**2. Why leadership in Africa?**

There is enough coverage of development and application of leadership perspectives in western organisations; information is limited on tourism leadership in Africa. "Leadership in the African continent remains questionable and controversial; the nature of effective leadership has been the subject of great debate. Masango asserts, "African leaders who used traditional method of leadership were viewed by some westerners as barbaric" [4], [713]. Dieke [5–7] states that the problems in Africa's tourism are "closely related to structural imbalances in their overall development pattern, and there are no clear strategies for development in general due to tourism not being integrated with other economic sectors". Okupe, Ward and Ogechi concur that lack of political is an impediment to tourism development in Africa. Furthermore, "lack of implementable tourism master plans contributes to the under-development of the African tourism industry" [8–11].

A study conducted by Zhang, Khan, Kumar, Golpîra, and Sharif on tourism, logistical operations and environmental degradation warns that the carbon emissions and fossil fuel emissions associated with logistics development may pollute environmental sustainability in the end and create negative effects on inbound tourism [12], [165]. Hence, there is a need for responsible and effective leaders. Therefore, contributing to the academic gaze, the prominent African leadership concepts for the tourism sector in Africa is critical. Several studies have contributed to leadership and management in Africa [13–16]. Among them is a study by Nicolaides on management and leadership in the hotel industry in South Africa, where he indicate the adoption of paternalistic approach by managers due to their vital role as business leaders [16].

There is still limited information on travel and tourism management that consider African leadership concepts. Okupe identify leadership as one of the key gaps in the operation and management of tourism in Africa [10]. The online poll results on tourism leadership conducted by the Southern and East African Tourism Update revealed that 58% of the participants thought that South Africa's collective tourism leadership was severely lacking in May 2020 when it comes to recovery post-COVID-19 [17]. Whilst 28% indicated that during the time, there were plenty of discussion but no action and only 14% believed that leaders were doing their best in trying times [17]. With myriad of factors covered in the literature, the development and application of leadership concepts embracing cultural values among African organisations that incorporate "African Leadership" in their practice, still needs attention. The difference in the underlying principles of management in Africa and the West remain evident. According to Nkomo, African states are described as 'irremediably corrupt'; 'hopeless'; 'criminal'; ungovernable' or generally in 'chaos' [8]. Although the challenges facing the travel and tourism

**193**

*Effective Leadership in the 21st Century: Lessons for the Tourism Sector in the African Continent*

industry in the continent are vast, this chapter embraces the Ubuntu, Culturally embedded values, Communalism, Common good and Paternalism to draw leadership lessons. Dieke [5] states that is it essential for the tourism sector to attract the quality staff to meet the increasingly globalised service standards. A background on the state of the tourism industry in the African continent is of importance.

Africa remains a continent with authentic and diverse cultures. There are several top-quality natural and man-made attractions, high standards of accommodation and infrastructure and a good transportation network with the potential to attract millions tourists annually [5]. Although Africa has been one of the world's fastest growing tourism regions, tourism still lags behind when comparing it to the rest of the world. The World Travel and Tourism Council (WTTC) Competitiveness 2019 report by the World Economic Forum (WEF) indicates that the Sub-Saharan Africa's travel and tourism market is very small. In 2018, the travel and tourism industry's gross domestic product (GDP) of African countries totalled approximately \$42.1 billion, with 37.4 million tourist arrivals in 2017, about 1.6% and 3.0%

Furthermore, the COVID-19 widespread disturbance brought universal travel to a sudden stop and altogether influenced the tourism industry. Worldwide and household tourism esteem chains were disturbed. COVID-19 widened the gap in the total number of tourist's receipts when comparing with the rest of the world. According to the United Nations Conference on Trade and Development [3], worldwide compression in tourism entries may have obliterating financial results as a few creating nations are profoundly subordinate on tourism. One may ask a question of whether COVID-19 responses by leaders from different tourism organisation could be a good start to determine the African leadership styles and behaviours. It is during challenging times where effective leadership could be explored in this dynamic

Prior COVID-19, there were 1407 million international tourist arrivals in 2018, a 6% increase on the previous 4 years; tourism receipts amounted to \$1480 billion, an increase by 4.4% higher than global GDP growth as in the previous 8 years [20]. Opportunities for tourism development remain vast, yet limited due to various challenges facing the leaders in the continent; therefore, understanding the travel and tourism sector trends and issues in Africa is paramount to achieve the aspirations on the sector as indicated in the Agenda 2063, as well as to provide practical leadership solutions. This chapter is by no means proposing solutions to the myriad challenges facing the tourism sector in Africa, but merely intends to draw leader-

**Table 1** presents the summary of the selected challenges in the travel and

Globally, the tourism industry is dynamic, and it is viewed as a major force in the construction and development efforts of governments in developing countries. For example, the study conducted by [12] on tourism logistical operations and environmental degradation in Thailand pleads with "governmental authorities to enforce green practices in logistical and transport-related operations, and need to increase tourist safety and security, to attract foreign tourists respectively". The industry needs leaders and managers with a sense of current and future developments and the ability to work with various stakeholders. "A changing world demands a new leadership style emphasising societal impact and commitment to the common good" [36]. Furthermore, African leadership has become valuable in the 21st century. In today's

**3. The state of travel and tourism in the African continent**

*DOI: http://dx.doi.org/10.5772/intechopen.93844*

of the global total, respectively [18, 19].

and a competitive industry.

ship lessons from African concepts.

tourism industry in Africa.

*Effective Leadership in the 21st Century: Lessons for the Tourism Sector in the African Continent DOI: http://dx.doi.org/10.5772/intechopen.93844*

industry in the continent are vast, this chapter embraces the Ubuntu, Culturally embedded values, Communalism, Common good and Paternalism to draw leadership lessons. Dieke [5] states that is it essential for the tourism sector to attract the quality staff to meet the increasingly globalised service standards. A background on the state of the tourism industry in the African continent is of importance.

## **3. The state of travel and tourism in the African continent**

Africa remains a continent with authentic and diverse cultures. There are several top-quality natural and man-made attractions, high standards of accommodation and infrastructure and a good transportation network with the potential to attract millions tourists annually [5]. Although Africa has been one of the world's fastest growing tourism regions, tourism still lags behind when comparing it to the rest of the world. The World Travel and Tourism Council (WTTC) Competitiveness 2019 report by the World Economic Forum (WEF) indicates that the Sub-Saharan Africa's travel and tourism market is very small. In 2018, the travel and tourism industry's gross domestic product (GDP) of African countries totalled approximately \$42.1 billion, with 37.4 million tourist arrivals in 2017, about 1.6% and 3.0% of the global total, respectively [18, 19].

Furthermore, the COVID-19 widespread disturbance brought universal travel to a sudden stop and altogether influenced the tourism industry. Worldwide and household tourism esteem chains were disturbed. COVID-19 widened the gap in the total number of tourist's receipts when comparing with the rest of the world. According to the United Nations Conference on Trade and Development [3], worldwide compression in tourism entries may have obliterating financial results as a few creating nations are profoundly subordinate on tourism. One may ask a question of whether COVID-19 responses by leaders from different tourism organisation could be a good start to determine the African leadership styles and behaviours. It is during challenging times where effective leadership could be explored in this dynamic and a competitive industry.

Prior COVID-19, there were 1407 million international tourist arrivals in 2018, a 6% increase on the previous 4 years; tourism receipts amounted to \$1480 billion, an increase by 4.4% higher than global GDP growth as in the previous 8 years [20]. Opportunities for tourism development remain vast, yet limited due to various challenges facing the leaders in the continent; therefore, understanding the travel and tourism sector trends and issues in Africa is paramount to achieve the aspirations on the sector as indicated in the Agenda 2063, as well as to provide practical leadership solutions. This chapter is by no means proposing solutions to the myriad challenges facing the tourism sector in Africa, but merely intends to draw leadership lessons from African concepts.

**Table 1** presents the summary of the selected challenges in the travel and tourism industry in Africa.

Globally, the tourism industry is dynamic, and it is viewed as a major force in the construction and development efforts of governments in developing countries. For example, the study conducted by [12] on tourism logistical operations and environmental degradation in Thailand pleads with "governmental authorities to enforce green practices in logistical and transport-related operations, and need to increase tourist safety and security, to attract foreign tourists respectively". The industry needs leaders and managers with a sense of current and future developments and the ability to work with various stakeholders. "A changing world demands a new leadership style emphasising societal impact and commitment to the common good" [36]. Furthermore, African leadership has become valuable in the 21st century. In today's

*Tourism*

tion set in the Agenda 2063.

**2. Why leadership in Africa?**

of the African tourism industry" [8–11].

and Paternalism.

thrive due to global competitive environment and other unpredictable complexities challenging various organisations. It is paramount to achieve the continental aspira-

We live in the world where travellers demand greater value for products and services, hence, Destination Marketing Organisations (DMO) work tirelessly to promote and market high quality tourism products and services. Leadership is crucial in achieving positive outcomes; therefore, the cultivation of leaders with exceptional character and skills is important to Africa's tourism landscape. This chapter presents the state of leadership in the African context, draws lessons for the tourism sector in Africa from early approaches of leadership and African concepts ranging from Ubuntu, Culturally embedded values, Communalism, Common good

There is enough coverage of development and application of leadership perspectives in western organisations; information is limited on tourism leadership in Africa. "Leadership in the African continent remains questionable and controversial; the nature of effective leadership has been the subject of great debate. Masango asserts, "African leaders who used traditional method of leadership were viewed by some westerners as barbaric" [4], [713]. Dieke [5–7] states that the problems in Africa's tourism are "closely related to structural imbalances in their overall development pattern, and there are no clear strategies for development in general due to tourism not being integrated with other economic sectors". Okupe, Ward and Ogechi concur that lack of political is an impediment to tourism development in Africa. Furthermore, "lack of implementable tourism master plans contributes to the under-development

A study conducted by Zhang, Khan, Kumar, Golpîra, and Sharif on tourism, logistical operations and environmental degradation warns that the carbon emissions and fossil fuel emissions associated with logistics development may pollute environmental sustainability in the end and create negative effects on inbound tourism [12], [165]. Hence, there is a need for responsible and effective leaders. Therefore, contributing to the academic gaze, the prominent African leadership concepts for the tourism sector in Africa is critical. Several studies have contributed to leadership and management in Africa [13–16]. Among them is a study by Nicolaides on management and leadership in the hotel industry in South Africa, where he indicate the adoption of paternalistic approach by managers due to their vital role as business leaders [16]. There is still limited information on travel and tourism management that consider African leadership concepts. Okupe identify leadership as one of the key gaps in the operation and management of tourism in Africa [10]. The online poll results on tourism leadership conducted by the Southern and East African Tourism Update revealed that 58% of the participants thought that South Africa's collective tourism leadership was severely lacking in May 2020 when it comes to recovery post-COVID-19 [17]. Whilst 28% indicated that during the time, there were plenty of discussion but no action and only 14% believed that leaders were doing their best in trying times [17]. With myriad of factors covered in the literature, the development and application of leadership concepts embracing cultural values among African organisations that incorporate "African Leadership" in their practice, still needs attention. The difference in the underlying principles of management in Africa and the West remain evident. According to Nkomo, African states are described as 'irremediably corrupt'; 'hopeless'; 'criminal'; ungovernable' or generally in 'chaos' [8]. Although the challenges facing the travel and tourism

**192**


#### **Table 1.**

*Top challenges confronting leaders in the travel and tourism industry in Africa.*

world, effective leadership is significant for the travel and tourism sectors to thrive; the industry underpins much of the global economic activity. The United Travel predicts that 8 million new jobs will be created in Africa because there was jobs rise in the total number of travel and tourism from 22.8 million in 2017 to 30.8 million in 2028 [3, 5]. The previous statistics provide hope for the sector. A glimpse of the general leadership approaches is significant to better explore leadership theories.
