The role of traditional leadership in local economic development of UMsinga Community, Northern KwaZulu-Natal, South Africa.

Abstract

This research focused on the role of traditional leaders in Local Economic Development (LED) in UMsinga. The study sought to understand the nature of the role of traditional leaders on LED and motivations for playing such role as well as the way this role is understood and experienced by selected participants in these contexts. Understanding the role of traditional leaders in local economic development will lead to a better understanding of how such leaders can influence local economic growth. Although traditional leaders are appointed through heritage and only recently have started to be regulated by policy, they remain important structures leading rural communities. Therefore, it is crucial to explore their impact on local economic development and the implications for communities. Many communities have leadership structures and unique socio-cultural characteristics that must be studied to fully recognize the various types of leadership roles that exist in society. This research is underpinned by the following theories: Complexity Leadership Theory, Asset-Based Community development, Integrated Community Development, and Sustainable Livelihoods Approach. The study analyses the function of traditional leadership in local economic development using qualitative research methodology. Individual semi-structured interviews were conducted with municipal officials of Local Economic Development. members of the traditional council, and traditional leaders. The data was analysed using thematic content analysis. The themes that facilitated LED in the community included 1) Traditional leaders play a significant role in shaping LED; 2) Traditional leaders in UMsinga are motivated to develop their community and, 3) The role of traditional leaders in UMsinga is associated with their vast knowledge about their communities and their ownership of land. The themes that emerged as barriers included: 4) The gap between the two governing structures in the UMsinga community. Furthermore, 5) there is a need for frequent training to enhance skills. This research recommended strategies that could be utilized to further coordinate the governing structures in UMsinga.