropriate municipal performance management system that outlines essential indicators and technicues for evaluating performance is putin place. Such a process can often be delegated to che municipal manager, though, che actual resentation co the manicipal council o the mayoral executive committe for approval soften Sone bythe executive mayer. Evaluate the Process for the Implementation of Key Strategies and Programmes ‘While the implementation of diferent community proprmmes are beng accomplished, the exccuive sls mandated under Setin 563) and (6) ndentlfy performance indicators Se paripate nthe evaluation of the proven or he plementation of major commanity programmes and westeles. Such acevitis is Intended to eanee the faster destcaions ad conection of deviations to ensure tha ll community prograninessehich ae beg implemented contibuce coward the meeting ofthe slated eres ommunty needs. Revlew Performance of Munteipalittes ‘The review ofthe performance ofthe municipalities salso recognised under Section 56 (3) (b) cf the Local Government for enabling executives mayors improve the cconomy, efficiency al effectiveness ofthe miniipalities ‘Management and Administration of Municipal Activities Page| 23“The executive mayor isnot only’ political leader. bur also a managing director of the municipality who oversees the implementation of the measures for ret coats, revenue and data collection services In ether word, he plays significant roles in ensuing thit sufficient revenues are collected for financing diferent actives being implemested song ommites. These management and administrative funtons also ext to facing the lmplementation of municipal by-laws as well as ensuring that the administration of the "nunicipality s done nine withthe municipal policy directives Oversee the Performance of Functional Executive Committees ‘The executive mayer is also expected to overview the performance of the other executive ‘committees such asthe audi committees or the ward committees. [eis through such approach that the executive mayor can in the context of Section 56(2) of the Local Government ‘Manipal Stractures Act, No.7 of 1998 evaluate the overall process of delivering services to the communities. Further reading Local Government: Municipal Systems Act, No. 32 of 2000 ‘Local Government: Municipal Structures Act, No. U7 of 1998 Activity 2.1 ‘Which leadership style would you recommend the exceutive mayor of your municipality to tase for ensuring the successfal implementation of all the community development programmes? “As much as the executive mayor isthe ultimate leader ina municipality, helshe sill operates ‘nor only within the confines of certain policies or regulations, but leo Gough several layers ‘of municipal organs that extends up to ward levels, Page| 242.2.2 Organs of Leadership at the Municipal Levels ‘The organs thatthe executive mayor uses a the municipal levels include; the Municipal CCounel, Executive Mayor Committee, Committees required by Statutes and Ward ‘Committees Municipal Council ‘Municipal Councils are the highest decision making organ is « municipality. tis constituted by the mayor in consultation with the communities. The major roles of municipal cule include’ ‘+ Providing steward services between the communities and the provisional governments ‘Representing the interests, views and concerns of local communities at the ‘ubicipl level ‘+ Ensuring the well being ofthe interests of the communities through the provision of basic and essential services * Developing and implementing polities on how social, politcal and ‘economic activites must be implemented in the communities, ‘Maintaining the integrity of the municipality and the entire communities ‘under te jurisdiction ofthat municipality ‘+ Acting as the oversight body in the monitoring and evaluation of the processes forthe implementation ofall the municipal programmes ‘+ Exercising their powers in the manner that contributes to optimisation of municipal resources in the interests ofthe communities ‘+ Upholding democratic principles and accountability in the exercise of theit ‘powers a in municipal governance + Putting in pice measures thar encourage sgicant patton othe ‘+ Promoting safe and healthy environment in and around the municipality ‘+ Facilitating the achievement of che fundamental rights enshrined in the South African Constitution Executive Mayor Committee ‘The purpose of the executive mayor committe isto support the executive mayor fa the accomplishment of his or her daties as the leader of the municipality. Th prinelpal functions ofthecacetve mayoral commits rctoasst and aise th eax major tis important for schievement of effective perfarmance ofthe municipality. The executive mayor committee often comprises of a deputy mayor and not more than 20 councillors as the members of the executive mayor committe. Inthe cantex f Section 79 and Section 80 af the Local Government: Municipal Structures ct, No, I7 of 1998, the municipal coaneil or the ‘executive mayor commitiee may also appoint other commiteesto assist them Where necessary inthe accomplishment of municipal activities. However, they ae not autonomous, but subject ‘oreporting tothe executive mayor commuttee oF the munitpal counell ‘Municipal Committees required by Statute Page |25Despite the discretional establishment of other committees to assist the executive mayoral ‘committee there are other municipal committees which are required tobe extablished bylaw. ‘These are Committees such 25 the Audit Committee which is required under Section 1666 of the Municipal Finance Management Act co be established for managing the financial afar of ‘the municipality aswell as evaluate and manage risks. The other committee is the Municipal ‘Appeal Committee whichis required in terms of Section 64 (2) > ofthe Local Govesnment Read Part Bof Schedule 4 and Schedule 5 of the 1996 South Alticxn Constitation and provide a detailed account of the matters that the municipal council has executive and legislative authority 2.2.3 Councillors CCoancillors are individuals from the communities who are elected to represent their wards at ‘the community level, Their terms office usually run fora period of ive year, upon which on feeplry elections ae aganhheld. Councillors work together with the executive mayor tenure that the municipality achieves its objectives and goals of meeting all the needs af the ‘communities In effet, they play very erica roles related to: Promoting the Developmental Local Governance In this endeavour, councillors operate within the precincts of the pronunciation in the 1998 ‘White Paper on Developmental Local Government that local government mst actin concert with the local communities to ensure that all their social, economic and material needs are effectively met. Thisimplies that for councillors toaccomplsh theirroles more effectively, they reed to work in cohort with the members ofthe local communities, the members of ward ‘committees, other councillors, interest groups, non-governmental organisations and in close consultation and Taison with offials from national and provincial local governments ‘Trough these approaches it becomes easier for councillors to ensue tha all the needs ofthe ‘communities and identified and integrated in the Municipal Integrated Deve opment Pla, Facilitate Social Development and Economic Growth of Municipalities Page| 26‘Councilors ofthe ward falling within the utisdictions ofthe manicipalities that they serve, councillors are also required t0 get involved in activities that facilitate the improvement in social development and economic growth In this effort, councillors such assess the extent £0 ‘hich they can initiate programmes that can be supported by the municipalities and provincial governments to improve eéucation,bealth, the management of sanitation services clectricty, wate, and waste management and environmental management. Councillors are also expected to engage in activities and creation of networks that contribute 0 the {improvement of business and economic activities within the municipality s a to increase on ‘employment opportunities in that municipality Integrating and Coordinating Municipal Activities Given the diverse challenges that councillors face, ts also impo-vant that they Facilitate the integration and coordination of different activities by lnsing win relevant key stakeholders, Such approach would not only influence the improvement in prowess of resource mobilisation, but also the overall optimisation of the limited available resources. In this context, other roles of councillors would invelve determining how diferent needs of the ‘community members can be harnessed and met using very limtec resources, Facilitating Equitable Growth and Redistribution of Resources Councillors are the community leaders on the ground and as thus are placed to understand different concerns in their communities. Such deeper levels of understanding facilitate benchmarking across diferent regions to determine how equtable development can be achieved and how the skewed distribution of resources caused by apartheid can be reversed Entrench Democratic Principles by Respecting the Wishes of the People As the elected representatives of their wards, councillors influence the entrenchment of ‘democratic principles by advocating for the municipalities to take steps that result ino the meeting ofthe nevds of the major. Link Municipal Council with Communities Tis the councillors who bridge the gap between the muscipal eoeneis and the commits, Facilitate the Monitoring of Municipal Performance Stave they are on the ground wich the communities, councilors also play crustal rots Inthe ‘monitoring and evaluations ofthe successes and fallares associated with the implementation af different community programmes, Such activity faditates the erent co which they ar able todraw attention ofthe government to intervene and correct devitions identified Further reading Paradza, G, Mokena, I. & Richards, R. (2010) Assessing the role of councillors inservice Gelivery at local government level in South Africa. Research Report No, 125. Centre for Policy Studies, Johannesburg. A research report funded by the Open Society Foundation, South ‘Africa Page| 27Activity 23 Using diferent hories on leadership chat you have learnt in the previous section, wat leadership style would recommend othe councilors in your community. Provide explanations ‘ofthe restons why? 2.2.4 Ward Committees In line with the preeiption in Part 4 of Chapter 4 ofthe Local Government: Municipal Struct Act No of 88, ward commie ae de adi sates a he ek level ofthe politcal leadership and governance in South Afss. They comprise of mers ‘io are ceed yh comin to adic anda ce cue analy representative of wars in he running of community afirin wards, Te counelor is usally {he chairperson of ward committees As detaled in the Department of Local Governments Handbook for Ward Commitee, he core roles and functions of ward committe nclide- ‘Identify comnunity needs and influence the decision of the municipal council to respond to such neede ‘+ Manage the process for the implementation of community programmes in thelr wards ‘+ Facilitate the consultation of the communities in that ware on matters of critical Jmporrance fer improving the socio-economic living conditions and standards of the population inthat area ‘+ Link the councilor with individual members of the communities ‘+ Inreract and lnise with key stakeholders and partners to facilitate the implementation ‘of community programmes in wards ‘+ Monitor, evahiate and make recommendations on progreascs made towards the Implementation of community programmes. Initiate projects that ean helo the communities in chat ward and sometimes inthe entire municipality Limitations of Ward Committees + Poor represenativity as councilors wield upper hands in picking only members of similar politic afiations Page| 28‘© Legislaon confines ward committees to mere advising councilors and providing Inputs from communities + Lackof focus mars thelr functionality as others are involved in personal businesses that limi the time they spend on ward committe’ related activities, ‘+ Poor sills of members of wand committses Poor communication and lack of information flows between wards and municipal councils Further reading Paradza, G. Mokwena, I 6¢ Richards, R. (2010) Assessing the role of councillors in service delivery at local government level in South Africa, Research Report No. 125, Centre for Paley Studies, Johannesburg. A research report funded by the Open Society Foundation, South [Altiea page 1~ 04. (Available at hetp:/neww.cpa.org2aleps%20pal/RRI25,pa) Case Study 3 Arone ward committee member in the Govan Mbeki Municipality s report to have said “The problem is that the ward councillors are not independent, they want to be spoan-fed. ‘When we come up with cretiveconstmictive ideas, ou become a threat them... When ‘we have lecrons ioe ward committee members in our eammunites, the courcilors already ‘avethe namesof the people they want elected. This situation make’ some ward committee ‘members to hecome “Mickey Mouse” ofthese councilors because they do not contribute, ‘burare told what todo (SA Local Government Biefing, 2005 28) Piper and Deacon (2008), in esearch conducted in Msunduzi Municipality, ound thar ward committees are very ‘ften pobicised in one of three ways. Firstly, there i inter-party” compecticn, in which ‘political partes vie Jor control ofthe committees and where the composition of comnmitices 1s skewed towards supporters of one or other party. Then there inra-party competition” ‘in which ward commatters have become embroiled in factlonalisa within paiial partes, ‘where one or other lation within the party (typically the ANC) use war committees to secur greater political power. Finally there is what Piper and Deacon term “policy” competition” where the rl of ward committees rather than the composition is defined by the political party In Msundusi, the latter has apparently heen mandested by ward ‘committees in predominantly DA areas refusing 10 inthe moniapahiies ward ‘committee processes, such s the rauning that Was Mor wardcomminees Piper and Deacon (2008 44) algo observed that n some cases there is 2 close relaticaship Between ward committers ant branches of political partis. In some instances the members of both, structures are the sme They cite an eaample of a ward counallor who combined werd [Sammitige and ANT hranch meetings to seri «state nf animosity betwen ten groupe ‘which aze essential: the same thing” Thus an ‘objective is w ensure chat representation on woed commattecs Is deste from a snd incluse nomination and election process. In many cases nomination and election processes appear to have brea, ‘cep flawed, which has compromised the quality of representation on warcommttees” Source: Paridza, G.Mokwena,L. 6 Richards, R. (2010) Assessing the roleof councillors ‘m service delivery st local government level in South Arica. Research Report No. 125, ‘Centre for Policy Studies, Johannesburg. A research report funded by the Open Society Page| 29Foundation, South Aiea page 1 = ~~ (availible ae Inep vw eps org salepss20pa RRIZS pal) Activity 2.4 dentify che challenges of concemmin the case study which ar limiting the effectiveness of ward ‘committees asa primary organ for achieving effective community leadership in South Afric, 2.3 The Administration as of the Municipal Leadership Although the entre leadership at the commanity lve! is run by the major it is also important tonote that the administration aspect of community management which is headed by the ‘municipal manager also play critical ole the management and lewlership ofthe municipal, Unlike the political head of che municipalities who are not specialist of community related activities andl management; m managers are often hied experts with accurate ‘understanding of how the implementation of community development programmes must be accomplished, That makes the administrative aspect ofthe municipality pare ad partial ofthe entre leaderehp of the community. Inthe South African contest, municipal manager isthe bead ofthe administration atthe municipality and the accounting officer ofthe municipality, Most ofthe critical roles which are performed by the municipal managers and his team are ‘outlined in legislations encompassing: ‘+ Local Government: Municipal Systems Act, No.32 of 200¢ ‘+ Local Government: Municipal Finance Management Act, No. 56 of 2003, ‘+ Local Government: Municipal Structures Act, No.7 of 1998 ‘+ Local Government: Municipal Property Rates Act, No.6 of 2004 ‘© Promotions of Accesso Information Act, No 2of 2000 ‘Regulation of Interception of Communications and Provision of Communication Related Information Aet, No, 72.0f 2002 Disaster Management Act, No.57 of 2002 + Prevention and Combating of Corrupt Activities Act, No. of 2004 ‘The Major Roles and Functions of the Municipal Manager Page| 30‘The major roles and functions ofthe municipal manager include: Executions ofthe directives and decisions of the Municipal Council (Section 95 (1) ‘f the Local Government: Municipal Systems Act, No.32 of 2000). Executions of powers and functions delegated by the Municipal Executive Mayor {Seton 55 0) (mand (@ ofthe Local Government Manicpl Syste Act, No.2 2000). Drafting of the Integrated Development Plan (IDP) (Section 30 of the Local ‘Goverment: Municipal Systems Act, No. 32 of 2000). Development and Implementation of the Municipal Performance Management Systems (Section 39 ofthe Local Government: Municipal Systems Act, No, 3202000). Developing and implementing measures for improving service delivery (Section 55 (()(2) ofthe Local Government: Municipal Systems Act, No. 32.0f 2000), ‘Handling matters related to the municipal propery sates (Section 35 (I) ofthe Local ‘Government: Municipal Property Rates Aet, No. 6 2004). “Management of human resource related activities of the municipality (Section 35 (e) ‘ofthe Local Government: Municipal Systems Act, No. 32of 2000. Enforcement and implementation ofthe Municipal by-laws (Section 55 (1) (h) ofthe {Local Goverment: Municipal Systems Act, No. 32 2000). Preparation of and implementation of budgets and che handling ofthe finances of the ‘municipality (Section 68 and Section 69 ofthe Local Government: Municipal Finance Management Act, No. 56 of 2003). angling matters related tothe supply chains ofthe municipality. ‘Monitoring and Evaluation of the process for the implementation of diferent ‘municipal programmes Activity 2.5 Isitnecessar forthe municipal manager tals haveleadership skills? Use leadership theories tomosivate your answer Page 31Page| 32Chapter 3 COMMUNITY LEADERSHIP DEVELOPMENT Learning Outcomes ‘After studying this chapter andthe prescribed readings you shouldbe able to ‘+ Understand the importance of community leadership development ‘+ Determine the goals for community leadership development ‘Understand the methods for community leadership development ‘+ Demonstrate understanding ofthe techniques for reviewing and evaluating the ‘effectiveness ofthe programmes for community leadership development 3.1 Introduction The competencies of community leaders sre not only fudged by how effectively they accomplish thee activities, but also by the extent to which they train, nurture and develop ‘other Community leaders to share their visions and responsibilities. The development of ‘competent leaders is important for ensuring the successful implementation ofthe community development programmes. Leaders play magnificent roles towards iniisting ideas, ‘nflaencing. formulating proposals organising resources and making follow up to ensure that the process forthe implementation of cilferent community programmes is succesful. This signifies that the extent to which community leaders have a enormous networks of subordinates who are also leaders themselves the better and the ease at which community leaders can get different community aciiteselectvely aceemplished, The thre hay spe that must be followed in the development of a plan for building elfetive community leadership include; stipulation ofthe goal for community leadership development, outline of the methods that can be used for community leadership development, and review and evaluation, Further reading Simpson, B. & Rence (2010). Community Leadership Development. A Discussion Paper Prepared for United Way of Calgary, City of Calgary. Page 2 (Avalable at ‘upi/www calgaryunitedway.org/maivimages/Research/Neighbourhood —Strategy/Work- In-Progrese1) Page |33Activity 3.1 Whats leadership development? 3.2 Goal for Community Leadership Development Just like any pling process, the frst step in the planning for community Jeaership development involves defining goals that must be achieved, Such process woud requice assesing the overall shflness of the exstng team and key personnel so ae %9 identity shortages and the areas that the need for developing leadership competencies mast be slirected. As muci as it important to have many skilled personnel on a particular discipline it is also of essence that the skills to be taught during community leidership development programmes are spread across different disciplines. This enhances the extent to which the community leadership team is able to benelit from each other and improve the overall competency of the community leadership. With key goals and milestonce that must be achieved defined the next step involves outlining the methods that canbe wed in commutity leadership development Further reading Simpson, B. & Renee (2010). Community Leadership Development, A Discussion Paper Prepared for United Way of Calgary, City of Calgary. Page 2 (Available at bnepd/worw calgsryunitedway org/mainlimages/Research/Neighbourhood Stategy/Work: In-Progress-1) Case Study 4 Shortage of Skills in SA Municipalities “The counulloes also highlighted the shortage of quabified staff in the municpaliy as 2 hallege to service delivery. According wo the 200920 IDPIL. there were 17 vacant posinons in the muoicipal admmistatinn management stractures The high member of “canis also limited councilor’ acceso admmistave apd techni nfrmation. It dct to cope with the shrcage of sled sta the munipabty sometimes appointed cfficils in terporary or ‘acting’ capecities anit was reporced hat hese fempory appointees had limited decison making powers. This delied decsion malang and iy very admunistratice and technical information from municipal officials made dificult for them ‘to makcinformed decisions and provige accurate and up to-det- information to residents bout sevice delivery programmes. This also undermined couneilors:apacity ta petform their oversight function with respect to the performance of manicipal officials. Roth ‘councillors and officials also cited the high turnover of municipel administrative stall as @ problem. The high staff curmover was attnbuted to political interference affecting “municipal iia’ ailty to perform thir functions. The couneillors alzn complained that ‘manjipal staff and managers spent ton much time away from the manicpalty on trning, ‘courses and attending to provincial and national government business. Couillors fom {he anos plea partis complained tht they were nt informed ofthe ne stall sppaintments and movement of stafin the municipality This highs « communication, breakdown between comellors and the municipal admimstration Thie problem, Poze |34Activity 3.2 Read the case study and ansess how the overall poor skilfulness at the municipal levels fs affecting the effective performance of community leaders. Provide a motivation of how you ‘address such challenges through programmes for developing community leadership. 3.3 Methods for Community Leadership Development ‘he kadeship development methods thst canbe used in community leadership dvclopent inclu ‘Modelling by showing good leadership examples Teaching as the Leader Leads Mentoring Coaching “Exchange withamongst Community Groups or with Leaders in other Communities (Conducting Orentation Programmes Workshops and Trainings Seminars Conferences Retreats Recruiting New People to Lead Further Simpson, B& Renee (2010). Community Leadership Development. A Discusion Paper Frofred for United Way of Capa Cig el Calgaye Page 6 Caleb Page| 35Inapiwww-calgaryunited way org main/images/Reseatch/Neighbourhood Strtegy/Work In-Progress-1), 3.4 Review and Evaluation Review and evaluation is conducted forthe purpose of ssessing whether the implementation of the community leadership development programme has contributed to improving the «quality of leadership in the communities. This can be assessed by examining the changes in Behar ane overl ederhp efetvns eld inthe proven nthe ‘successful implementation of community development programmes. I successes are found t0 be limited, reviewscan be conducted so chat traning and farther development are undertaken ‘onthe areas that the trainees have not gained the requisite level of competence. Further reading Simpson, B. & Renee (2010). Community Leadership Development. A Discussion Paper Prepared for United Way of Calgary, City of Calguy. Page 616. (Availabe a ‘nnrpi/wrwew calguryunitedway.org/main/images/Research/Neighbourhood » Statexy/Wark- In-Progress1) Activity 3.3 Explain the diference between coaching and mentoring, and discuss the reasons why you ‘would recommend one of them as a method for leadership development in your community Page |36Chapter 4 (COMPETENCIES FOR COMMUNITY LEADERSHIP | Learning Outcomes ‘After studying this chapter and the prescribed readings, you should beable to ‘+ Demonstrated understmding and knowledge ofthe three core competencies for ‘community leadership that sclude: *Conceptualisation and iraming ideas Building social capital “© Mobilisstion 4.1 Introduction Tes crue that community leaders must act in cohort and consultation with members of the larger communities. In this proces, some of the decisions made hy coramiunity leaders ate often iniluenced by views and opinions from different experts snd ordinary members. However, the fact still remains thar community leaders are the providers of vision that the development and the overall evsltion ofthe community mus tale. They are the initiators of fdeas andthe murcurers of such ides to ensure that they are successfully implemented it the ‘manner that add significant values tothe larger communities. In other words, community leaders occupy pivotal points through which processes forthe implementation of community programmes are directed and resources are mobilised to ensure that all which are desired a feved. This implies that community leaders must possess and display appropriate ‘competencies In effect the purpose ofthis chapter i to highlight the essential competencies ‘that community leaders must posts 4.2 Three Competencies for effective Community Leadership “The three main competencies for measuring the effectiveness ofthe community leadership encompass; ability to conceptualise and frame ides the ability to build social capital and competencies related to capability to ellective mobilise, Page| 371 Conceptualise and Frame Ideas \With the entice community reliant an community leaders, leaders must be able to display ‘competencies related to the ability to conceptualise and frame ideas. Concsptualistion ancl framing ideas implis that leaders must be conduct analysis and consult with ordinary ‘community members as wel asthe relevant key stakeholders and idlenly issues aleeing the ‘community and how chey can be addressed. It also hvolves highlighting and crafting of ‘strategies through which enormous opportunities presented among the cortmunities can be ‘optimise for the benefit of all the community members or cettsin taget population. CConceptualistion and framing ideas facilitate effective planning: resource allocation and consistent monitoring to ensure that whatever challenges are facing the community are eradicated, In other words, framing of ideas influences what gets done and enhances the ‘inking of factual analysis, values and motivation, and vision and strategy, Further reading ‘Saskatchewan Publi Servic (2013), Leadership and Management Competences, Government of Canada. (Available at butp/hvwwemployeeservicesgov:sk ca/interactivepulde) Activity 4.1 ‘What competencies are required for a community leader to be able to conceptualise and “implement ideas more successfully? 4.2.2 Build Social Capital ung of socal capital i prerequisite forthe ideas which are conceptualised to be sceesuly implemented. ung socal capital reer to the process creating snd ‘antag elon and actwock tween dferet community memars groupe and alebolders Communities archaracteed with multe ol perp with dct wen sas ‘ell at goups and salcholders whose preference of liliatos Cou be dicen and in Cera cases howe to the ws snd ideas that the community leader ules tn this ie et he ly cee nu ing mh cpl el ‘reingfoondstion tat sipports the comin leader to expe that the mpl-netion ‘allcommanity programmes isicenulInoter words communities ae curactesed by onlin emit, rjgiousdiferenoes and dlleences in polal views of which i the ommunity leader sublet cess appropriate network, ec processor the nplementaion Pope |38‘of essential community programmes may tend to be punctuated by sabotage and disputes that ‘an cause delays. Th thre fandamental arguments that explain the essence of social capital Include; the implementition of community programmes takes place through human relationships, social capital lows through networks, and social capital comes in two forms ‘hat inchade bonding andbridging, Further reading ‘Bowles S. Herbert, (2001), Social Capital and Community Governance. A Research Paper presented at the University of Massachusetts and Santa Fe Institute, Amberst, Massachusetts Page 2-4 (Avalable at: hup:/ww-umass ed preferen/gintisscccape} pal) Activity 4.2 ‘Advise the leader of your community on how he or she can effectively go about accomplishing ‘activities related to building social capital 42.3 Mobilisation ‘Mobilisation is almost a continulty of the activities required under the building of social ‘capital to ensure thatthe community leader has significant mass support and resources for the ‘implementation of a partiular community project to be successful Iris a ertcalstrategle process through which communicate and spread! the message cn the outcomes that must be ‘achieved In this process, the community eader also explains that rationale behind the specific ‘measures being undertaken. For mohilisation as one of the key competencies of community leaders to be effectively accomplished, the leader must communicate tothe people and act i ‘support of the defined gels, engage community members with access to key networks, dlrectly deal and involve as many members ofthe society as possble, and attend to diferent points a which people adopt new ideas, Further reading Hyman, V. (2006). The Cellapse and Revival of American Community. New York. Fleldston Alliance, page 5-12. Page /39Activity 43 ‘he implemenaton of commnity programmes takes place through human relationships age’ 40Semester Two Re cot Ale sry the ene menial and precibed resins you ae ernonstte Sica sad iaowlede ad anes maemo Planning for Community Development (Community Engagement, Parielpavion and Consultation Commnunity Governance (Community Ethical Leadership (Community-wide Monitoring and Evaluation | Study Plan a | PgHOCrORGNINI ORION | jim ty | = ee Semenertwo | couganarresctiezranicnaoy_| Utcap othe ie J agence COMMUNITY GOVERNANCE on different areas as the semester pes a ‘Eee wiley one _ COMMUNITY ETHICALLEADERSH _ exam testing different - — “heater aed ‘eps Communi, Wide Menoing ad cen (CME) Page| 41Chapter 5 PLANNING FOR COMMUNITY DEVELOPMENT Learning Outcomes After staying this chapter and the prescribed readings, you should beable: ‘+ Understand che importance of planning for community development [° Understand and apply the hey steps io the planning for community development 5.1 Introduction Planning for commurity development is an interactive process involving the communities and all the stakeholders in the determining of the obctves and goals that the implementation of ‘community development programmes must be directed towards achieving, Unlike in other ‘organisations where plating is accomplished by some specialist boxy, planning for community development is distinguished by the fact that st tends to encourage greatet involvement ofthe ccmmunities not only in determining goals, but slo milestones that must be achieved, funding and resource mobilisation implementation ofthe plan, and monitoring 1nd evaluation to ensure that ll the programmes which ae putin place achieve the outlined strategic objectives and goals, Further reading ‘Administration for Native Americans (2012) Projet Planning and Development. Page 9-16 ‘Availabe at: rep//aneastern org/imagestuploadsiesources/ppd_ manual 6.2712 pdt 5.2 Key Steps in the Planning for Community Development ‘The sic ey steps in the planning for community development nce: Step 1: Community Engagement, Involvement and Consultation “The purpose of planing for community development is to ensure that challenges facing communities ae addressed. This implies that the engagement, involvement and consultation of the communities are cetical for identifying the existing and furure challenges. For ‘comprehensive information tobe obtained on the key challenges that the community faces ‘sks facing in the ‘uture, community leaders can use methods such as: focus group Page |42liscussions, community meetings, need surveys, Interviews with key stakeholders and steering committees, With this information, it becomes easier for community leaders t0 determine what must be included inthe community development pan to address the identified challenges Step 2: Development of a Comprehensive Plan This process involves the engagement with che communities and the relevant key stakeholders to facilitate the identification of key challenges that the community is experiencing It is ‘portant that thereaiter, the different challenges that are identified are classed into diferent categories accorting to their urgency and priority. This will enable community leaders detemmine what needs to be prioritised and integrated inthe comprehensive plan for ‘community development. Such identified prior must be outlined in terms ofthe long term objectives that che entire community strives to achieve inthe period of 510 years Step 3: Development of a Strategic Plan This is shore term plan spanning aver 3 10 5 yeats to enable community leaders implement the key goals and priorities outlined in the comprehensive plan for community development. In other words, a strategic plan interprets the key contents of the comprehensive pla into a format that renders it easy for implementation. The strategic plan further gets interpreted in the context of different project plans that must be undertaken to achieve the goals and objectives outlined in the comprehensive plan, Step 4: Development of the Project Plan Using the challenges identified by the communities, ad inthe context of the goals outlined in the comprehensive plan, community leaders must develop project plans prescribing how different projects in the communities ae to be accomplished. The contents ofthe project plan mast reflect a conceptualisation of solutions derived from the challenges facing’ the ‘communities It must also indicate the project objectives and goals, the timeline fr It to be achieved, th performance metres, nd how communities will be involved in monitoring and «evaluation to ensure that the implementation of such projects is success Step 5: Resource Mobilisation and Application for Grants With e compzchensive plan, strategic plan and project plan in plae, the next isu thatthe ‘next issue that community leaders must deal with isthe mobilisition of essential resources 9 ensure that the process for the implementation of these plans is not marred by lack of resources. This explains why, itis not only important that community leaders involve the ‘comminites, but also interact, liaise and build networks and partnershipe with key stakeholders who ean always be brought in if resources project implementation are required The other option is to apply for grants either from 2 government institution, 2 non- governmental organisation or any international organisations. Once sufficient resources are ‘obtained, the implementation process can commence Step 6: Implementation and Completion Implementation refers to the process of putting the community development plans into acta pictice. Is at this phase thar community leaders ean asses whether they intend tose the intemal experts in the process of implementation or it ean be outsourced to outside Page| 43‘contractors, Ifthe process is cutsourced, then, community leclers must ensure that the process is air and transparent so as to influence the selection of appropriate supplier. Key ‘competencies chat ean be considered inthe determining of a competent contractor include; sls resources and years of experience. Ar the same time, community leaders must also ensure that roles and responsibilities are clearly divided among different parties to enhance accountability and the exteat to which everyone involved act responsibly. Further reading [Administration for Native Americans (2012) Project Planing and Development. Page 9-16; Avallable at: hup:/anaeastern orgyimages/uploadsvresources/pp manual 6.27 12 pat Case Study 5 Tearing Ie challenges a the South Afican PUBIC SenKe, Goonsagiee ed oll (2003) seated that a “The South Aitican Government recognizes that its pubic service requires eifective leadership. However, it has repeatedly expressed concerns about poor and effective leadership and its impact on service delivery outcomes. Nevertheless, government has ‘undertaken many ladhrship and management traning and development initiatives and ‘aed amanageneadeip approach nthe public erie However erie ‘of these training and development initiatives snd the Jeadersp approach adopted The conventional nnanves in apreach doped bythe ‘service sppear to have failed to mprove service delivery Its argued bie od mata pie sve ery reins conser of tal narratives and local ssves andl an integgated leadership apprrach mn South Africa Tes that service delivery has not led to satisfaction of commmunirics in South Africa because the ‘country stilhas one ofthe highest deiitsn the provision of base services andthe lowest evel of access to base services. la his “State of Nation” address, President Zuma (2009) ‘indicated a number of challenges in public service insttutionsin South Arica The citizens Soa incre adveray pact pon by the state cf lakrshipim the pbc serce While « number of valid reasons can be adkanced for this phenomenon, the adverse ‘situation invariably points to meffective leadership and the adoption of inappropriate approaches in che pubic service (Cranje & Willem, 2010, McLennan &¢ Seale, 2010), This is exident m ongoing protests hy communities against the lack of service dlr. Ceone and Wale (2010) ang that many publi er ar o not work for the common good of the society. The lack of efectve leadership and the ‘implementation of appropriate leadership approaches ranifested i an inability to [provide the suvices tha Gitzens expect from an eflective state. There isa lack of nchisve ocal government in South africa In this regard, Cronje and Willem (2010) argued that ‘there is litle accountability by its leadership to constituents. Moreover, few made to engage ctsenein meanirgfil consultation morde to addces the service delivery problems or create realistic expectations of what is possible Instea, matters dni slong, ‘unt communities explode in mob hehaviour, out of sheer frustration This lack of uclusin also demonstrated by te lac of act eigenen by Iedeship ith communities im furthering los) economic development cad ‘other social Ae Need for a Integrated Leadership Approach fo Improve Service Deliver by the South African Pu Service Journal of US-China Public 8Q)113 Activity 5.1 Page| 44Read the ease study and identify leadership challenges that are marring effective delivery of services inthe moder South Afican Public Service. How would yav a combination of sltleren leadership competencies to ensure that such challenges are addressed? Page 45Chapter 6 | COMMUNITY ENGAGEMENT, PARTICIPATION AND CONSULTATION | Learning Outcomes After stodying this chepter and the prescribed reading, you shouldbe able ‘Understand the measures for enhancing community engagement a a prerequisite for effective community leadership ‘+ Understand the measures for enhancing community participation asa pretequlste forefiecrive community leadership ‘+ Understand and apply the measures for improving community consultation as a prerequisite for effective community leadership, 6.1 Introduction One of the drawbacks of sing terms community “Engagement”, “Participation” and Consultation” isthe tendency tse allo them interchangeably Yer, all of them donot mean the same thing In effect, the focus inthis section is to enhance the understanding ofthese thre critic! concep 6.2 Community Engagement ‘Community engagement refers to the process of networking and building relationships with Giferent Key stakeholders in the community and the different larger sections of the communities. Is often a programmed ard well planned process that enables public leaders ‘gin detailed insights about the communities that they are dealing with before actual [paticipation and consultations with the communities can commence. The Australian Department of Primary Industries (20084) put i that “Community engagement involves interactions between ideztifed groups of people and Involves processes that are linked to problem solving or decision making where ‘community input is used to make beter dersions. Communities, therefore should not bbe engaged to obtain consensus or agreement about a predeternined! postion. In such Instances ts not engagement that oecuring but. rather, «public relations exereise where information is distributed. Community engagement involves a decision that is yyettobe made over which the community can have some influence” Page | 46In other words, engagement enhances the bringing of the communities closer to community leaders to thereby enhance free interaction and dealing with actual isues during the process ‘of involvement and consultation. Further reading Department of Sustainahilty and Environment (2005). Fifective Engagement: building relationships with community and other stakeholders Hook An incredaction to engagement Ease Melboume: Victorian’ Government Department of Sustainability and vironment (Available herp/fww.dse vie gov auldse/emmn203:nslHlomesPage/BA461F99 ESABITEBCA2ST0340016F3A920pen) Prerequisites for Effective Community Engagement For community engagement to be effective, community leaders muct ensure vhs certain prerequisites ae adhered to. These prerequisites include ‘+ Sectng objectives that must be achieved during community engagement + entifying gronps in the community that have been isolated sos to be engaged and ‘brought closer wo community leaders + Understanding key drivers and motivations of groups + Messuring success in community engagement by evaluating the quality and quantity ofinteractions + Pesiodic review and evaluation to assess whether further actions ae nceded to further engage the communities ‘+ Allocating clear responsiilites on how community engagement must be approached. Further reading (Carson, L_(2008), Community Engagement ~ Beyond Tokenism Ineite,29(3)10, Activity 6.1 {List and explain ive ways cough which counellorscan improve comsmanity engagement in thee wards Pege | 47With community engagement efectively accomplished, it therefore sets the appropriate ‘ground for determining how participation and consultation mustbe accomplished, 6.3 Community Participation ‘Community participation is + mechanism that community leaders use to ensure that ‘communities express their views and exert influence so that the decisions to be made ccontrbuce ro dealing with the actual challenge chat chey are facing, When effectively accomplished, community participation influences the improvement in the support that emminities Ihave for the implementation of particular programme: Community participation also influences the education of the Communities shout the community programines that the community leaders intend to implement. tthe same time, in enhances information exchange and brainstorming with the community members that subsequently ‘contribute to improving the quality of decision tobe made Methods of Community Participation “The following ae the methods that ean be used for community participation: Appointment of Representatives Public Meetings Document Sharing through Public Libraries ‘Suggestions through Letters Discussions in Community Forums Electronic Mails (F Mails) [Request for Submissions of Views and Opinions Principles for Effective Community Participation ‘While the use of appropriate methods is critical for elective conmunity participation, iis mportane that whist participation is ongoing that community kaders strictly adhere to the principles that inclade: Genuine commitment from community leaders to adres he challenges highlighted Free exchange of information and community Respect and integrity of varying opinions Prior announcement of the date and venue that membsrs of the communities we -equlted to be present ‘= Appointment ofa community official who in stsctly chang’ with public participation {and mobilisation Page | 48Further reading Department of Sustainability and Environment (2005). Effective Engagement: building ‘clitionships with community and other stakeholders. Book: An introduction toengagement East Melbourne Victorian Government Department of Sustainability and Environment (Avalable‘ntpwww:dse vie gov au/dselvemn203.nef/Home:Page/BAA61E99 ESSBITERCA2S7OS40016F3A910pen) Case Study 6 Challenges of Implementing Community Participation “leis an advanced, ive model of community participation. How many countries anywhere have such sweeping, comprehensive polite and legislation on community pattiipation i loa goverament? Despite ts naiequaies, The Municipal Systems Acts 4 glorious plkce of legislation, For these of us active inthe civic movement of the Bs it represents all and more that we struggled for But, of course, the policies and laws on

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