Published September 30, 2024 | Version CC-BY-NC-ND 4.0
Journal article Open

An Interrogation of the Factors that Hinder Municipal Leaders from Becoming Transformational Leaders

Creators

  • 1. Department of Management Sciences, Midlands State University, Harare, (Zimbabwe) Southeast Africa.

Contributors

Contact person:

  • 1. Department of Public Administration, Zimbabwe Open University, Julius Nyerere Way, Harare, (Zimbabwe) Southeast Africa.
  • 2. Department of Management Sciences, Midlands State University, Harare, (Zimbabwe) Southeast Africa.
  • 3. Department of Human Capital Management, Women's University in Africa, Canonbury Junior School, Julius Nyerere Way, Harare, (Zimbabwe) Southeast Africa.

Description

Abstract: In municipal governance, the potential for transformational leadership is often stifled by various factors that hinder local leaders from embracing innovative practices and driving meaningful change. This article delves into the key obstacles that impede municipal leaders from evolving into transformational figures who can inspire their communities and foster progressive development hence examined the factors that hinder municipal leaders from becoming transformational leaders with special reference to the City of Harare. The study focused on local authorities due to their impact on the social, economic and political development of the country as they provide core service at a local level. The study population was made up of five hundred (500)people in Council leadership positions and a sample of 60participants was drawn. The findings revealed that autocraticleadership was the most used leadership style. Factors that hindermunicipal, leaders to become transformational leaders broughtabout by the finding included lack of knowledge andqualifications, corruption, bureaucracy, economic challenges,politics at the expense of service delivery and silo mentality. It wasrecommended to take a leaf from the Eagle IntelligentTransformation Strategy and propose Muguti’s DiamondTransformational Leadership Model. A functional organisationalculture is called for where Ubuntu is practiced.

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Additional details

Identifiers

DOI
10.35940/ijitee.J9969.13100924
EISSN
2278-3075

Dates

Accepted
2024-09-15
Manuscript received on 13 August 2024 | Revised Manuscript received on 14 September 2024 | Manuscript Accepted on 15 September 2024 | Manuscript published on 30 September 2024.

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