An exploration of Ubuntu leadership using interactive qualitative analysis

Many scholars have attempted to conceptualize Ubuntu leadership, as a specific expression of Afrocentric leadership, mainly from a philosophical perspective, using existing literature, and within the broader society and not within organizations. This study explores the nature of Ubuntu leadership in an organizational context, from a pure contextual perspective.

The methodology used is the Interactive Qualitative Analysis, which is regarded to be a participatory technique, focused on the co-creation of knowledge through participation, an important element of Ubuntu. Through purposive sampling, data was collected from three focus groups of organizational leaders who met IQAs criteria of "distance and power over" the phenomenon.

The findings identified affinity groupings across the three System Influence Diagrams, mapping out the complex interconnections, indicating how Ubuntu values interact in leadership practice. The three System Influence Diagrams were intuitively integrated, resulting in Transformational focus and ability and Authenticity, ethics and accountability as primary and secondary drivers respectively, Team synergy as pivot, and Harmonious inclusive leadership and culture as well as Individual, team and organizational growth and success as outcomes (secondary and primary respectively).

Ubuntu leadership is framed as being transformational, inclusive, and ethical and centers around people and relationships. This study provides a context sensitive conceptualization of Ubuntu leadership, recommended for use by organizations, educators, and scholars to foster Ubuntu leadership in practice, promoting success and growth at individual, team, and organizational levels. Recommendations for future research were formulated, addressing the limitations of the present study.