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Wangari Maathai – environmentalist, political activist, human rights champion, and international spokesperson for environmental justice – combined scientific expertise with traditional African respect for the land and compassion for individual persons. She was thus able to build a movement to preserve the land, foster citizen empowerment, and inspire activism to effect systemic change. Her legacy is both local and international, with more than 5,000 active citizen networks in Kenya having planted more than 51 million trees.

As a child, Maathai was taught to revere the earth as infused with divine presence. Through study, she added knowledge of scientific principles that govern the natural world, as well as complex interactions between humans and earth. What she saw was the delicate and essential interdependence of environmental and social needs.

Over the course of 45 years of activism, in Kenya and on the world stage, she learned to address individual human suffering and challenge the systems responsible for the pain, including political and economic corruption. Maathai was, in many ways, a prototypical grassroots leader in the heroic vein. She insistently rebuffed attempts to romanticize poverty or consider it inevitable; she refused to surrender to oppression and exploitation – sometimes at significant personal risk.

Maathai left rich resources – a memoir and handbook, essays, speeches, papers, editorials – plus an active Movement. Emphasis in this essay, which draws on those resources plus insights of scholars, journalists, filmmakers, family, friends, and critics, some through personal interview, is what her strategies and achievements suggest for ongoing leadership for Africa.

In the sub-region even though most entrepreneurial activities are borne out of necessity, such as need for employment, there are some entrepreneurs, particularly women who are opportunity-driven, who are pulled to start businesses due to the positives associated with the entrepreneurial journey. Opportunity-driven entrepreneurs start their businesses with an aim to fulfill a dream, realize a passion, or gain some independence and experience their autonomy. They are growth-oriented and develop creative ways to solve problems and effectively deal with challenges they face in their firms and satisfy the needs of their clients. Some female entrepreneurs in Ghana use innovative ways such as growth-oriented training, innovative recruitment, and selection practices. Innovation training practices, for instance reflect the personal values of the entrepreneur thus making innovation within the small and medium enterprises to be vision-led rather than market-led. Entrepreneurs who are innovative and growth-oriented provided proactive training and made use of technology to provide leadership and to better equip their employees.

Whereas leadership has existed on the continent of Africa as long as African peoples therein, the study of the same is limited in scope, depth and availability. Even as African scholars decry this dearth of available literature, they are at the same time actively involved in remedying the situation. In this chapter, the author attempts to answer a couple of questions: what is African about African Leadership? How can we engage in radical scholarship of African leadership? The author concludes with an invitation to readers of the edited volume to answer those two questions for themselves, as well as allow the chapters to help them rethink their own position and practices, arguing that leadership scholarship is always about both theory building and enhanced practice.

After several years of political emancipation from colonial rule, it is time for African nations to do the same economically. Our analysis indicates that the current political leadership environment is VUCA laden and complicated, leading to grand challenges on the continent. Therefore, the old political leadership models are inadequate for addressing the African VUCA and leadership landscape, hence, the inability to achieve the needed economic advancement. We propose a paradigm shift in political leadership for the continent to bring the decades-long desire for economic freedom to fruition by adopting the relevant organizational science and corporate leadership models for political leadership effectiveness in this complex and dynamic environment. We accomplish this by integrating three frameworks to derive nascent management and leadership capabilities relevant to the new African political leadership context and to ensure current and future leadership readiness for this new environment.

This chapter explores the leadership role of Catholic Sisters in Africa and the changing understanding of their role in the larger society. The study draws on field research examining the impact of a leadership training program for women leaders of Catholic Sisters in East Africa. The chapter notes how the Sisters readily identified with how leadership among local women functions in a group-based and situational manner, rather than alone or in terms of clear hierarchical protocols more typical of men.

The program encouraged the women religious to become more active in the public sector to advocate for policies related to their experience of providing services to the people to have a multiplier effect. Some were initially not too open to the idea of their Sisters engaging with politicians.

However, after completing the training program many congregational leaders came to understand the importance of encouraging their more articulate members to become proactive in promoting public policies in the areas of basic education, health, and social development.

Along this line, Major Superiors of women's congregations quickly recognized that the UN-declared Sustainable Development Goals (SDGs) not only describe much of the work that their Sisters have been doing for years but also the need to prod their governments to make good on their commitments to realize them. These opened the door both for advocacy and eventual partnerships in the service of the common good of their people.

Through this chapter, readers are ferried through the Presidency of Festus Gontebanye Mogae, the President of Botswana from 1998- 2008. His Presidency occurred during the debilitating period of the HIV/AIDS scourge, the African blood diamonds brandishing label by the developed world and the drought that menacingly swept through Botswana leaving the nation distraught and poverty stricken. Despite all the hurdles and volcanoes enveloping his presidency, Mogae shouldered the leadership responsibility squarely and emerged victorious through the utilization of effective communication channels, the implementation of versatile leadership skills that valued collaborative partnerships and consultation, and the practicing of good corporate governance principles that became the hallmarks of integrity and ethical standards that shaped the character of his leadership. More importantly, Mogae embarked on the war against the HIV/AIDS scourge with resilience, hope and positivism that were equally unparalleled in outcome and success. Through an analysis of documents, a systematic review of critical events that shaped his presidency is described.

The performance of public sector institutions has always been contentious – this is as old as the system of government itself and its provision of collective goods, irrespective of whether they are tangible or intangible. In the context of South Africa, with its ever-increasing political competitiveness, this chapter assesses political leadership and the African philosophy of Ubuntu or humanism in improving public sector performance management in the country. It does so by addressing certain distinct questions: What is the state of public sector performance and leadership in South Africa? What have scholars contributed in linking public sector performance, and the politics and public administration dichotomy? Are the Batho Pele principles, underpinned by Ubuntu, a worthy notion on which to pillar African political leadership? By adopting an interpretivist, qualitative research design, the study reflects on the essence of a public administration that is effective in delivering political goods and managing the performance of bureaucracies and the political leadership therein. This chapter argues that the performance of public administrations remains a “wicked” problem in South Africa as political populism is on the rise in the country. However, the argument is made that with “good” political leadership – which naturally and effectively encompasses the philosophy of Ubuntu and which understands and mobilizes statecraft – great strides can be made beyond the current rhetoric.