A leadership skills development model for the Kwaden Group: a case study of an African FMCG business-network.
Muller, Craig Ross.
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Organisations competing in Africa face numerous challenges. These include its size and complexity, transformational population growth, abundance of talent but a lack of skills, a scarcity of large companies, the relatively small size of big companies, a poorly understood business environment, conflict, poverty and corruption. To successfully address these challenges, entrepreneurial energy, and a strategy to develop leadership skills at scale is required. This study aimed to develop and assess whether a leadership skills development model which integrates six conceptual constructs is valid as a model for developing leadership skills in an African FMCG business-network. Based on a review of literature, theoretically relevant leadership development dimensions and attributes were conceived in terms of six constructs. Afterwards, a conceptual model for leadership skills development was postulated. Measurable variables concerning the conceptual model constructs were subsequently developed. The study took a pragmatic approach and followed an explanatory sequential design typology. An initial quantitative stage was conducted. A qualitative stage followed. The approach addressed the research problem from multiple perspectives. An online survey approach collected data from 132 employees from an African FMC business-network. Inferential statistics were employed to examine the validity and reliability of the constructs. Applying confirmatory factor analysis, three data-model fit tests gave empirical evidence that the leadership skills development model was a good model fit. Cronbach’s alpha coefficient determined construct reliability. A face-to-face interview approach facilitated data collection from 10 key decisionmakers in the African FMCG business-network. Their experience and feelings on leadership skills and leadership skills development were recorded. Using inductive thematic interpretation methodology, the qualitative results helped explain the initial quantitative results. The outcomes and practical value of this study included: a theoretically relevant, empirically validated leadership skills development model for an African FMCG business-network as well as a range of recommendations on how to develop leadership skills throughout Africa. Leadership skills development is complex, especially in a rapidly changing environment. This study contributed to the discipline of leadership and leadership development.