Content

THE ROLE OF TRADITIONAL
LEADERSHIP IN LOCAL GOVERNMENT
Tshepang Brigid Baloyi

Student No. 512859
A research report submitted to the Faculty of Commerce, Law and Management,

University of Witwatersrand in partial fulfilment of the requirement for the Master of
Management in the Field of Public Management and Development degree
January 2016
DECLARATION
I declare that this report is my own, unaided work. It is submitted in partial fulfilment of
the requirements of the degree of Master of Management in the field of Public and
Development Management in the University of Witwatersrand, Johannesburg. It has
not been submitted before for any degree or examination in any other university.
____________________________
Tshepang Brigid Baloyi
January 2016
i|Page
ACKNOWLEDGEMENT
I would like to express my sincere appreciation and gratitude to the following people for
their outstanding support, contribution, guidance and encouragement:
Thank you to the Almighty God for giving me the strength and wisdom to complete this
assignment, my family and friends for their outstanding support, encouragement and
pride vested in me. I dedicate the success of this study to my two sons Koketso and
Thato for patience and support during the course of the study and constantly nagging
me to finish my study work so that I can give them undivided attention.
Writing this report would not to have been easy without the diligence and commitment
of my supervisor, Dr M. Matshabaphala, for the patience, support, guidance and
assistance throughout the study. Your assistance is highly appreciated.
The Greater Taung community and participants for their respect and support as well as
their determination and willingness to participate and share valuable information in this
research report.
May God Almighty bless you always!
ii | P a g e
LIST OF ABBREVIATIONS
ANC – African National Congress
Cogta – Co-operative Governance and Traditional Affairs
LED – Local Economic Development
GTLM – Greater Taung Local Municipality
Dr RSM DM – Dr Ruth Segomotsi Mompati District Municipality
RSA – Republic of South Africa
SALGA – South African Local Government Associations
Key words
Traditional leaders: The term is used to refer to “chiefs” of various ranks.
Traditional leadership: The term refers to customary institutions or structures, or

customary systems or procedures of governance, recognised, utilised or practised by
traditional communities.
Traditional Authority: The term refers to the tribal authority that has been transformed
in terms of the Traditional Leadership and Governance Framework Act 41 of 2003.
iii | P a g e
ABSTRACT
The study explores the role of traditional leaders in the Greater Taung Local
Municipality (GTLM) situated in the Dr Ruth Segomotsi Mompati District Municipality,
North West Province. The purpose of the study is to investigate the role and the
participation of the traditional leadership in the Greater Taung Local Municipal affairs,
as well as to establish the factors leading to the tension between the traditional leaders
and the municipal councillors in the municipality.
Furthermore, the study proposed leadership strategies aimed at harmonising the
relations between the Greater Taung municipal councillors and the traditional leaders,
with the aim of ensuring sound collaboration and partnership between the two
important stakeholders in provision of service delivery and development, a partnership
that is more likely to improve good governance and service delivery in the area of
jurisdiction of Greater Taung Local Municipality.
Key words: Leadership, Governance, Greater Taung Local Municipality, Municipal

Council, Tribal Authority, Traditional Leadership
iv | P a g e
DECLARATION ________________________________________________________________ i
ACKNOWLEDGEMENT _________________________________________________________ ii
LIST OF ABBREVIATIONS _______________________________________________________ iii
ABSTRACT __________________________________________________________________ iv
LIST OF FIGURES ____________________________________________________________ viii
1 CHAPTER ONE: INTRODUCTION _____________________________________________ 1
1.1 Introduction _______________________________________________________________ 1
1.2 Background ________________________________________________________________ 2
1.3 Problem Statement _________________________________________________________ 4
1.4 Purpose Statement __________________________________________________________ 5
1.5 Research Questions _________________________________________________________ 5
1.6 Significance of the study _____________________________________________________ 6
1.7 Delimitation of the study _____________________________________________________ 6
1.8 Reliability and Validity _______________________________________________________ 6
1.9 Ethical Consideration ________________________________________________________ 7
1.10 The Structure of the Report ___________________________________________________ 7
1.11 Conclusion of literature review ________________________________________________ 8
2 CHAPTER TWO: LITERATURE REVIEW ________________________________________ 10

2.1 Introduction ______________________________________________________________ 10
2.2 Significance of Literature Review in Research ____________________________________ 11
2.3 Definition of Leadership _____________________________________________________ 12
2.3.1 Defining Traditional Leadership ______________________________________________________ 12
2.4 Theoretical Framework _____________________________________________________ 13

2.4.1 Theories of Leadership _____________________________________________________________ 13
2.4.1.1 Trait theories - What type of person makes a good leader? ___________________________ 13
2.4.1.2 Behavioural theories – What does a good leader do? ________________________________ 14
2.4.1.3 The Michigan studies __________________________________________________________ 15
2.4.1.4 Contingency theories - How does the situation influence good leadership? ______________ 16
2.4.1.5 Power and Influence theories – What is the source of a leader's power? ________________ 17
2.4.1.6 Great Man theory ____________________________________________________________ 18
2.4.2 Rationale of Great Man Leadership Theory _____________________________________________ 19
2.5 The evolution of the traditional leadership______________________________________ 20

2.5.1 Global perspective ________________________________________________________________ 20
2.5.2 Traditional Leadership Internationally (Native Indians in Canada) ___________________________ 20
v|Page
2.5.3 Traditional Leadership in Selected African Countries _____________________________________ 21
2.5.3.1 Traditional Leadership in West Africa (Ghana) ______________________________________ 21
2.5.3.2 Traditional Leadership Southern Africa (Zimbabwe) _________________________________ 21
2.5.4 Traditional Leadership in selected Southern African Developed Countries ____________________ 22
2.5.4.1 Namibia ____________________________________________________________________ 22
2.5.4.2 Zimbabwe ___________________________________________________________________ 23
2.5.4.3 Botswana ___________________________________________________________________ 24
2.5.4.4 South Africa _________________________________________________________________ 25
2.6 Legislative Frameworks for Traditional Leadership and Local Government in South Africa 27
2.6.1 The Constitution of the Republic of South Africa of 1996 (Act 108 of 1996) ___________________ 27
2.6.2 The National House of Traditional Leaders Act of 1997 (Act 10 of 1997) ______________________ 28
2.6.3 The Municipal Structures Act of 1998 (Act 117 of 1998) __________________________________ 28
2.6.4 The Municipal Systems Act of 2000 (Act 32 of 2000) _____________________________________ 28
2.6.5 White Paper on Traditional Leadership and Governance of 2003 ___________________________ 28
2.6.6 The Traditional Leadership and Governance Framework Act 41 of 2003 ______________________ 29
2.7 Establishment of local government in a new democratic dispensation ________________ 29

2.8 Relationship between Traditional Leaders and Municipal Council ___________________ 31
2.9 Greater Taung socio-economic profile context ___________________________________ 32
2.10 Roles and Functions of Traditional Leaders in the Greater Taung Municipal Council _____ 34
2.11 Conclusion ________________________________________________________________ 36
3 CHAPTER THREE: RESEARCH METHODOLOGY _________________________________ 37

3.1 Introduction ______________________________________________________________ 37
3.2 Research Approach and Design _______________________________________________ 38
3.2.1 Quantitative Approach _____________________________________________________________ 38
3.2.2 Qualitative Approach ______________________________________________________________ 39
3.3 Study design ______________________________________________________________ 40

3.4 Data Collection Methods ____________________________________________________ 41
3.4.1 Interviews _______________________________________________________________________ 42
3.4.2 Document Analysis ________________________________________________________________ 43
3.4.3 Observations _____________________________________________________________________ 43
3.4.4 Sampling ________________________________________________________________________ 44
3.5 Data Analysis______________________________________________________________ 45

3.6 Significance of the Study ____________________________________________________ 46
3.7 Limitations and Ethical Considerations _________________________________________ 47
3.8 Ethical Considerations ______________________________________________________ 47
3.9 Research Reliability and Validity ______________________________________________ 48
3.10 Triangulation ______________________________________________________________ 48
vi | P a g e
3.11 Prolonged Engagement _____________________________________________________ 49
3.12 Conclusion ________________________________________________________________ 49
4 CHAPTER FOUR: DATA PRESENTATION AND RESEARCH FINDINGS _________________ 50

4.1 Introduction ______________________________________________________________ 50
4.2 What are roles and functions of the traditional leadership and the municipal councillors? 50
4.3 Does the Traditional Leadership get involved in the municipal project planning and
implementation? ________________________________________________________________ 51
4.4 What are the factors leading to the tension and conflict between the traditional authority
and the municipal council?_________________________________________________________ 51
4.4.1 Spatial planning and Land allocation __________________________________________________ 51
4.4.2 Lack of Partnership agreement between the Traditional Authority and the Municipal Council ____ 53
4.4.3 Lack of Capacity Building amongst the Traditional Leadership and Elected Councillors __________ 53
4.4.4 Lack of Consultation and participation ________________________________________________ 55
4.5 What are the leadership trends at global and local level? __________________________ 56
4.5.1 Traditional Leadership Internationally (Native Indians in Canada) ___________________________ 56
4.5.2 The regional traditional leadership trend ______________________________________________ 56
4.5.3 Lessons from other African countries _________________________________________________ 58
4.5.4 The South African Perspective _______________________________________________________ 59
4.5.5 Women in indigenous and traditional societies _________________________________________ 60
4.5.6 Lessons Learnt ____________________________________________________________________ 61
4.5.7 What are the leadership strategies could be implemented? _______________________________ 61
4.5.7.1 Be vision conscious ___________________________________________________________ 61
4.5.7.2 Value people ________________________________________________________________ 62
4.5.7.3 Build a strong team of leaders ___________________________________________________ 62
4.5.7.4 Know and embrace your values _________________________________________________ 62
4.5.7.5 Listen effectively _____________________________________________________________ 63
4.5.7.6 Communicate effectively _______________________________________________________ 63
4.5.7.7 Be a catalyst of change ________________________________________________________ 63
4.5.8 Be a good motivator _______________________________________________________________ 63
4.5.9 Do not be afraid to take hard decisions ________________________________________________ 64
4.5.10 Develop your leadership skills ___________________________________________________ 64
4.5.11 Monitoring and evaluation________________________________________________________ 64
4.5.12 Conclusion_____________________________________________________________________ 65
5 CHAPTER FIVE: INTERPRETATION AND ANALYSIS OF THE FINDINGS _______________ 66

5.1 Introduction ______________________________________________________________ 66
5.2 Conceptual framework ______________________________________________________ 66
5.3 Analysis of the key themes explored in this research ______________________________ 66
5.4 Communication model between Traditional Leadership and Municipalities ___________ 67
5.5 Policy Framework and Legislations governing Traditional Leadership_________________ 67
vii | P a g e
5.6 Adherence to Spatial Development Framework __________________________________ 68
5.7 Areas of improvement ______________________________________________________ 69
5.8 Participation of Traditional Leaders in Municipal Council __________________________ 69
5.9 Consultation ______________________________________________________________ 69
5.10 Democratic transition of Traditional Leadership__________________________________ 70
5.11 Success stories ____________________________________________________________ 71
5.12 Bafokeng governance: a democracy within a democracy ___________________________ 71
5.13 Social Responsibility ________________________________________________________ 72
5.14 Cultural Practices __________________________________________________________ 73
5.15 Conclusion ________________________________________________________________ 73
6 CHAPTER SIX: CONCLUSIONS AND RECOMMENDATIONS ________________________ 74

6.1 Introduction ______________________________________________________________ 74
6.2 Purpose of the study _______________________________________________________ 74
6.3 What are Areas of Conflict at a Local Government Level? __________________________ 74
6.4 Area of co-operation _______________________________________________________ 76
6.5 Capacity Building Strategy of Traditional Leaders _________________________________ 76
6.6 Conceptual Framework _____________________________________________________ 77
6.7 Literature review __________________________________________________________ 78
6.8 Research methodology ______________________________________________________ 78
6.9 Findings __________________________________________________________________ 78
6.10 Recommendations _________________________________________________________ 79
6.11 Suggestions for future researchers ____________________________________________ 81
6.12 Conclusion ________________________________________________________________ 81
BIBLIOGRAPHY _____________________________________________________________ 83
LIST OF FIGURES
Figure 2.1: Topographical map of GTLM ................................................................................................... 34
Figure 4.1: Land ownership ....................................................................................................................... 53
Figure 4.2: Composition of the Tribal and municipal Councils.................................................................. 54
viii | P a g e
1 CHAPTER ONE: INTRODUCTION
1.1 Introduction
This chapter comprises the introduction to the study, background, the research
problem, the purpose statement, research questions and the outline of the chapters.
The study explores the role of traditional leaders in the Greater Taung Local
Municipality (GTLM) situated in the Dr Ruth Segomotsi Mompati District Municipality,
North West Province. The purpose of the study was to investigate the role and the
participation of the traditional leadership in the Greater Taung Local Municipal affairs,
as well as to establish the factors leading to the tension between the traditional leaders
and the municipal councillors in the municipality.
important stakeholders in the provision of service delivery and development, a
partnership that is more likely to improve good governance and service delivery in the
area of jurisdiction of Greater Taung Local Municipality.
The researcher underpinned the roles and responsibilities of both traditional leadership
and municipal council and also elaborated on the nature and cause of the conflict or
tension between both parties as well as provided mechanisms that would address
these challenges. This study examined ways of minimising the constant power
contestation between traditional leadership and local councils by emphasising the
importance of legislations that govern them. This research sought to highlight the
importance of the role that could be played by traditional leadership in contributing to
the entrenchment of democracy in South Africa. The research starts by painting a
picture of the global context of how other countries, particularly within the African
continent where these traditional leadership forms are prevalent, view and implement
these traditional governance systems in their democracies (Cele, 2013, p. 3).
1|Page
1.2 Background
The South African government has three spheres of government, namely, national,
provincial and local. National and provincial governments were constituted in 1994,
whereas local government was constituted as transitional local councils (TLCs) in 1995
(Mashau, 2014). In 2000, transitional local councils were transformed into local
governments (local municipalities). Every inch of South Africa, except national parks, is
within the jurisdiction of a local government. In rural areas where traditional rule is still
in existence, there are traditional councils who are born leaders as they are royalty
(Mashau, 2014). Municipalities were established with newly elected councillors who co-
existed with the traditional councils with their own traditional leaders. With these two
types of governance in rural areas, traditional governance and local governance, there
is always contestation of power.
According to Cloete (1994, p.42), “the apartheid value system in South Africa
manifested the strongest at the local government level where racial communities were
separated by law in every sphere of society”. This caused great disparity in the level of
service rendered to the local communities based on racial differences. In order to
change the aforementioned state of affairs, fundamental changes to local government
are necessary, and the restructuring process must be seen as a process to ensure the
equal delivery of quality services to all members of local communities through
sustainable development and financially viable local government management.
Through the Department of Local Government and Traditional Affairs, now called
Corporate Governance and Traditional Affairs (COGTA), numerous pieces of
legislation have been passed to ensure that traditional leadership makes an important
contribution in local development. These include the National House of Traditional
Leaders Act, 1997 (Act 10 of 1997); the White Paper on Traditional Leadership and
Governance of 2003; and the Traditional Leadership and Governance Framework Act,
2003 (Act 41 of 2003). Other pieces of legislation have also been passed by
government which have clauses aimed at strengthening the collaboration between
2|Page
traditional leaders and municipal councils, and these include the Municipal Structures
Act, 1998 (Act 117 of 1998); and the Municipal Systems Act, 2000 (Act 32 of 2000).
The Constitution, Policy and Legislative frameworks accord a place and role to the
institution of traditional leadership within the broader system of governance and require
that the institution be fully integrated into the democratic governance system as well as
the development and service delivery processes (DTA, 2012).
Cele (2013) realised that the introduction of democratic local government, and the
establishment of municipalities across the entire country has allowed for the
development of an equality-driven society, where political ideals and rights of all
citizens have a legitimate voice and are guaranteed by the Constitution. Rugege (2014)
explored that, during the last few years, a controversy has raged over the role of
traditional leaders in governance, fuelled by the passing of legislation providing for a
restructured local government system, the demarcation of municipalities and the 2000
municipal elections that ushered in the local government system.
The primary objectives of government towards traditional affairs is to restore the dignity
of the institution as a custodian of African customs, cultures, traditions and heritages
and to transform the institution so that it is able to play its statutory role in the
reconstruction and development of South Africa, working in partnership with
government and other significant role players (DTA, 2012).
The role of the institution is also to promote and contribute to the development, service
delivery, nation building, community peace, stability and social cohesion, moral
regeneration and the preservation of culture and tradition. Legislation further makes
provision for a number of other government departments to allocate functions to
traditional leadership, thereby cementing the relationship between government and the
institution. In performing its role, the institution must partner with government at all
levels to advise on issues of custom, culture and tradition when policy is being
developed, and to participate in all service delivery and development and the effect
thereof on traditional communities (DTA, 2012).
3|Page
Section 212 (1) of the Constitution (1996) stipulates the role of traditional leadership
institutions in local government on matters affecting local communities. This implies
that traditional leadership structures and councils should be established and aligned
with national legislations. Consequently, Section 81 of the Municipal Structures Act
(1998) stipulates the participation of traditional leadership in municipal councils as they
need to form part of any meetings of the municipal councils. In addition, the number of
traditional leaders who participate in the proceedings of the municipal councils should
not exceed 20% of the total number of councillors in that council (Section 81 of the
Municipal Structures Act of 1998).
1.3 Problem Statement
It has been observed that the Greater Taung Local Municipality regards itself as the
dominant custodian of all local government developmental projects, and perceives
traditional leaders as a destructive structure that is resistant to change and inhibit
service delivery. The contentious issue in the Greater Taung Local Municipality has
become apparent as traditional leaders view the new political dispensation as a way of
phasing out their role and existence within the rural communities, while, on the other
hand, the municipal council views traditional leadership as an outdated concept not
compatible with developmental projects.
The traditional leadership recognised themselves as the custodians and legitimate

owners of land in terms of communal land tenures, but now feel that the municipal
council is stripping them of their powers and functions. Despite the enactment of the
Traditional Leadership and Governance Framework Act of 2003 (Act 41 of 2003), lack
of understanding of the roles of the municipal council as the leading vanguard of
government programmes by traditional leaders, and conversely, the responsibilities of
the traditional leaders by the municipal council, also kindles conflict. Furthermore, the
issue of legitimacy of some traditional leaders has been critically challenged by the
municipal council, and this also perpetuates conflict (Mkata, 2010).
The demarcation process, which was spearheaded by government with the exclusion
of traditional leaders, who recognised themselves as the custodians of the land, also
4|Page
provoked conflict. In addition, the lack of alignment of strategic plans of both traditional
leaders and the municipal council also contributes to the deepening conflict.
Eventually, this tension between the municipal council and the traditional leaders in the
municipal area compromises the provision of sustainable basic service delivery in the
municipality.
The Department of Co-operative Governance and Traditional Affairs (COGTA) has

identified a gap between strategic partnership/participation of traditional leaders in
municipal affairs that impede basic service delivery in rural communities, as stated in
Section 81 of Municipal Structures Act of 1998. Traditional leaders are perceived as
stakeholders in government institutions whilst the Constitution (1998) of the country
states that traditional leaders are the partners in governance structures with the three
spheres of government, that is, National, Province and Local levels.
1.4 Purpose Statement
The purpose of this research was to investigate the role of the traditional leadership in
the Greater Taung Local Municipality, as well as to establish the factors leading to the
tension between the traditional leaders and the municipal council within Greater Taung
Local Municipality. The study also proposed strategies, more specifically leadership
strategies, aimed at harmonising the relations between the Greater Taung municipal
council and the traditional leaders in its area of jurisdiction, with the aim of ensuring
sound collaboration and partnership between the two stakeholders – a partnership that
is more likely to improve governance and service delivery in the GTLM.
1.5 Research Questions
In view of the outlined problem statement and purpose statement, the research
questions that were addressed by this study were:
a) What are the factors leading to the tension between the traditional leaders and
the municipal council in the Greater Taung Local Municipality?
b) What are the leadership trends in the local government globally and locally?
5|Page
c) What are the leadership strategies for consideration by the Greater Taung Local
Municipality?
1.6 Significance of the study
The research is expected to influence the leadership and management of the Greater
Taung Local Municipality into taking consideration the role of traditional leaders in the
governance and development of the municipality, as stipulated by legislation. The
research also adds value to the proliferation of the literature on leadership and human
relations, including conflict management. Furthermore, the study assists in policy
formulation as far as the involvement of traditional leaders is concerned.
1.7 Delimitation of the study
The study would have been more useful if it had been conducted on a larger scale,
such as the whole province or country. However, with limited time and resources it was
prudent that the unit of analysis of the research project was confined to a small
geographical area. In this case, the research was limited to Greater Taung Local
Municipality only, in order to investigate the factors leading to the tension between the
traditional leaders and ward councillors in local government.
1.8 Reliability and Validity
There is a lot of debate on the issue of validity and reliability of qualitative research.
Some qualitative researchers reject the concept of validity as they argue that it does
not make sense to be concerned with the truth or falsity of an observation when the
observation is based on interpretation and description (Winter, 2000). This research
tried to be as credible as possible by analysing the results in truth, and by capturing
real results about the roles of traditional leaders. The researcher tried to make the
results believable from the perspective of participants in the research.
6|Page
1.9 Ethical Consideration
The researcher adhered to the Wits University ethical standard of social research and
respected both the confidentiality and human dignity of the respondents. A consent
form that described the purpose and objectives of the research were clearly outlined to
the participants and the principle of voluntary participation was applied to ensure that
people were not coerced into participating in the research.
These principles were applied in order to help protect the privacy of research
participants and confidentiality was guaranteed. This meant that participants were
assured that information and data would not be made available to anyone unless
permission was granted by the informant. In addition, anonymity of the respondents
was guaranteed and participants remained anonymous throughout the study. With
these guarantees, the overall risk for the respondents was seen to be low.
1.10 The Structure of the Report
The research report is structured as follows:
CHAPTER ONE: Introduction and Background

The chapter provides the brief background of the study, the problem statement,
purpose statement, and research questions. The chapter also outlined the structure of
the entire research report.
CHAPTER TWO: Literature Review

The chapter explores the literature review that is relevant to the research, firstly looking
at the theoretical framework of the study on which the research was based and looks
into the leadership trends globally, continentally, regionally and locally.
CHAPTER THREE: Research Methodology
7|Page
The Chapter discussed the research methods that were used to conduct the research.
It covers the processes and procedures on how the research was conducted and the
methods of collecting information from the participants.
CHAPTER FOUR: Data Presentation

This chapter gives a presentation of traditional leadership in Greater Taung Local
Municipality that was used to present their views as collected from the interviews under
different themes that came from the transcripts.
CHAPTER FIVE: Interpretation of the Findings and Data Analysis

This chapter analyses the data that was presented in the previous chapter of the
literature review expounded in chapter two, the results of the study were discussed,
which is linked to the theory.
CHAPTER SIX: Conclusions and Recommendations

This is the final chapter of the research report in which the researcher provides a
conclusion of the study based on the findings, the body of knowledge that exists in the
report and views of the respondents. The report further gives recommendations for
future research to improve the working relations and the role of traditional leadership in
local government. It will also assist on strategies on how to improve on the provision of
sustainable basic service delivery in traditional communities without compromising
good working relations and partnership between traditional leaders and the Greater
Taung Local Municipality.
1.11 Conclusion of literature review
This chapter highlighted the introduction and background of the report by giving a
general overview of the traditional leadership across the world. The purpose of the
study investigated the role and the participation of the traditional leadership in the
Greater Taung Local Municipal affairs, as well as established the factors leading to the
tension between the traditional leaders and the municipal councillors in the
municipality. The researcher underpinned the roles and responsibilities of both
8|Page
traditional leadership and municipal council and also elaborated on the nature and
cause of the conflict or tension between both parties and provided mechanisms to
address these challenges.

important stakeholders in the provision of service delivery and development, a
partnership that is more likely to improve good governance and service delivery in the
area of jurisdiction of the Greater Taung Local Municipality.
9|Page
2 CHAPTER TWO: LITERATURE REVIEW
2.1 Introduction
This chapter provides a summary of the highlights in the literature on the role of
traditional leadership in local government. It discussed amongst others; the theoretical
framework of leadership. The chapter reviews the concept of leadership from different
scholars. Badenthorst (2007, p. 43) suggests that a review is the place where previous
and current research is discussed in order to fill the knowledge gap, it is literature
where the researcher unpacks the key concepts and theory, and discusses the
theoretical and conceptual framework.
Literature review is a critical, analytical summary and synthesis of the current

knowledge of a topic (Spring, 1999). It also refers to the collection of works based on
research that has been done by other scholars around a specific field of study. It sets
the stage for the completion of a successful study.
According to Neuman (2011, p. 43) literature takes an integrative review approach

where the researcher presents and summarises the current state of knowledge on a
topic, highlighting strengths and weakness within theories.
The literature review section proceeds by exploring the definition of leadership, as well
as shedding some light on the theories of leadership and the theoretical framework
within which research questions are addressed. This leads to the identification of the
most relevant theory which best addresses the research questions posed. The section
also defines the concept of traditional leadership, followed by an outline of the
evolution of traditional leadership in four Southern African countries, which includes
South Africa.
Thereafter, the section identifies and explains the legislative framework which
underpins traditional leadership in South Africa. The relationship between traditional
leaders and municipal councils is also explored.
10 | P a g e
The section concludes by outlining the roles and functions of traditional leaders and
municipal councils in South Africa and make deductions in order to harmonise the
operations of the traditional leaders and municipal councillors. In general, traditional
leaders have not being actively participating in the development of the Integrated
Development Plan, Spatial Planning, economic and rural development initiatives.
In terms of the Municipal Structures Act of 2000 of 38, local government is the sphere
of government closest to the people; therefore many basic services are delivered by
the municipality through the participation of councillors, who are politically elected by
the communities, whilst traditional leadership is hereditary, even though some cases
exist where leaders hold positions of outstanding privilege and great authority. They
are the symbol of tribal unity and the central figure, around which the activities of the
whole community and their lives revolve. In the past, they were the legislators, rulers,
judges, preservers of welfare, distributors of gifts, etc. (Mkata, 2010).
In the new dispensation, during the run up to the December 2000 elections, traditional
leaders pressurised government to entrench their traditional powers, in the fear that
such power would be lost. Their argument was the issue of representation in municipal
councils and their roles in relation to councillors (Mkata, 2010).
2.2 Significance of Literature Review in Research
institutions in local government on matters affecting local communities. This implies
that traditional leadership structures and councils should be established in alignment
with national legislation. Consequently, Section 81 of the Municipal Structures Act
(1998) stipulates the participation of traditional leadership in municipal councils as they
need to form part of any meetings of the municipal councils. In addition, the number of
traditional leaders who participate in the proceedings of the municipal councils should
not exceed 20 members of the total number of councillors in that council, according to
Section 81 of the Municipal Structures Act of 1998. It is critical to note that “before a
Municipal Council takes a decision on any matter directly affecting the area of
Traditional Authority, the Council must give the leader of that authority the opportunity
11 | P a g e
to express a view” as stated in Section 81 of the Municipal Structures Act (1998). This
legislation provides a strategic partnership between traditional leaders and
municipalities on the matters affecting communities under traditional leadership
jurisdiction. For this reason, the role and participation of traditional leadership in
municipal councils becomes a legislative compliance requirement that includes their
role in IDP processes and other development issues in the municipal affairs.
2.3 Definition of Leadership

The following section looks at the actual concept of traditional leadership by exploring
its definition, as well as its evolution in selected global and Southern African countries.
Leadership is the process of directing the behaviour of others towards the

accomplishment of certain objectives. It also involves elements such as influencing
people, giving orders, motivating people, either as individuals or in a group, managing
conflict, and communicating with subordinates (Brevis, Vrba & Klerk, 1997). Helen and
Carol (1991) define leadership as “a process by which members of a group are
empowered to work together synergistically towards a common goal or vision that will
create change, transform institutions, and thus improve the quality of life”.
Nahavandi (2006) argues that leadership is a process whereby one individual

influences others to willingly and enthusiastically direct their efforts and abilities
towards attaining defined group or organisational goals. This definition suggests that
leadership involves the exercise of influence and not coercion.
2.3.1 Defining Traditional Leadership

Various scholars have provided definitions to the concept of traditional leadership.
D’Engelbronner-Kolff, Hintz and Sindano (1998, p.4), for instance, have defined
traditional leadership as the authority which is based on the belief in sacred traditions
that have been in force since time immemorial. And the Native Economic Commission
(1930, p.32) expounds upon this definition by stating that the hereditary chief is seen
as the link between the living and the dead. He is a high priest, and with certain tribes,
may be a ‘god’ during his lifetime. The relevance for the chief and his family is,
therefore, a quality deeply engrained in the Abantu (the Native Economic Commission
12 | P a g e
1930, p.32). And Oomen (2005, p. 28-29) concurs with the Native Economic
Commission by arguing that traditional authority, like any other authority, is coming
from God; and without it Africans would not have a community.
In sum, traditional leaders are those who rule and govern their societies on the basis of
traditional practices and values of their respective societies (Ntsebeza, 2003, p. 31-32).
2.4 Theoretical Framework

The South African Government has clear policies, which sensitise local municipalities
and municipal councils to community views, and requires them to be responsive to
local problems and needs. Therefore, the role of traditional leadership in local
government and their relationship with municipal councils were explored by looking at
the sources or forms of power and their influence.
2.4.1 Theories of Leadership
Over time, several core theories about leadership have emerged. For decades,
leadership theories have been the source of numerous studies. In reality as well as in
practice, many have tried to define what allows authentic leaders to stand apart from
the mass! Hence, there are as many theories on leadership as there are philosophers,
researchers and professors that have studied and ultimately published their leadership
theory. A great article to read before diving into the theories is the Philosophical
Foundation of Leadership.
Theories are commonly categorised by which aspect is believed to define the leader
the most. The most widespread are: Great Man Theory, Trait Theory, Behavioural
Theories, Contingency Theory, Transactional Theories and Transformational Theories.
These theories can be categorised into five:
2.4.1.1 Trait theories - What type of person makes a good leader?

Trait theories argue that effective leaders share a number of common personality
characteristics, or "traits”. Trait theories assume that people inherit certain qualities and
traits that make them better suited to leadership. Trait theories often identify particular
personality or behavioural characteristics shared by leaders. Early trait theories stated
that leadership is an innate, instinctive quality that someone has or does not have.
13 | P a g e
Brevis, Vrba and Klerk (1997) argue that the underlying idea was that strong leaders
have certain basic traits that distinguish them from non-leaders.
Trait theories help us identify traits and qualities (for example, integrity, empathy,
assertiveness, good decision-making skills, and likability) that are helpful when leading
others. Daniel Goleman's theory of emotional intelligence attempted to answer the
question: What are the elements that characterise a leader? This was more of a
behavioural approach to describing leadership than some of the previous work that has
just been described. Goleman wanted to determine the behaviours that made people
effective leaders.
Goleman's emotional intelligence is sometimes characterised as an emotional quotient,

or EQ. This idea was to supplement the thought behind an intelligence quotient or IQ.
He felt that intelligence was not enough to define a leader. He believed there was
something that separated leaders from mere intellectuals - their emotional intelligence.
The researcher is not interested in this theory as traditional leaders are not elected into
power but their leadership is hereditary. Furthermore, the researcher is not pursuing
this theory as previous research into leadership traits can be regarded as
unsuccessful.
2.4.1.2 Behavioural theories – What does a good leader do?

Behavioural theories focus on how leaders behave. For instance, do leaders dictate
what needs to be done and expect co-operation? Or do they involve their teams in
decision-making to encourage acceptance and support? Brevis et al. (1997) are of the
opinion that behaviour, unlike traits, can be acquired. Thus managers who are trained
in the right behaviour variables become more effective leaders. Behavioural theories
of leadership are based upon the belief that great leaders are made, not born. This
leadership theory focuses on the actions of leaders, not on mental qualities or internal
states. According to this theory, people can learn to become leaders through teaching
and observation.
14 | P a g e
2.4.1.3 The Michigan studies
The Michigan studies identified two basic forms of leadership behaviours, namely:
 Task-oriented leader behaviour, in which the leader is concerned primarily

with careful supervision and control to ensure that subordinates do their work
satisfactorily. This leadership style implies pressure on subordinates to perform.
For task-oriented leaders, subordinates are merely instruments to get work
done.
 Employee-oriented leader behaviour, in which a leader applies less control
and more motivation and participative management to get the job done. This
leadership style focuses on people and their needs and progress.
This theoretical work will assist in determining whether traditional leaders are
concerned with their citizens or they just want the work done through implementation of
projects without taking into account the plight of the people they lead.
In the 1930s, Kurt Lewin developed a theory based on a leader's behaviour. He argued
that there are three types of leaders:
1. Autocratic leaders: make decisions without consulting their teams. This style
of leadership is considered appropriate when decisions need to be made
quickly, when there is no need for input, and when team agreement is not
necessary for a successful outcome.
2. Democratic leaders: allow the team to provide input before making a decision,
although the degree of input can vary from leader to leader. This style is
important when team agreement matters, but it can be difficult to manage when
there are lots of different perspectives and ideas.
3. Laissez-faire leaders: these leaders do not interfere in their subordinates’
undertakings; they allow people within the team to make many of the decisions.
This works well when the team is highly capable, is motivated, and does not
need close supervision. However, this behaviour can arise because the leader
is lazy or distracted. This is where this approach can fail.
15 | P a g e
Clearly, how traditional leaders behave affects their performance. Researchers have
realised, though, that many of these traditional leadership behaviours are appropriate
at different times. The best traditional leaders are those who can use a variety of
behavioural styles, and choose the right style for each situation.
This theory is important and is worth mentioning as it applies very well to the traditional
leaders in our society. This theory will not, however, form the basis of this research.
2.4.1.4 Contingency theories - How does the situation influence good leadership?
The reason for this approach and the shift in emphasis was that the trait and behaviour
approaches indicated that no single trait or style is equally effective in all situations,
and that good leadership is the result of additional variables (Brevis et al. 1997). The
realisation that there is no one best type of leadership style led to theories that the best
leadership style depends on the situation. These theories try to predict which style is
best in which circumstance.
Contingency theories of leadership focus on particular variables related to the

environment that might determine which particular style of leadership is best suited for
the situation. According to this theory, no leadership style is best in all situations.
Success depends upon a number of variables, including the leadership style, qualities
of the followers and aspects of the situation. For instance, when you need to make
quick decisions, which style is best? When you need the full support of your team, is
there a more effective way to lead? Should a leader be more people-oriented or task-
oriented? These are questions that contingency leadership theories attempt to
address.
The Hersey-Blanchard Situational Leadership Theory is a popular contingency-based

leadership framework, which links leadership style with the maturity of individual
members of the leader's team. Other contingency-based models include the Vroom-
Yetton-Jago Model and Fiedler’s Contingency Model. The researcher is not interested
in contingency theories as these apply well in business and commerce and cannot fit
very well with traditional leaders.
16 | P a g e
2.4.1.5 Power and Influence theories – What is the source of a leader's power?
Power and influence theories of leadership take an entirely different approach – these
are based on the different ways that leaders use power and influence to get things
done, and they look at the leadership styles that emerge as a result. This theory is the
one which underpins this research as leadership of traditional leaders is basically
based on the power and influence which is vested in them.
The researcher will look at the French and Raven’s five forms of power. This model
highlights three types of positional power – legitimate, reward, and coercive. These
types of positional power will be unlocked as far as traditional leaders are concerned.
Two sources of personal power, namely, expert and referent (your personal appeal and
charm) will be looked at. This model suggests that using personal power is the better
alternative, and that traditional leaders should work on building expert power (the
power that comes with being a real expert in the job) because this is the most
legitimate source of personal power.
Another leadership style that uses power and influence is transactional leadership. This
approach assumes that people do things for reward and for no other reason. There are
some traditional leaders who are transactional in nature who believe in reward.
Therefore, traditional leaders will focus on designing tasks and reward structures.
While this may not be the most appealing leadership strategy in terms of building
relationships and developing a highly motivating work environment, it does work, and
leaders in most organisations use it on a daily basis to get things done. Burns’ theory
went on to describe five different types of leaders:
 Opinion Leaders - those leaders with the ability to sway public opinion.
 Bureaucratic Leaders - those that hold position power over their followers.
 Party Leaders - leaders that hold political positions or titles in a particular
country.
 Legislative Leaders - political leaders that are at work behind the scenes.
 Executive Leaders - often described as the president of a country, not
necessarily bound to a political party or legislators.
17 | P a g e
In addition to the five transactional leaders mentioned above, Burns' theory went on to
describe four transformational leaders including: a) Intellectual Leaders - transform
society through clarity of vision; b) Reform Leaders - change society by addressing a
single moral issue; c) Revolutionary Leaders - bring about changes in society through
sweeping and widespread transformation; and d) Charismatic Leaders - use personal
charm to bring about change.
2.4.1.6 Great Man theory

Great Man Theory is a theoretical framework underpinning this research and will assist
in answering the research questions posed. It will also help to unfold the sources of
power and influence used by traditional leaders when governing their subjects.
The Great Man theory evolved around the mid-19th century. Even though no one was
able to identify with any scientific certainty, which human characteristic or combination
of, were responsible for identifying great leaders, everyone recognised that just as the
name suggests; only a man could have the characteristic (s) of a great leader.
The Great Man theory assumes that the traits of leadership are intrinsic. That simply
means that great leaders are born... they are not made. This theory sees great leaders
as those who are destined by birth to become a leader. Furthermore, the belief was
that great leaders will rise when confronted with the appropriate situation. The theory
was popularised by Thomas Carlyle, a writer and teacher. Just like him, the Great Man
theory was inspired by the study of influential heroes. In his book "On Heroes, Hero-
Worship, and the Heroic in History", he compared a wide array of heroes.
In 1860, Herbert Spencer, an English philosopher disputed the great man theory by
affirming that these heroes are simply the product of their times, their actions and the
results of social conditions. This quote reflects the results conveyed by a very popular
theory known as Great Man Theory of Leadership, which relates to the fact that
leadership traits are inbuilt. In other words, there is a binary answer to the question of
knowing whether you are a leader or not, meaning that you were either born as a great
leader or not! Factors such as your up-bringing, education, experiences are only
modelling your leadership abilities; they are not responsible for making you a leader.
(http://www.leadership-central.com/great-man-theory.html#ixzz3szwvO1zI) downloaded 5 December 2015.
18 | P a g e
2.4.2 Rationale of Great Man Leadership Theory
During the 19th century, the Great Man Theory of Leadership became very popular.
The theory was formulated mainly by analysing the behaviours of mainly military
figures of the time. In the 1800s, authoritative positions were held solely by men and
were typically passed on from father to son. Thus, it is not a coincidence that the theory
was named "Great Man Theory" as there were no women that were given the
opportunity to rise when the occasion presented itself.
The famous historian, Thomas Carlyle was deeply involved with this Great Man Theory
of Leadership and had even stated that the history of this world was basically the
combined biographies of these great men. Thomas Carlyle believed that effective
leaders were a package of Godly motivation and the right personality. In 1860, Herbert
Spencer, an English philosopher disputed the great man theory by affirming that these
heroes are simply the product of their times and their actions the results of social
conditions.
Herbert Spencer (1820 - 1903), a famous sociologist, argued that great leaders were
only products of the atmosphere and society they worked and lived in. In other words,
society was shaping these great men as opposed to them shaping society. He further
indicated that The Great Man Theory is so engraved in our souls that we almost
instantly connect authoritative figures as having leadership qualities that should be
replicated to become successful.
He made an example with the current President or Prime Minister, depending where
you live. Now, think of the leadership attributes that you believe makes him or her
worthy of the leadership label, the big realisation: are these traits emanating from his
being or are they the fruits of all of the great leaders that are guiding him or her behind
the scene and who are never or almost never given the appropriate credit.
As stated by Mr. Thomas Carlyle, this simple exercise really demonstrates the fact that
these "Great Man" subscribers are not alone nor are they the results of their "Godly
motivation and personalities, However, we need to realise that these "great men" were
19 | P a g e
not born great leaders, they had the potential of being a great leader just as the rest of
us, and their leadership abilities have, just like us, evolved from their education,
experiences and personalities, combined with the social context in which they lived.
There is no doubt that the Great Man Theory has no real credibility in terms of
explaining how we can become a great leader other than being born a leader.
However, the writings of Thomas Carlyle were definitely responsible for getting many
great people thinking about leadership. Therefore the Great Man’s Theory will be
relevant to the study (http:/www.leadership_central.com/ philosophical-foundation-of-leadership.html)
downloaded on 5 December 2015.
2.5 The evolution of the traditional leadership

2.5.1 Global perspective
Traditional leadership is not unique to South Africa. The literature review indicates that
almost every country in the world has had various forms of hereditary leadership and
absolute monarchies (RSA, 2003, p.9). The White Paper on Traditional Leaders and
Governance supports the fact that revolutions that occurred in different Eastern
European states led to the complete elimination of systems of traditional rule and
introduced different forms of governance (RSA, 2003, p.9). Dual authority is a system
of governance where traditional leaders coexist with democratically elected
government. The institution of traditional leaders appeared in the system of mixed
government which was practised by many countries, and it still exists in modern
societies.
2.5.2 Traditional Leadership Internationally (Native Indians in Canada)

The Canadian experience indicates that a traditional leader need not be in competition
with local government leaders but can be used as a resource person to improve
service deliver in the areas in which these traditional leaders are in control. In some
deep-rural areas in Canada, the local traditional leader is the only contact communities
have with the outside world. Therefore, the Canadian government believes that it
makes administrative and practical sense to hand over control of certain services and
functions to traditional leaders. In many rural local municipalities, for instance, there
20 | P a g e
are no fire-fighting services in heavily forested areas. The monitoring of this service is
something that traditional leaders could easily take control of, and they could also be
responsible for recording births, deaths and help monitor communicable diseases.
2.5.3 Traditional Leadership in Selected African Countries

Political communities that pre-date colonialism are a source of identity, unity, and pride
for many Africans. People belonging to such communities may share customs,
languages, or a common history. Although they have been filling the role of governors
of their communities since colonial times with authority over all aspects of life,
traditional leaders have seen their political power fade with the development of
democratic governments across the African continent. While many countries in Africa
still retain a system of traditional leadership and some incorporate traditional leaders
into democratic forms of government, in several countries the relationship between
traditional leaders and government remains strained or, in some cases, outright
adversarial. This is especially evident in countries that have only recently gained
independence.
2.5.3.1 Traditional Leadership in West Africa (Ghana)

The Constitution of Ghana (1992) recognises the institution of traditional leadership. It
provides for the establishment of national and regional houses of traditional leadership.
Traditional leaders have a role to play regarding issues of development, although they
are forbidden from active participation in party politics
(http://www.parliament.gh/const_constitution.php#Chapter%2022). In Ghana, the
central government has realised that it cannot do without traditional leaders at the level
of local government. The traditional leaders have taken it upon themselves to
modernise the institution of chieftaincy to meet the needs of their people in today’s
world. In areas experiencing new social, economic, and health problems, chiefs and
queen mothers are regaining a lot of authority as partners of the national and local
government in developing rural areas and meeting service delivery needs of these rural
communities.
2.5.3.2 Traditional Leadership Southern Africa (Zimbabwe)

In Zimbabwe, soon after independence, the government tried to dismantle the inherited
legal dualism to create what was described as a single, politically united “non-tribal”
21 | P a g e
nation. Traditional leaders were stripped of their judicial and political functions and
made to remain explicitly as symbolic cultural figureheads.
This was reversed in 1993, and today the Zimbabwean Constitution provides for
National and Provincial Houses of Chiefs. The National Council of Chiefs is also
entitled to nominate 10 of its members as part of the 150-member National Assembly.
Traditional leaders are also represented in rural district councils. Traditional leaders
also qualify to stand for election to parliament on party political tickets (Constitution of
Zimbabwe, 2000).
2.5.4 Traditional Leadership in selected Southern African Developed Countries

It has been observed, generally, that colonial policies in African countries had
strengthened the institution of traditional leadership administratively and politically,
while, at the same time, reducing its status by placing more power on the modern
bureaucrats (Keulder, 1998, p.12). This study looked at the evolution of traditional
leadership in four Southern African countries, namely, Namibia, Zimbabwe, Botswana
and South Africa, from the pre-colonial period to date.
2.5.4.1 Namibia
In Namibia, prior to colonial occupation, most communities were governed by Kings
with the assistance of Chiefs. The authority of Kings was hereditary, and was vested
with almost all political, economic and social power. In most parts of Namibia, the
Kings were assisted by Chiefs, who also were assisted by senior headmen. T h e s e
s e n i o r h e a d m e n w e r e in charge of districts and, together with the Chiefs,
formed the government (Keulder, 1998, p.34).
During the first phase of the colonial period (under German rule – from 1884 to 1914),
traditional leaders were turned into puppets of the white colonialists, with no power to
make decisions regarding the welfare of their communities (Keulder, 1998, p. 38). And
during the second phase of this colonial period (under South African rule – from 1915
to 1989), the following trends emerged: direct intervention in the traditional power
configurations to ensure effective control over the indigenous population with the aid
of sympathetic traditional leaders; the co-option of traditional leaders into
administrative structures to enhance the legitimacy of the structures; and the use of
22 | P a g e
coercion and legislation to secure the dominance of modern state structures over
traditional ones (Khanyisa, 2010, p. 22).
After independence, traditional leaders w e r e excluded from political office, thereby

reducing their traditional and colonial status from that of political leaders to that of
cultural agents (Mahlangeni, 2005, p. 65).
2.5.4.2 Zimbabwe
In Zimbabwe, the two main political entities before the arrival of the Europeans were
the Matebele (Ndebele) and Shona Kingdoms. The Shona nation was made up of
the Hera, Rozwi, Njanja, Dzete and Nobvu tribes. Patrilineal ancestry was the basis
of the political, administrative, religious and social systems of these people. Each
clan had a common ancestor who united its members, and from whose name the
hereditary title of the Chief was derived (Garbett, 1976, p.142). The Shona people
were politically organised in relatively autonomous Chiefdoms. The Chiefs ruled with
the help of advisors and councillors, and received further advice from ward and
village headmen and senior family members (Garbett, 1976, p. 144).
Unlike the loose system of independent Chiefdoms found among the Shona, the
Ndebele were organised into a strongly centralised Kingdom, with one central king
responsible for political, administrative, religious and social affairs. This King was
assisted by three “great councillors” and two councils (Keulder, 1998, p.145).
The colonial rule in Zimbabwe destroyed large parts of the pre-colonial system of
governance, through war and through imposing a repressive modern administration
on the indigenous population. The number of traditional leaders was reduced, they
lost their status and power, and the traditional mode of life was severely disrupted.
However, the colonial administration relied on the traditional leaders to maintain
social control (Keulder, 1998, p. 154-155).
After independence, traditional leaders lost almost all the powers they had received
from the colonial rulers. As the new democratic state embarked on a strategy to
monopolise social control, traditional leaders were replaced either by popularly
elected officials, or by government-appointed leaders. But as of now, the
23 | P a g e
government of Zimbabwe has since fully restored the powers of traditional leaders
in local government and land administration, allocation and redistribution (Holomisa,
2004, p. 13). In Zimbabwe, soon after independence, the government tried to
dismantle the inherited legal dualism to create what was described as a single,
politically united “non-tribal” nation. Traditional leaders were stripped of their judicial
and political functions and made to remain explicitly as symbolic cultural figureheads.
This was reversed in 1993, and today the Zimbabwean Constitution provides for
National and Provincial Houses of Chiefs. The National Council of Chiefs is also
entitled to nominate 10 of its members as part of the 150-member National Assembly.
Traditional leaders are also represented in rural district councils. Traditional leaders
also qualify to stand for election to parliament on party political tickets (Constitution of
Zimbabwe, 2000).
2.5.4.3 Botswana
In Botswana, the most significant political institution in the pre-colonial era was that of
Kingship (Bogosi). During this period, the paramount Chief or King had economic,
political, legal, religious and symbolic authority. He was assisted by senior advisors
(Bagakolodi) and ward headmen in the execution of his tasks (Keulder, 1998, p.96).
During the colonial period, a system of parallel ru le wa s d e ve lo p e d . Under t h i s

s yst e m , t h e colonial government regulated the affairs of the European population,
while the tribal authorities managed tribal affairs with very little interference from the
British colonialists (Picard, 1987, p. 27). The British co lo n ia l ist s a l so
established the Resident High Commissioner as the legislative authority in the
protectorate. The traditional leaders had no such powers, except the requirement to
design and implement legislation on behalf of the colonial government (Oomen, 2005,
p.101).
After independence, the traditional authorities lost many of their powers to the district
councils and land boards. However, some years later, people still seem to pledge
their loyalty to the Chief rather than the municipal council (Vengroff, 1985, p. 117). To
date, the House of Chiefs is made up of 15 members, 8 representatives from the 8
24 | P a g e
principal tribes of Botswana, 4 members elected by sub-Chiefdoms and 3 specially
elected members (Botswana Constitution, 1966, as amended).
The role of traditional leaders at local and central government in Botswana is

shrouded with problems and daunting challenges. In Botswana, despite the fact that
the Constitution recognises the status, roles and powers of traditional leaders,
government officials and politicians play a dominant role over traditional leaders. They
provide legitimacy and direction on policy articulation. Therefore, under the
constitutional dispensation of Botswana, traditional leaders lost much of their pre-
colonial and colonial authority due to increased legislative bureaucratisation and
constitutionalism (Khunou, 2011, p. 94).
2.5.4.4 South Africa

The pre-colonial South African governance was led by Kings and Chiefs to whom we
refer as “traditional leaders”. Traditional leadership permeated almost all the spheres
of their subjects’ lives, beginning from politics, economic development, safety and
security, to health, judicial administration, as well cultural and religious spheres
(Ntsebeza, 2003, p. 32-33).
During the British rule, the British saw traditional leadership as a critical link between
themselves and the people. They saw traditional leadership as an instrument for
legitimising their cause (Khanyisa, 2010, p. 31). Traditional leaders were expected
to act as the eyes and ears of the colonial government. A gulf was therefore
created between traditional leaders and their people, as the leaders were now
accounting to the colonial government and not to their people (Ntsebeza, 2003, p.
38). The new system eventually created room for some traditional leaders to abuse
their power, and fertilised the ground for corruption to grow, since these actions
would not threaten traditional leaders’ positions as long as they did not fall out of
step with the colonial government (Ayittey, 1991, p.41).
After the British colonial rule came the apartheid regime (from 1948 to 1994), and
Mamdani (1996, p. 90) points out, with regard to the two regimes, that they created
two types of citizenships. The first type referred to the people who resided in urban
25 | P a g e
areas, who were regarded as true citizens, and the second type referred to the
people who resided in the rural areas, who were regarded as subjects of traditional
leadership (Mamdani, 1996, p. 90). From 1976 to 1981, four homelands were
created, an action which denationalised nine million Black Africans (Rebirth, 2000),
and the apartheid government realised that the institution of traditional leadership
was better positioned to provide leaders in these homelands to facilitate the
achievement of its goals. I t is for this reason that the Bantu Authorities Act, 1951
(Act 68 of 1951) provided for the homeland governments to be led mainly by
Chiefs, with a few elected members. Thus t he dominance of traditional leaders
was tactically arranged for the apartheid government to be able to control the
homelands (Ntsebeza, 2006, p. 82).
The launch of the Congress of Traditional Leaders of South Africa (CONTRALESA) in

1987, however, initiated the shaping and transformation of the institution of traditional
leadership in South Africa (Klopper, 1998, p.130). Traditional leaders, particularly those
in CONTRALESA, were party to the adoption of Resolution 34 of the National
Negotiating Council that was unanimously adopted in December 1993. In terms of this
resolution, the following points were agreed upon:
a) Traditional authorities shall continue to exercise their functions in terms of

indigenous law as prescribed and regulated by enabling legislations.
b) There shall be an elected local government, which shall take political
responsibility for the provision of services in its area of jurisdiction.
c) The (hereditary) traditional leaders within the area of jurisdiction of a local
authority shall be ex-officio members of local government.
d) The chairperson of any local government shall be elected from amongst all
the members of the local government (Ntsebeza, 2006, p. 270).
This brings us to the next section, which identifies and explains the legislative
framework for traditional leadership in South Africa.
26 | P a g e
2.6 Legislative Frameworks for Traditional Leadership and Local
Government in South Africa
The ANC led government enacted several pieces of legislation aimed at transforming
the institution of traditional leadership in South Africa. These include the Constitution
of the Republic of South Africa of 1996 (Act 108 of 1996), the National House of
Traditional Leaders Act of 1997 (Act 10 of 1997), the Municipal Structures Act of 1998
(Act 117 of 1998), the Municipal Systems Act of 2000 (Act 32 of 2000), the White
Paper on Traditional Leadership and Governance of 2003, and the Traditional
Leadership and Governance Framework Act of 2003 (Act 41 of 2003).
These pieces of legislation are now explained briefly.
2.6.1 The Constitution of the Republic of South Africa of 1996 (Act 108 of 1996)
The Constitution of the Republic of South Africa of 1996 (Act 108 of 1996) recognises
and respects the cultural positions of traditional leaders. Section 211 of the
Constitution provides for the existence of the institution as well as the status and role
of traditional leadership, and states that traditional authority may observe a system
of customary law which must not be in conflict with any applicable legislation and
customs, including amendments to them. The section makes provision for courts to
apply customary law when it is applicable, subject to the Constitution, and any
legislation that specifically deals with customary law. Section 212 provides a role
for the institution of traditional leadership on matters affecting local communities.
The Congress of Traditional Leaders of South Africa (Contralesa) states that it

represents 90% of the country's traditional leaders. The place and role of traditional
leaders in South Africa's new democratic political system have not been clearly defined
in the Constitution. A better effort could have been made to try to accommodate
traditional leaders in the country's Constitution. As it stands, the Constitution leaves the
traditional leaders in the dark about their powers and future role.
There are various tribal authorities operating within the country’s district and local
municipalities forming (by definition) a system of mixed local government in South
Africa. Traditional leaders may therefore use the legislative and executive authority
27 | P a g e
vested in the municipal councils to create the necessary institutional capacity required
for the development of their areas of jurisdiction.
2.6.2 The National House of Traditional Leaders Act of 1997 (Act 10 of 1997)
The National House of Traditional Leaders Act of 1997 (Act 10 of 1997) provides
for the establishment of a National House of Traditional Leaders, and outlines the
objectives and functions of this body. Section 2 of this Act provides for the
establishment of the National House of Traditional Leaders, and it is stipulated that
the National House shall consist of members nominated as provided in Section 4 of
the Act. Section 3 deals with the duration and dissolution of the National House of
Traditional Leaders.
2.6.3 The Municipal Structures Act of 1998 (Act 117 of 1998)

The Municipal Structures Act of 1998 (Section 81) regulates, albeit in a limited manner,
the participation of traditional authorities on the municipal council. It declares that
before a municipal council takes a decision on any matter, directly affecting the area of
a traditional authority, the council must give the leader of that authority the opportunity
to express a view on that matter. Thus the Act provides an opportunity for
municipalities and traditional leaders to work together in the spirit of co-operative
governance.
2.6.4 The Municipal Systems Act of 2000 (Act 32 of 2000)

The Municipal Systems Act of 2000 (Section 17(2)(d)) states that consultative sessions
with locally recognised community organisations and, where appropriate, traditional
authorities must be held. It is further emphasised that a municipality must develop a
culture of municipal governance that complements formal representative government,
with a system of participatory governance.
2.6.5 White Paper on Traditional Leadership and Governance of 2003

The White Paper on Traditional Leadership and Governance of 2003 set out a
framework that would inform legislation on the definition of, the place o f , and role
of, the institution of traditional leadership within the new system of democratic
governance. Chapter one of the White Paper assesses how certain African
countries, including South Africa, have handled the issue of traditional
leadership. Chapter two of the White Paper maps out the vision of the S o u t h
28 | P a g e
African government for the transformation of the institution of traditional
leadership, as well as the principles guiding this transformation.
Chapter three highlights governance and development challenges facing the

institution. The chapter also addresses the issue of traditional leadership and
participation in politics as well as traditional leadership institutions in relation to
municipal and provincial boundaries. Chapter four focuses on institutional issues
internal to the institution of traditional leadership, including succession, a n d
addresses the different challenges pertaining t o t h e institution. Finally, the White
Paper consolidates government’s view that traditional leaders should a c t a s
custodians o f tradition and culture, playing a complementary, supportive and advisory
role to government.
2.6.6 The Traditional Leadership and Governance Framework Act 41 of 2003

The White Paper on Traditional Leadership and Governance of 2003 lead to the
passing of the Traditional Leadership and Governance Framework Act of 2003 (Act 41
of 2003). The Act provides for the recognition of traditional communities, the
establishment and recognition of traditional councils, a statutory framework for
leadership positions within the institution of traditional leadership, the recognition of
traditional leaders and the removal from office of traditional leaders, the establishment
of houses of traditional leaders, the functions and roles of traditional leaders, the
resolution of disputes and the establishment of the Commission on Traditional
Leadership Disputes and Claims, a code of conduct for traditional leaders, and the
amendments to the Remuneration of Public Office Bearers Act of 1998 (Act 20 of
1998).
2.7 Establishment of local government in a new democratic dispensation

The Constitution of the Republic of South Africa (1996) states the establishment and
objectives of the local government in the country. Municipalities are established with
powers and functions based with three categories namely, (a) “category A; this
municipality has exclusive municipal executive and legislative authority in its area, (b)
category B; this municipality shares municipal executive and legislative authority in its
area, and (c) category C; this municipality has a municipal executive in an area that
29 | P a g e
includes more than one municipality” (The Constitution of the Republic of South Africa,
1996, p. 88). Municipalities that fall under category A are called metropolitan
municipalities which consists of cities whilst, category B refer to district municipalities
and category C will then be local municipalities of which the majority are rural. In
addition, the constitution of the country provides broad strategic objectives of local
government namely (a) “to provide democratic and accountable government for local
communities, (b) to ensure the provision of services to communities in a sustainable
manner, (c) to promote a safe and healthy environment, (d) to promote social and
economic development, and (e) to encourage the involvement of communities and
community organizations in the matters of local government” (The Constitution of the
Republic of South Africa, 1996, p. 87). This implies that municipalities have a role to
stimulate local economic growth and development to their local people, ensuring that
communities are benefiting equally in the economic activities.
The developmental objectives of municipalities as outlined by the constitution include

that (a) the municipality must structure and manage its administration, budgeting and
planning process to give priority to the basic needs of the community, (b) the structure
of the municipality and its administration must further promote the social and economic
development of the community, and that (c) the municipality must participate in national
and provincial development programmes of government (The Constitution of the
Republic of South Africa, 1996). The developmental objectives of local government
become critical in understanding the institutionalisation and structural dimension of
local economic development in municipalities. The Department of Constitutional
Development (1997, p. 1) states that “through its grassroots linkages, infrastructure
investment programmes, local economic development strategies, partnerships with the
private sector, and integrated development plans, local government is the public
service agency best able to have a direct and enduring impact on the lives of its
citizens”. Thus the constitution of the country and the local government legislations
give powers to municipalities to enhance economic growth and development, but these
powers means nothing without capacity and resources to implement the socio-
economic policies. In addition, the literature shows that municipalities should
implement social and economic policies in ensuring that public goods and basic needs
30 | P a g e
are provided equally to local people. Municipalities are mandated to provide public
goods or basic needs such as water, waste management, street lights, households’
electricity connection, roads, while other public goods, such as education, housing,
health, roads infrastructure become the provincial and national competence.
Municipalities are viewed as having a crucial role for policy making, innovation and key
players in the creation of local prosperity (The Constitution of the Republic of South
Africa, 1996). It is evident that in the absence of effective delivery bodies and efficient
institutional arrangements, local government will become powerless as it cannot
implement policies and provide services to which local people are entitled. In addition,
municipalities have traditional powers and responsibilities to influence social and
economic well-being as they set the agenda for local politics and operate in a way that
give clear signals to their own residents and prospective migrants and investors
(Department of Constitutional Development, 1996). The promotion of social and
economic development by municipalities should provide local policies and programmes
aimed at creating jobs, combating poverty, marketing local business and the promotion
of small, medium and micro entrepreneurship and community development.
2.8 Relationship between Traditional Leaders and Municipal Council

According to Van der Waldt, Venter, Van der Walt, Phutiagae, Khalo, Van Niekerk and
Nealer (2007, p.16), the traditional leaders believed the new local councils would usurp
their powers and functions. They were particularly incensed by the fact that the
boundaries of the new council cut across the old tribal authority and they feared that
their authority would be challenged. Atkinson and Reitzes (1998, p.108) further explain
that traditional leaders may recognise the authority of the council, but are antagonistic
towards ward councillors and do not recognise them. Traditional leaders regard the
provision of services or infrastructure without their involvement, as undermining their
power base. They often feel that councillors only consult them when they experience
problems and require the traditional leaders to intervene. The allocation of land by
traditional leaders, within certain areas, without the involvement of ward councillors,
also gives rise to conflict (Atkinson & Reitzes, 1998, p.109).
31 | P a g e
Bekke, Toonen and Perry (1996, p.125) state that poor relationships between
traditional leaders and municipal councils are due to the degree of representation, with
respect to societal opinions and the degree of interest representation. Botes, Brynard,
Fourie and Roux (1996, p.113), on the other hand, posit that tribal authorities are
indeed an essential part of the political, social and traditional activities in clearly defined
communities.
The problem lies between institutions claiming different kinds of legitimacy with
overlapping functions and competing for recognition within the same communities. If
the problem of legitimacy cannot be solved, the separation of the roles must be clearly
spelt out (Atkinson & Reitzes, 1998, p.109). The Independent Project Trust (IPT)
(2000, p.1) argues that the legitimacy of traditional leaders has been challenged by
civic organisations, political parties and others, who argue that any system of inherited
rule by traditional leaders is illegitimate, undemocratic, feudal and unnecessary.
According to Kanyane (2007, p. 318), traditional leaders claim stewardship powers

over municipalities as custodians of African traditions in some areas. This paradox of
power relations is a potential cause for concern because, at times, the developmental
focus of local government is obstructed as municipal and tribal councils do not always
agree, whilst service delivery is desperately expected by the communities they serve.
The author further states that traditional leaders are solely concerned about the way in
which municipal councils conduct themselves in the approach to community
development. To the traditional leaders, municipal councils encroach on their traditional
affairs by implementing developmental plans in their areas, without their consultation.
The two often view each other with distrust (Kanyane, 2007, p. 319).
However, the main role of traditional leadership should be to serve as the building
blocks of the local government, for effective local economic development. Thus
traditional leaders need to work in partnership with municipal councils in as far as
governance and economic development in local municipalities is concerned.
2.9 Greater Taung socio-economic profile context

Greater Taung Local Municipality (NW394) is situated in the western part of the North
West Province in the area of jurisdiction of Dr Ruth S Mompati District Municipality.
32 | P a g e
Greater Taung is one the five local municipalities making up the Dr Ruth S Mompati
District in the North West Province of South Africa. The other local municipalities are
Naledi, Lekwa-Teemane, Mamusa, Kagisano Molopo. Greater Taung LM covers 11.8%
of the total area of the Dr Ruth S Mompati District. The municipal area is 90%
predominately rural and has the largest population of the District (about 40%). There
are about 106 widely scattered villages in its area of jurisdiction and three main towns
namely; Reivilo, Pudimoe and Taung Central. Greater Taung Local Municipality has
three Traditional Authorities, that is Batlhaping Ba-ga Phuducwana Traditional
Authority under the leadership of Kgosi TF Mankuroane which account for 76 villages,
Batlhaping Ba-ga Maidi under the leadership of Kgosi Nyoko Motlhabane account for
12 villages and the Batlhaping Ba-ga Mothibi situated both in the North Western
Province and across the border of the Northern Cape Province under the leadership of
the Kgosi Mothibi who died in 2014, may his soul rest in peace.
The Greater Taung Local Municipality comprises 51 council members with 25

proportional representation and 26 ward councillors. At present, only 20 of the
Councillors are women, and the councillors have given assurance that there will be
50% representation of women in the next council, as it is stated in ANC policy. There
has been a community-based planning process which invited community participation
for the development and review of the municipal IDP and “to identify gaps and ensure
equal distribution of resources”.
The GTLM area has an interesting and ancient geological heritage that is rich in
minerals and paleontological artefacts. This includes all international, national and
provincial cultural heritage sites. The following areas were identified as cultural
heritage sites: Taung Skull Heritage Site which was declared as international heritage
site by UNESCO; Mmabana Cultural Centre, Dinkgwaneng (San rock art), Thomeng
Water Falls (south of Taung Skull site). Greater Taung has high potential agricultural
land. This includes areas with a high grazing capacity as well as high potential crop
production areas mainly under irrigation scheme (GTLM IDP: 2015).
33 | P a g e
Figure 2.1: Topographical map of GTLM
Source: GTLM IDP 2015
2.10 Roles and Functions of Traditional Leaders in the Greater Taung

Municipal Council
According to Cloete (1996, p. 100) the traditional leaders should be consulted before
the introduction or coming into effect of any law; since the local government is required
to give effect to some by-laws, the municipal council will remain responsible for the
governmental functions performed in their areas of jurisdiction.
Clarke and Stewart (1996, p. 44-45) identify some of the roles of the municipal
council’s ward councillors, inter alia; they are elected representatives acting on behalf
of their electors and in a particular geographical area. They ensure identification of
priorities and resource allocation are priorities as per the requirement of the Integrated
Development Plan of the municipality. They ensure policy development so as to shape
and guide service delivery. They also monitor and review projects. They serve as
community leaders. They are strategic in matters of local government.
Van der Waldt et al. (2007, p. 5) suggest that, in playing their role, municipal councils
have a duty to use their resources in the best interest of the communities; democratic
and accountable in the way they govern; encourage communities to be involved in the
affairs of local government; and provide services to the community and make sure that
the environment is safe and healthy.
34 | P a g e
In addition, Van der Waldt et al. (2007, p. 38) add that ward councillors should ensure
that the ways in which services are delivered, match the preferences of the community
as to how these services should be delivered. Councillors should represent the interest
of the community in the council and should promote the involvement of citizens and
community groups in the design and delivery of municipal programmes and projects.
Stewart and Stoker (1992, p.188) argue that traditional leaders should have substantial
discretion in the discharge of services to their communities.
The primary role of traditional leaders is a concern for the problems and issues faced
by the communities. Traditional leaders provide a mechanism, through which conflicts
about local issues can be resolved. Theron and Schwella (2000, p. 113) support the
view that public participation is an essential part of sustainable service delivery.
Therefore, without the understanding of both traditional leaders and municipal councils,
this notion can never be realised. Traditional authorities have remained a significant
social, cultural and political force, and exercise their power, particularly in rural areas.
Although traditional leaders in the jurisdiction of the Greater Taung Municipal areas, do
not provide significant municipal services, their control over the dispersion of tribal
authority / communal land, secures their political and economic influence within their
areas of jurisdiction. Traditional leaders should not be viewed as individual citizens with
a uniform democratic system, but as a special interest group, worthy of consultation
and active participation in local government (Gerrit, et al., 2007, p.88).
Gildenhuys et al. (1991, p.125) further state that ward councillors must be sensitive to
public problems and needs, feel responsible for satisfying these needs and solving the
problems and realise their accountability to the public. Local government should work
closely with traditional leaders in the form of participation and involvement in service
delivery to the communities within their domain.
The White Paper on Local Government (1998, p. 15) made proposals on the possible
co-operative relationship between local government and traditional leadership. It
allowed the participation of traditional leaders in council meetings on matters relating to
the needs and interest of their communities. The White Paper on Local Government
has highlighted some of the development roles of traditional leaders which require
35 | P a g e
them to make recommendations on land allocations and the settling of disputes; lobby
governments and other agencies for development in their areas; facilitate the
involvement of communities in development; and make recommendations on
commercial activities.
The White Paper also calls for traditional leaders to have representation on local
councils to advise on the needs and aspirations of the people for whom they are
responsible. Although the White Paper on Local Government attempted to bring about
understanding between municipalities and traditional leaders, it failed to achieve the
working relationship between the two, since major decision-making powers are still
vested with the local municipalities.
2.11 Conclusion
This chapter summarised the literature on the role of traditional leadership in local
government. It discussed, amongst others, the theoretical framework of leadership.
The chapter reviews the concept of leadership from different scholars. Ir reviewed the
place where previous and current research is discussed in order to fill the knowledge
gap, literature unpacks the key concepts and theories, and discusses the theoretical
and conceptual framework.
The section concludes by giving an overview of the global, regional on traditional

perspective on traditional leadership and outlined the roles and functions of traditional
leaders and municipal councils in South Africa and makes deductions in order to
harmonise the operations of the traditional leaders and municipal councillors. In
general, traditional leaders have not being actively participating in the development of
the Integrated Development Plan, Spatial Planning, economic and rural development
initiatives, even though the traditional leadership has to function in a manner that
embraces democracy and contributes to the entrenchment of a democratic culture,
thus enhancing its own status and standing among the people. The critical challenge,
facing both government and traditional leadership, is to ensure that custom, as it
relates to the institution, is transformed and aligned with the Constitution and Bill of
Rights (Van der Waldt et al, 2007, p.37).
36 | P a g e
3 CHAPTER THREE: RESEARCH METHODOLOGY
3.1 Introduction
The purpose of the chapter is to explain the research methodology that was selected to
achieve the objective of the study. It presents the research method, approach, sources
of data collection, how data was analysed and interpreted, as well as providing the
validity and reliability of the methods used.
The study adopts a case study approach to examine the role of the institution of
traditional leadership in the Greater Taung Local Municipality, as previously
indicated in the problem statement. This study intended to establish the factors leading
to the tension and conflict between traditional leadership and the municipal council.
In methodology, a researcher uses different criteria for solving/searching the given

research problem. Different sources use different type of methods for solving the
problem (Industrial Research Institute, 2010).
This study used a qualitative research methodology. The emphasis of the research
was on social inquiry to develop an understanding of the role of traditional leadership in
local government and what strategies can be used. In other words, this study is what is
otherwise described by Patton (1990), as ‘real-world’ research, i.e. research conducted
in real life situations to try and make sense of complex situations. Use of qualitative
research methods for this study was preferred because it allowed for a critical analysis
of what role of traditional leadership constitutes, the mechanisms for effective
participation in local government, as well as how to enhance working relations and
promote partnership between the two parties. By using qualitative methods, it allowed
for a deeper understanding of a phenomenon like co-operation to be derived.
Qualitative research methods and tools in this case were deemed suitable for collecting
data to allow for such an analysis.
This research used a case study design. The selection of a case study was suitable for
this nature of the study because it allowed for use of exploratory and explanatory
questions of what, how and why to collect data and find patterns during data analysis
37 | P a g e
(Yin, 2003). The following sections of this chapter further elaborate on the methodology
used.
3.2 Research Approach and Design

There are two major approaches to research, namely; quantitative and qualitative
research. The study aimed to explore the role of traditional leadership in local
government in order to establish the factors leading to the tension and conflict between
traditional leadership and Municipal Council as well as to propose the strategies that
can be considered to address the shortcomings. In this research study, a qualitative
research method was the appropriate method to be applied. According to Henning, et
al, 2004, research questions can only be answered through discretional methods. Data
was collected from two sources which are primary and secondary data.
The researcher used the qualitative research methodology as the most suitable for an
exploratory research (Merriam, 2001; Henning, et al, 2004). According to Fraenkel and
Wallen (2009), a qualitative method permits the researcher to study selected cases in
detail and elicit participant accounts of meaning, experience or perception. He argue
that qualitative research investigates the relationship, situation or materials between
processes and events.
The researcher used Ba Ga Phuduhucwana Tribal Authority as a case study located

within the area of jurisdiction of Greater Taung Local Municipality. Merriam (1988,
p.21) refers to a case study method as a ‘…intensive holistic description and analysis
of a single instance, phenomenon or social unit. The use of a case study is preferred
because it is appropriate for conducting in depth analysis with an advantage of multiple
source of data collection that can be used (Merriam, 1998, p.19).
3.2.1 Quantitative Approach

The quantitative approach measures objective facts and it focuses on variables. Its
reliability is key value free. With the quantitative approach, theory and data are
separate and independent of context. It uses many cases, subjects’ statistical analysis,
and the researcher is detached (Neuman 2011, p.151).
38 | P a g e
The key features common to all quantitative methods can be seen when they are
constructed with quantitative methods. Most quantitative data techniques are data
condensers.
Neuman (2011) highlighted that the process of conducting a quantitative study begins
with a researcher selecting a topic which typically starts with a general area of study or
issue of professional or personal interest. Neuman (2011) argues further by indicating
that such a topic with a general issue is too broad for conducting a study and this is
why the next step is important. The researcher must narrow the topic down to, or focus
on, a specific research question that can be addressed in the study. Neuman (2011)
explained further that this would require a careful review of the research literature and
development of hypotheses that come from social theory. Neuman (2011) highlighted
the next step as designing a study which requires making decisions about the type of
case or sample to select, how to measure relevant factors, and what research
technique (e.g questionnaire, experiment) to employ.
After designing the study, Neuman (2011) explains that the researcher begins to collect
data. The researcher will very carefully record and verify information, almost always in
the form of numbers. Once the data are all collected, the researcher begins with the
fifth step, to analyse data. This involves manipulating the data and numbers using
computer software to create many charts, tables, graphs, and statistics. The
researcher will then have to give meaning to, or interpret the data. The researcher also
considers alternative interpretation of data, compares the results of the study with
previous studies. Neuman (2011) indicates that the final stage is to inform others by
writing a report about the study and presenting a description of the study and results to
professional audiences and in one or more publications. The researcher will, however,
not use this approach as it does not construct social reality and it focuses on many
cases and on variables.
3.2.2 Qualitative Approach

According to Merriam (2009, p.13), qualitative research is …”an umbrella term covering
an array of interpretive techniques which seek to describe, decode, translate and
otherwise come to terms with meaning, not the frequency, of certain more or less
39 | P a g e
naturally occurring phenomena in the social world”. She argues that qualitative
researchers are interested in understanding the meaning that people have constructed
about their works and experiences they have had in the world (Merriam 2009, p. 13).
Qualitative research method can be defined as a method whereby procedures are not
strictly formalised while the scope is more likely to be defined and a philosophical
approach is adopted (Regenesys, 2001).
This approach constructs social reality with cultural meaning. It focuses on interactive
processes and events. With this approach, authenticity is the key. Values are present
and explicit. Theory and data are fused. The research can be situationally constrained
and there are few cases and subjects. The researcher is involved in the research
process, and thematic analysis is done. Neuman (2011) argues that qualitative
researchers begin with a self-assessment and reflection about them as situated in a
socio-historical context. Qualitative researchers do not narrowly focus on a specific
question, but ponder the theoretical-philosophical paradigm.
Like the quantitative researcher, a qualitative researcher will design a study, collect
data, analyse data, and interpret data. The qualitative researcher is likely to collect,
analyse, and interpret data simultaneously, going back and forth between these steps.
The researcher will build a new theory, as well as draw on existing theory during these
steps. When interpreting data, many quantitative researchers test hypotheses they
previously developed whereas qualitative researchers tend to create new concepts and
emphasise constructing theoretical interpretations. The last step is to inform others,
which is similar for both approaches.
A qualitative research approach was adopted as a research methodology for this study
as it constructs social reality and it focuses on interactive processes and events in as
far as the role of traditional leaders is concerned.
3.3 Study design

This research is a case study. In case studies, the researcher explores a single entity
or phenomenon, bounded by time and activity, and collects detailed information by
using a variety of data collection procedures during a sustained period of time (Yin
40 | P a g e
1994, p. 54). In this case, the research explored the relations between traditional
leaders and the municipal council in one entity, namely the Greater Taung Local
Municipality.
A case study design was selected because it provided a valuable tool for
understanding the dynamics of leadership within a specific setting (Sandy, 1992). A
case study approach is a useful tool because it allows for the question of ‘how’ to be
explored in order to understand processes and relations. The decision to use a case
study was also based on the nature of the study. Using a case study in this case
allowed for the concept to be explored and a deeper understanding developed of how it
should be implemented. According to Yin (2003), case studies are by nature flexible
and allow for modification in the course of inquiry. In designing data collection
therefore, there was flexibility to allow for exploration through semi-structured
questionnaires as well as allowing for new themes to emerge which had not been
predetermined in the research design. In terms of content, the study was designed to
provide an in-depth analysis of what factors lead to tension and conflict between
traditional leaders and the municipal council and the strategies or mechanisms
necessary to be implemented.
3.4 Data Collection Methods

Qualitative data collection methods were used in this research. Both primary and
secondary methods of data collection were therefore used. Randoph (2007) argues
that in a research case study, several sources of data, such as documents, observation
and interviews are used to get a deep understanding of the case. However, in this
case, data was gathered through semi-structured interviews with target respondents
relevant to the research topic and document analysis through literature obtained from
relevant stakeholders. The study relied on eight key informants chosen by random
sampling and these included: two Municipal officials, two community members, three
municipal councillors and one tribal authority representative. The choice of these data
collection methods as well as the key informants was based on the ability to generate
adequate information for the research, cost-effectiveness and feasibility in relation to
41 | P a g e
the subtleties of the time available for the study. Selection of key informants was also
informed by the level of engagement of the selected participants in the area of study.
3.4.1 Interviews
The primary tool for collecting data for this study was key informant interviews. The
study used key informants because of the nature of the study that required only those
with expertise on the research topic to participate in the study. The study used a
qualitative semi-structured questionnaire as a primary tool for collection of data. The
choice for a semi-structured questionnaire was on the basis that it allows flexibility.
According to Florell and Magnusson (2007), semi-structured interviews are based on a

set of core questions, but allow for some variation from those questions in order to
explore relevant topics that emerge in the interview process. This approach allowed for
adequate collection of data and facilitated flexibility for respondents to participate in the
creation of the data. Because semi-structured questions are flexible, allowing new
questions to be brought up during the interview, it allowed respondents to talk about
issues they felt most comfortable with and knowledgeable about (Neuman, 2003). The
interviews followed a broad interview guide that outlined the topics to be covered (see
Appendix no.1).
Depending on the answers from the respondent, the interviewer probed for additional
information and if necessary, changed the line of inquiry. This was as a result of the
flexibility allowed by the use of semi-structured questions.
Informants were selected using criteria that included the nature of their involvement
with the topic under study. Because qualitative research analyses and outcomes are
influenced by the quality and nature of interviews, ample time was set aside to conduct
the interviews. The researcher approached the respondents in good time and allowed
for the interviews to be planned and scheduled at times that were flexible for the
respondents. Flexibility in scheduling the interviews also allowed for follow-up
interviews to be carried out where necessary. The researcher also made sure that the
42 | P a g e
interviews were conducted in an open and frank manner by employing techniques that
allowed the respondents to feel comfortable to engage with the topic.
3.4.2 Document Analysis

The second source of data for this research was secondary data through document
analysis. Together with interviews and observations, document analysis is one of the
three most commonly used data sources for case studies (Yin, 2003). However,
according to Merriam (1994), it is important to reflect critically on data obtained from
document analysis, particularly in relation to the authenticity and quality of the data.
For this research, the authenticity of the official documents was not a major concern
since, in most cases, these had been checked by several parties. The quality,
however, varied and disparities on data could be observed from documents from
different sources although this was not a major problem. In some cases, information
obtained from this exercise had to be verified and cross-checked through interviews.
Data on the background and historical context of the role of the traditional leadership in
the new democratic local government and the way it has evolved over the years, was
largely gathered using document analysis and partly from the interviews, although most
of the respondents did not have adequate information on the history of traditional
leadership and the new dispensation of local government. This data supplemented the
data collected from the interviews. Policy and strategic statements, evaluation reports,
government reports and other relevant documents were analysed to develop an
understanding of how the role of traditional leadership is important in the democratic
government. These documents were collected from government archives and other
relevant stakeholders.
3.4.3 Observations
According to Neuman (2000, p.361), a great deal of what researchers do in the field, is
to pay attention and listen carefully. The researcher becomes an instrument that
absorbs all sources of information. In observation, the researcher carefully scrutinises
the physical setting to capture its atmosphere. Observational techniques are used to
determine how individuals or groups of people react under specific circumstances,
43 | P a g e
either natural or artificial. Every recording made should be a true reflection of what was
observed at the precise moment and not of what was anticipated or predicted. The
advantage of observation is that real life behaviour can be perceived, studied and
verified. Misunderstandings can also be clarified on the spot. The disadvantage is that
a group may feel that an outsider is interrupting them in their work and they may
become uncomfortable; however the researcher introduced herself and indicated the
purpose of her attendance.
The researcher has managed to observe the general attitude and reaction of the
participants during the interview and questionnaire process. Some of the participants
raised questions, which were not relevant to the topic, due to their impatience as a
result of the conduct of either traditional leaders or ward councillors. Their level of
understanding of their respective roles was minimal. The observation was based
mainly on the response from the participants on the role and the participation of
traditional leaders and ward councillor’s relations to governance and service delivery
matters.
3.4.4 Sampling
Neuman (2003, p. 220) defines non-probability sampling as a ‘method in which the
sampling elements are selected using something other than a mathematically random
process’. Due to the nature of the study topic, non-probability sampling methods were
relevant because information could only be derived from a specific sample relevant to
the topic. To determine the sample, the research used purposive sampling.
According to Neuman (ibid), this method is used in exploratory research to select a

sample that is informative and knowledgeable on the research topic. This is in
agreement with Patton (1990), who states that the ultimate goal of purposeful sampling
is to obtain cases deemed information-rich for the purposes of study.
A purposive sample is a type of non-probability sampling in which the units to be

observed are selected on the basis of the researcher’s judgement about which ones
will be the most useful or representative. In this form of sampling, the investigator relies
44 | P a g e
on his or her expert judgement to select units that are representative or typical of the
population. The general strategy is to identify important sources of variation in the
population and then to select a sample that reflects this variation (Singleton et al.,
1993, p. 160).
According to Henning (2004), purposeful sampling is a selection of population that

represents data of research in which correspondents are able to give more information
on the issues being studies in the research.
Not everyone in the community being studied had the required information, for
example, knowledge of the history of the Ba Ga Phuduhucwane Tribal Authority, hence
the sample had to be selected purposively. Some respondents had to be selected
because of their knowledge of the research subject. Other respondents were identified
by the positions they held in the community, such as the Chief and community
members, in the case of the municipality; the local ward councillors and municipal
officials were identified.
3.5 Data Analysis

Stake (2005), describes two methods for analysing data in case study research
designs i.e. direct interpretation and categorical aggregation where direct interpretation
refers to a reading of a particular observation or reaction to information observed while
categorical aggregation refers to when different instances are compiled to make a
collective statement. This study relied on both methodologies. The analysis relied to a
great degree on direct interpretation in terms of the reaction of the researcher to how
respondents responded and reacted to certain questions or issues. On the other hand,
categorical aggregation was used to analyse the different definitions and perceptions
that respondents had on certain issues like, for instance, their reaction to what
constitutes the role of traditional leadership and whether respondents were satisfied
with the current implementation.
According to Neuman (2003), the researcher develops new concepts, formulates

conceptual definitions and examines the relationships among concepts and links the
45 | P a g e
concepts to each other. In this study, the research used the key concepts/themes as
outlined in the literature review, as well as those that emerged from the data collection
to make sense of the data.
The main objective of data analysis is to transform data into a meaningful form, in order
to answer the original research proposed question (Terreblanche, Durrheim & Painter,
2006). On the other hand, data analysis is the heart of any research because it
involves making sense of what the data collected says in relation to the problem
statement of the research. The data was analysed under the form of codes which were
later put into themes according to the literature review in chapter two. The researcher
analysed data that was collected from the participants by means of finding common
features in the form of themes and patterns.
The researcher looked at the responses from all 10 key informants to find patterns for
respondents’ reactions, dominant views, contrasts and justifications for their opinion.
The researcher then used these narratives to establish a picture of the context for each
theme/concept.
3.6 Significance of the Study

The researcher underpinned the roles and responsibilities of both traditional leadership
and municipal councils and also elaborated on the nature and cause of the conflict or
tension between both parties as well as to propose the strategies that would address
these challenges, This study examines ways of minimising the constant power
contestation between traditional leadership and local councils by emphasising the
importance of legislations that govern them.
It also provides an insight into how different organisations should co-operate, integrate
and interact with each other in order to achieve a common goal.
Over the years, traditional leadership has been solely evaluated by looking at rural
development and spatial planning. Recently, however, traditional leadership has
become a central notion in the lexicon of the rural local government setup in as far as it
impacts on socio-economic development.
46 | P a g e
3.7 Limitations and Ethical Considerations
Data for this research was collected mainly from interviews and document analysis,
and interviews can be associated with subjectivity and ambiguities which are inherent
in such data collection methods. It was important therefore to have clarity on the
interview guide and how the interviews were going to be conducted to minimise such
challenges. An interview guide was developed to shape the interviews. The researcher
also allowed for ample time for the interviews and allowed for flexibility so that
interviews could be conducted at times most suitable to the respondents.
Despite the limited time within which data collection was conducted, there was
adequate time allowed for each interview and no challenges were experienced in that
respect.
Second, the availability of key informants for the interview was anticipated as another
limiting factor. Most of the key informants for the research were people who held high
positions, especially in the community and in the municipality. To mitigate the time
factor, early preparation and arrangements of the interviews were made to try and get
most of the targeted key informants. A total of ten respondents were involved in the
data collection exercise.
3.8 Ethical Considerations

A number of ethical considerations were taken into account. First, the principle of
voluntary participation was applied to ensure that people were not coerced into
participating in the research. Second, application of informed consent meant that
respondents were fully informed about the nature of the study and the procedure and
were requested to give their consent to participate. At the same time two standards
were applied in order to help protect the privacy of research participants. The
researcher guaranteed the participants’ confidentiality. This meant that participants
were assured that information and data would not be made available to anyone unless
permission was granted by the informant. In addition to this, anonymity of the
respondents was guaranteed and participants remained anonymous throughout the
study. With these guarantees, the overall risk for the respondents was seen to be low.
However, due to the sensitivity and nature of the study in terms of the respondent’s
47 | P a g e
perceptions of leadership which touched on issues of governance, corruption
accountability in provision of service delivery, it made it more important to preserve
anonymity.
3.9 Research Reliability and Validity

For this research, Neuman’s definitions of reliability and validity were adopted.
According to Neuman (2003), reliability refers to dependability of research findings and
its processes, while validity refers to the truthfulness of the findings. Neuman (ibid),
proposes different ways of establishing reliability and validity, including: member
checks, triangulation, peer debriefing, prolonged engagement, negative case analysis,
auditability, confirmability, bracketing, and balance. In this inquiry, the researcher used
triangulation and prolonged engagement to validate and improve on the reliability of the
research findings. These are described below.
3.10 Triangulation
In triangulation, the researcher uses multiple and different sources and methods to
strengthen the validity and reliability of the findings (Creswell, 2007). For this study,
data collection relied on two different sources, namely interviews and document
analysis. While document analysis provided valuable information on the evolution and
history of traditional leadership and the policies available to clarify the role they play, it
could not address the questions of the nature of leadership and governance in practice.
At the same time, information generated from document analysis had to be triangulated
through interviews to verify its authenticity and accuracy. Second, due to the
complexity of the issue of traditional and municipal leadership and the many actors
involved in the process, the research had to verify data collected from one informant
with data from another. This allowed the researcher to compare and contrast
respondents’ perspectives on issues as well as the contradictions among various
respondents. The researcher also triangulated information and data by follow-up
telephone calls to some of the respondents for whom it was necessary to do so. These
multi-varied sources and methods of data collection and triangulation significantly
improved the validity and reliability of the study findings.
48 | P a g e
3.11 Prolonged Engagement
Prolonged engagement is useful for validity and reliability as it allows for persistent
observations in the field. It also allows for room to be familiar with the culture and to
build trust with the participants and check for misinformation (Neuman, 2003). Although
a few years had passed since this period at the time of collecting data, familiarity with
the context as well as the relationships established with some of the key respondents
made it easy to obtain information for document analysis and to conduct interviews
from a position of trust. Due to such familiarity, the researcher was able to follow up on
interviews with some of the respondents through telephone calls to verify some of the
data and ensure accurate representation of data generated from the interviews.
3.12 Conclusion
This chapter summarised research methodology that was selected to achieve the
objective of the study. It presented two types of the research methods, which are
qualitative and quantitative methods, approach, sources of data collection. The issues
of validity and reliability of the methods used were also discussed.
The study adopted a case study approach to examine the role of the institution of
traditional leadership in the Greater Taung Local Municipality, as previously
indicated in the problem statement. This study intended to establish the factors leading
to the tension and conflict between traditional leadership and the municipal council.
49 | P a g e
4 CHAPTER FOUR: DATA PRESENTATION AND RESEARCH FINDINGS
4.1 Introduction
This chapter presents the main findings of the field research. As indicated previously in
the research methodology chapter, primary data for this research was collected
through interviews as pointed out in the problem statement. These findings reflect the
views, experience and understanding of different respondents and includes, amongst
others; municipal councillors, officials, traditional leadership representatives and
community members regarding the role of the traditional leadership in the local
governance of the Greater Taung Local Municipality, and propose strategies on how
best these two parties can work together to improve service delivery in its locality. This
chapter is structured and aligned with the themes of the study along the research
questions as follows:
a) What are the factors leading to the tension between the traditional leaders and
the municipal council in the Greater Taung Local Municipality?
b) What are the leadership trends in the local government globally and locally?
c) What are the leadership strategies for consideration by the Greater Taung Local
Municipality?
To respond to these questions, the field research was organized into three main
thematic areas:
4.2 What are roles and functions of the traditional leadership and the
municipal councillors?
The qualitative analysis looks at the sources and the participants‟ responses as
reflected on the questions posed. During the interviews, respondents revealed not
clearly understanding the role of traditional leaders in relation to service delivery as
they perceived said leaders as dealing with their subjects, whereas ward councillors
were perceived as the one elected representatives of communities in their wards. This
information was mostly proffered by members of the community. With regard to the
traditional leaders, participants proclaimed that the role of a traditional leader is a
50 | P a g e
historical one since time immemorial, being that of serving their subjects in all their
needs. Ward councillors were perceived as the vanguards for service delivery in the
wards.
4.3 Does the Traditional Leadership get involved in the municipal project
planning and implementation?
As much as respondents understood that projects are planned and implemented

through ward councillors, they seem to be unaware of the procedures to follow when in
need of a project identification. On the other hand, ward committees were perceived as
serving the interests of the elected councillors, ignoring the broader interest of the
community. This scenario was disputed by traditional leaders, claiming that in some
projects they were invited, but in others they were not. Their role was being questioned
as they were not fully utilised.
In all focus groups, the role of traditional leaders was of great concern as it was
claimed that all the powers and dignity, historically assigned to traditional leaders, were
removed by the legislative framework that came about after the elections. Other
participants stressed the importance of recognising traditional leaders, in order for
these office bearers to be on an equal footing as the elected councillors. Respondents
believed that for development in rural areas, traditional leaders should be consulted at
the project planning stage and the projects should be monitored by both ward
councillors and traditional leaders; otherwise, these role players will become
redundant.
4.4 What are the factors leading to the tension and conflict between the
traditional authority and the municipal council?
4.4.1 Spatial planning and Land allocation
Greater Taung Local Municipality is a municipality that is characterised by large
portions of land under tribal custodianship and not much land under its ownership. In
the exercise of its powers, duties and functions, the council has the right to acquire,
hold, enhance, lease and alienate land under its jurisdiction.
51 | P a g e
The inequitable spread of ownership of land throughout the municipal area and the
historical causes thereof are recognised, and council acknowledges that it has a
leading role to play in redressing these imbalances by ensuring that the land under its
control is dealt with in a manner that ensures the greatest possible benefit to the
municipality and the community that it serves.
The issue of administration of land and the relationships between the tribal authority
and the council, are the main causes of conflict that have a negative impact on
economic development and conflict resolution in the area. These are also two issues
that directly affect the legitimacy and authority of the Kgosi and their leadership role.
The procedures for allocating land were fairly consistent across this study. A person
needs to come to the tribal resolution issued by the tribal authority to occupy a
particular piece of land, but cannot leave it undeveloped and later sell it to another
person without a right to occupy letter. Land is not to be allocated to people without a
South African identity document or without a referral letter from the village chief. The
Kgosana usually allocate the land unless there is a dispute and the chief needs to get
involved in the allocation of land. People paid to get a plot of land although some of the
chiefs denied that it was payment. As one said:
“Most of the residents refused to pay certain fee, indicating that the land belong
to community, however, the Chief is just a custodian of the land, and it will be
acceptable to pay Sehuba se Kgosi (reward to the Chief).”
“Other respondents have different opinion that the Kgosi is biased and greedy,
he sell the land to the illegal foreign people and never declared such
transactions to the community, as a result of that the community revolt into
serious malicious damage to the properties of those foreigners. This process
raises a number of concerns because Kgosi end up denying the local residents
the right to occupy land and prefer those who are prepared to pay for land.”
52 | P a g e
Land ownership
Municipal Land
Communical Land
State Land
Private
Figure 4.1: Land ownership
4.4.2 Lack of Partnership agreement between the Traditional Authority and the Municipal
Council
According to the researcher’s observation, the traditional leadership level of authority in

the community has been, and will remain, the centre of power in the community and
indeed, the interactive body between the community and local government. One of the
biggest challenges relates to a lack of realisation of a common interest and the lack of
collaboration amongst the stakeholders, for example, Greater Taung Local
Municipality, Dr RSM District Municipality, the three Traditional Councils, namely Ba-ga
Phuduhucwana, Baga Maidi and Baga Mothibi. This is a result of the fact that the role
of traditional leaders has not been clearly stipulated by the Constitution of the Republic
of South Africa, although the Traditional Leadership and Governance Framework Act,
No. 41 of 2003, and other applicable legislation recognise and regulate the role of
traditional leaders, albeit in an ambiguous way.
4.4.3 Lack of Capacity Building amongst the Traditional Leadership and Elected
Councillors
The researcher observed that, despite differences and scepticism over the capacity of
traditional leaders and municipal councillors, the traditional leaders remain serving as
cultural leaders in charge of their respective societies, their well-being and
management. It is therefore necessary for the government to review the structures
pertaining to traditional leaders and formulate a very clear role of traditional leadership
in government. The researcher is of the opinion that both municipal council and
traditional leaders need to be empowered and equipped with necessary leadership
skills and knowledge on how to lead and assist communities with regard to issues
pertaining to service delivery and development. It was evident that the relations
53 | P a g e
between the traditional leaders and ward councillors are poor, as most of the traditional
leaders do not know their councillors to such an extent that the latter hardly attend the
meetings of the tribal authority and vice versa. The syndrome of undermining each
other has paralysed the relations with one another, each considering him-/herself
superior to the other. The municipality has attempted several times to invites the tribal
authority to attend municipal council meeting and functions, however, the tribal
authorities have never honoured those invitations nor have they sent written apologies.
5
4
3 Literacy
2 Age
Gender
1
0
Municipal Traditional Management
Council Council
Figure 4.2: Composition of the Tribal and municipal Councils
The above-mentioned chart clearly demonstrate the level of the literacy rate amongst
the municipal council and traditional leadership, it shows that the traditional leadership
has quite high rate of illiteracy, mainly constitutes of the elderly and is a male
dominated structure, meanwhile the composition of the municipal council indicates that
it is fairly represented in terms of literacy and gender balanced, even though there a
high rate in terms of age. The composition of the management of the municipal council
shows that there enough required skills and qualifications; however there is still a gap
that need to be closed in terms of gender equity.
54 | P a g e
4.4.4 Lack of Consultation and participation
During the project initiation and implementation, consultation with the tribal leadership
on certain projects to be implemented was disregarded; and this acts against the laws
of the country that stipulate that a regular consultation with the communities on any
project to be implemented in the area should be done. Ward councillors imposed
projects without consulting beneficiaries, thereby resulting in the collapse thereof and
some projects becoming white elephants. Traditional leaders believe that more
concentration has been put into semi-urban areas, while rural roads are still very poor
and not well maintained. Consultation should not be disregarded in major decisions
that affect the lives of those under tribal authority.
According to the respondent from the local municipality, development has to be

planned in consultation with all the relevant stakeholders in the community and in order
of priority during the Integrated Development Plan processes. It can, however, be
concluded that the local government has failed to oversee the performance of ward
councillors in the execution of their operational work in relation to service delivery
matters. It is the view of the researcher that, according to the participatory
developmental approach, traditional leaders could be most suitable to mobilise
communities towards development as against the dependency approach that only sees
these citizens as recipients of development.
In considering whether there were any tensions between traditional leaders and ward
councillors, it was evident from the respondents that as much as this could not be
clearly noticed, tensions were in existence. This is evident by the fact that no
scheduled meetings, where co-operative discussions regarding the challenges of the
ward in relation to service delivery, took place. There were also no planning sessions
on programmes to be implemented in the ward, this resulted in social distance.
Community respondents indicated that some of the requests for projects were not
taken into consideration by the relevant authorities. These tensions, in the long run,
affect the delivery of service to the communities, to such an extent that in certain
55 | P a g e
wards, projects stalled while in progress, compromising the effectiveness of the
government.
With the restructuring of the local government, the respondents stated that boundaries
were redrawn in conflict with the traditional boundaries. One traditional authority is
divided between two wards, causing overlapping of authority, resulting in a negative
impact on service delivery.
4.5 What are the leadership trends at global and local level?
4.5.1 Traditional Leadership Internationally (Native Indians in Canada)
The Canadian experience indicates that a traditional leader needs not be in

competition with local government leaders but can be used as a resource person to
improve service deliver in the areas in which these traditional leaders are in control. In
some deep-rural areas in Canada, the local traditional leader is the only contact
communities have with the outside world. Therefore the Canadian government believes
that it makes administrative and practical sense to hand over control of certain services
and functions to traditional leaders. In many rural local municipalities, for instance,
there are no fire-fighting services in heavily forested areas. The monitoring of this
service is something that traditional leaders could easily take control of, and they could
also be responsible for recording births, deaths and help monitor communicable
diseases.
4.5.2 The regional traditional leadership trend
According to Maloka (1996), in South Africa, unlike in other African countries, the ANC
government was not as reliant on the chiefs for governance because of the extent to
which their authority had been eroded by their involvement with the Bantustan system
as well as the extent of the support for the liberation movement with Mandela as a
national icon. In response, chiefs have attempted to improve their image by reminding
people of their tradition and custom and aligning those opposed to the re-assertion of
tradition with the anti-African movement. In South Africa, as in Namibia, claims to
chieftaincy are on the increase to the extent that the Constitutional Assembly's
56 | P a g e
Commission on Provincial Governance has recommended limits on the number of
traditional leaders that should be recognised (Maloka, 2006).
For many African countries, the role of the chiefs hardly changed after colonisation
ended and they continued to serve the same functions: local administration; serving as
a link between the people and the government; chairing tribal courts; and playing a
symbolic or religious role. One of the primary issues that African democracies have
had to contend with is how much power should be given to the chiefs. This has varied
greatly and has often depended on how much the institution has been perceived to
remain unchanged by colonisation (Bekker, 1993). In many cases (including
Zimbabwe, Botswana, the Gambia, Lesotho, Nigeria, and Namibia), a house of
traditional leaders has been established and some system for electing the members of
this house has been created. Again their ability to influence the different levels of
government varies. In the Zimbabwean case, members of the house of chiefs are
represented in the Senate. In Malawi, by contrast, chiefs play no role in central
government although section 6 of their Constitution states that 'the institution of
chieftaincy shall be recognised and preserved in the Republic, so that Chiefs may
make the fullest contribution to the welfare and development of the country in their
traditional fields' (cited in Bekker, 1993, p. 202). In each case, there is no formal
requirement that the advice of the chiefs be taken into account and in some cases, it
has been suggested that they have a symbolic rather than a functional role (Keulder,
1988). Lesotho has arguably given the most power to Chiefs through the recognition of
the monarch who is the head of State.
In addition, chiefs have a large share of parliament in Lesotho with the senate
consisting of 22 principle chiefs and 11 senators nominated by the king on the advice
of the Council of State. In Botswana, which, like South Africa, has created a house of
chiefs, all matters relating to customary law have to be referred to the house.
In his comparison of Namibia, Botswana, Zimbabwe and Nigeria, Keulder (1998) notes
that in Zimbabwe and Nigeria the central state has taken control of the customary
courts with customary law being integrated into the formal legal system. He argues that
57 | P a g e
this has deprived traditional leaders of one of their primary functions and, therefore, a
central means of their authority. However, this replacement approach has not always
gone smoothly and, in some cases, traditional leaders have continued to operate as
they did before democracy.
In Botswana, in contrast, the approach has been to make the traditional leaders paid
members of the State, incorporating them into the current legal system. The
justification for this has primarily been the value and legitimacy of the kgotla system.
Where the local democratic systems of government have been stronger (such as in
Botswana compared to Nigeria), the local authorities have been more capable of
interfering with and overruling the authority of the chiefs, leading to increasing conflict
between traditional and democratic systems of governance.
4.5.3 Lessons from other African countries

The same model persists all over Africa, where post-colonial urban democracies have
failed to address the issue of rural subjects and have used past structures to further
their own agendas. In Botswana, control of land has been removed from chiefs and in
Tanzania all the chiefs have been removed. In some countries, such as Lesotho, the
vote has shown people moving away from their traditional allegiances.
While many countries in Africa still retain a system of traditional leadership and some
incorporate traditional leaders into democratic forms of government, in several others
— mostly those who have only recently gained independence — the relationship
between traditional leaders and government remains strained or, in some cases,
outright adversarial (Ray.2006).
According to Ray, a country such as Ghana, where the central government has
realised that it cannot do without traditional leaders at the level of local government;
where traditional leaders have taken it upon themselves to modernise the institution of
chieftaincy to meet the needs of their people in today’s world; and where the so-called
‘modernity’ has hit hard with new social, economic, and health problems, chiefs and
queen mothers are regaining a lot of authority as partners in development.
58 | P a g e
4.5.4 The South African Perspective
The Constitution of South Africa in section 211 of 1996 states that:
1) The institution, status and role of traditional leadership, according to customary
law, are recognised, subject to the Constitution.
2) A traditional authority that observes a system of customary law may function
subject to any applicable legislation and customs, which includes amendments
to, or repeal of, that legislation or those customs.
3) The courts must apply customary law when that law is applicable subject to the
Constitution and any legislation that specifically deals with customary law.
Section 212 states that:

1) National legislation may provide for a role for traditional leadership as an
institution at local level on matters affecting local communities.
2) To deal with matters relating to traditional leadership, the role of traditional
leaders, customary law and the customs of communities observing a system of
customary law –
a. National or provincial legislation may provide for the establishment of Houses of
Traditional Leaders; and
b. National legislation may establish a Council of Traditional Leaders.
Recently there have been further attempts to define the role of traditional leaders and
the traditional courts. The Traditional Leadership and Governance Framework Act
(2003) states that traditional communities should be governed by a traditional council.
Significantly, this Act recommends that one third of the council members must be
women and at least 25% of the members must be democratically elected. This was not
the case in any of the areas that were part of this study, and will require significant
changes to the ways in which traditional councils are currently structured. The Act also
allows for the President to refuse issuing a certificate of recognition to a traditional
leader if there is evidence that this leader was not appointed according to customary
law. Thus efforts have been made in the Act to address past problems of identifying
'real' traditional leaders and concerns about the accountability of the institution to all
sectors of the community.
59 | P a g e
The Act also makes provision for a national and a provincial house of traditional
leaders. In terms of the KwaZulu-Natal Act on the House of Traditional Leaders of
1994, the Provincial House may make proposals to provincial government and Cabinet
on any draft Bill or any of their activities that relate to traditional authorities, indigenous
law, the status of land tenure and Zulu tradition and custom. What is not clear is how
any objections that might be raised by the Amakhosi will be dealt with (du Plessis &
Scheepers, 2000).
In terms of the National House of Traditional Leaders Act of 1997 section 7(2), the
National House also has the primary functions:
a. To advise government and make recommendations regarding matters relating to
traditional leadership, the role of traditional leaders, customary law and the
customs of communities;
b. It may investigate and disseminate information on the above-mentioned matters;
c. At the request of the President, it also has to advise him on any matter referred
to in it;
d. To submit an annual report to Parliament.
In this research, it was clear that some of the Dikgosi had not even been involved in
the process of drafting the Traditional Leadership and Governance Framework Act.
This suggests that the National House of Traditional Leaders may be somewhat
removed from the local Chiefs. This was indeed a concern raised by the respondents in
this study.
4.5.5 Women in indigenous and traditional societies
Gender inequality is a serious obstacle to embracing traditional leadership in the

modern context, one that is sometimes less obvious than problems around the
undemocratic nature of traditional leadership. This is not peculiar to South Africa but is
a problem that many indigenous societies are grappling with. Many women are not
60 | P a g e
even clear on their position on this. Careful consideration needs to be given to this
issue and how changes will affect the traditional institution.
4.5.6 Lessons Learnt
Traditional leadership is irrelevant in today’s society because it is out of step with the
Constitution and sets up a system where benefits accrue to the elite. More inclusive,
democratic and representative structures would be more appropriate with stronger
presence and efficiency from government in rural areas.
The recognition of identity remains a powerful need for many people and this need is
just as important as material stability. Traditional institutions can be evolved through
means such as legislation and education to respond to the current needs of society.
We should note that democracy can also be heavily criticised. We should not throw out
our histories in a belief that they are backward but rather seek to retain what is of value
in them. There is need for space for dialogues within communities themselves, a space
for remembering popular history and giving social momentum to the youth so that they
can claim the space. It should not be history but a social movement.
4.5.7 What are the leadership strategies could be implemented?
Leadership effectiveness is not an easy thing to accomplish, be it the executive in a

major corporation, a leader in government, an entrepreneur, a business leader or a
church leader, you need to create and leave an inerasable mark of leadership success.
We know beyond any shadow and cobweb of doubt that great leaders have great
strategies for great results in leadership. Without great strategies, great results will
never be the desired result. Nonetheless, amongst others; the following have been
identified as the top ten leadership strategies:
4.5.7.1 Be vision conscious
Leadership expert, Warren Bennis, defines leadership as the ability to translate vision
into reality. Successful leaders are always mindful of the vision for their team, division,
61 | P a g e
department or organisation. They are vision conscious. They know the vision of their
organisation and they effectively communicate it to their people. Without vision, any
organisation no matter how big it is, will fail dismally. Without vision, success becomes
a lofty mountain to climb.
4.5.7.2 Value people
John Maxwell remarked, "He who thinks he leads without followers is not leading but
taking a walk." Effective leadership is founded on the solid foundation of valuing
people. You need to respect and care genuinely for your people. People are the most
important asset that you can ever have. If you treat them as though they do not have
feelings, they will not trust you as a leader or your vision. Show people that you
genuinely care for them and they will show you how much they appreciate your care.
Do this by giving them growth opportunities and by showing good support that they
need from you as their leader.
4.5.7.3 Build a strong team of leaders
Great leaders are those who take time to build a team of leaders at all levels of the
organisation. A team of leaders does not only add value to your leadership, it multiplies
your effectiveness and excellence in your organisation. It takes resources like time,
money and energy to identify, train, develop and coach potential leaders.
4.5.7.4 Know and embrace your values
You must know where you should stand in every situation. This simply means that you
must know and establish a good behavioural standard. Effective leadership is about
knowing and embracing what you really stand for. If you value excellence, you will
stand for it; if you value good relationships, you will stand by them; if you value
leadership, you will create a culture of leadership by producing more leaders. When
you know your values, you will take decisions based on them. You will not be driven by
emotions but you will be driven by character.
62 | P a g e
4.5.7.5 Listen effectively
Successful leaders listen to their people with their ears, eyes and heart. They know
that people closest to the work know exactly what is going on. When you listen to your
people with an intention to act appropriately and effectively, you show that you care.
John Maxwell said, "People don't care how much you know until they know how much
you care." Create an environment in which people feel safe to express their opinions
and give suggestions.
4.5.7.6 Communicate effectively
You cannot separate effective leadership from effective communication. Effective

leadership comes as a result of people being motivated, inspired and influenced to give
their best for the good of the organisation. It therefore takes a leader to effectively
communicate organisational vision, mission and strategies to his people so that they
are motivated, inspired and influenced to perform effectively.
4.5.7.7 Be a catalyst of change
Effective leaders know that every organisation becomes effective and successful when
positive changes are introduced at the right time. You must bear in mind that you
cannot think of changing your organisation for the better if you do not change yourself.
This simply means that you cannot be an instrument of change in your organisation if
you are not changing certain things that are not good for you. Change starts with you
as a leader.
4.5.8 Be a good motivator
Every great leader knows that effective leadership is made possible through
motivation. People respond to motivation. They do not need to be bossed around to
perform effectively. Motivation has the potential to bring the best out of people. Take an
employee whose morale is down and put him or her in the care of a motivational leader
and you will see great changes and results.
63 | P a g e
4.5.9 Do not be afraid to take hard decisions
Successful leaders hold their people accountable to the mission and vision of the
organisation. They expect nothing else from their people except excellence. To be
effective in leadership, you need to learn how to take hard decisions. If some of your
people do not perform according to the required standard even after you have
identified the gaps, trained and coached them, do not hesitate to get rid of them, they
are a weak link.
4.5.10 Develop your leadership skills
If you want to be one of the great leaders in your generation, you must keep on
improving your leadership. The best way to develop your leadership is to develop your
character. You must always know and remember that leadership development and
character development are one. Do not get tired of learning from other leaders, from
books, tapes, seminars and conferences.
4.5.11 Monitoring and evaluation

Seemingly, the role of local government is minimal as there are no platforms to engage
and solve tensions between the traditional leaders and ward councillors. Even the
meetings convened by either party ended up being attended by those who had a
particular interest in that specific matter under discussion. One of the respondents
claimed that as community members, they did not even hear when a meeting was
convened by either of the parties involved. Participants believed that local government
should play a leading role in all service delivery projects. The councillor from the
municipality indicated that standing committees of the council, however, do sit in where
traditional leaders and ward councillors broadly discuss projects and other service
delivery issues for various wards. Unfortunately, monitoring of this performance in the
wards was ineffective; fortunately, this problem is being addressed. Community
members indicated not being involved in the Project Steering Committee, as some
projects, which were eventually implemented, were reserved for certain individuals.
64 | P a g e
4.5.12 Conclusion
For many African countries, the role of the chiefs hardly changed after colonisation
ended and they continued to serve the same functions: local administration; serving as
a link between the people and the government; chairing tribal courts; and playing a
symbolic or religious role. One of the primary issues that African democracies have
had to contend with is how much power should be given to the chiefs.
65 | P a g e
5 CHAPTER FIVE: INTERPRETATION AND ANALYSIS OF THE FINDINGS
5.1 Introduction
This chapter aimed to analyse and interpret the findings of the study, with the synthesis
of the field research findings and the literature review as presented in chapter two. The
data is mainly drawn from in-depth interviews and document analysis. The structure of
this chapter is a thematic one, the same as what was presented in the previous chapter
and designed along with the main research questions.
5.2 Conceptual framework

Greater Taung Local Municipality is one of rural municipality in the North West
Province, and covers 11.8% of the total area of the Dr Ruth S Mompati District. The
municipal area is 90% predominately rural and has the largest population of the District
(about 40%). It consists of 106 widely scattered villages in its area of jurisdiction and its
main towns are; Reivilo, Pudimoe and Taung Central. Greater Taung Local
Municipality has three Traditional Authorities that is Batlhaping Ba Ga Phuduhucwana,
Batlhaping Ba Ga Maidi and Batlhaping Ba Ga Mothibi. The GTLM area has an
interesting and ancient geological heritage that is rich in minerals and palaeontological
artefacts. This includes all international, national and provincial cultural heritage sites.
The following areas were identified as cultural heritage sites: Taung Skull Heritage Site
which was declared as international heritage site by UNESCO; Mmabana Cultural
Centre, Dinkgwaneng (San rock art), Thomeng Water Falls (south of Taung Skull site).
Greater Taung has high potential as agricultural land. This includes areas with a high
grazing capacity as well as high potential crop production areas, mainly under irrigation
schemes (GTLM IDP 2014/2015).
5.3 Analysis of the key themes explored in this research

There are a number of themes that were discussed in this research on the role and
participation of the traditional leadership in local governance which are: factors leading
to the tension or conflict between these two parties; the best practice of traditional
leaders at the global and local level is crucial; and proposal of possible leadership
strategies that could be used to mitigate those challenges.
66 | P a g e
5.4 Communication model between Traditional Leadership and
Municipalities
The study finds that the method of communication between traditional leadership and
municipalities varies from traditional council and local municipality; however there is a
traditional council that has established strong working relations with municipalities,
especially in Dr RSM District Municipality. The traditional council who have steady
working relationships with municipalities, also have an effective communication model
in relation to their participation in decision making processes of the municipality. The
study observed that municipalities have a tendency to inform traditional leadership
offices late on matters to be discuss in municipal council meetings that lead to
ineffective and meaningless participation on matters discussed in council and decisions
taken by municipal councils. However, participation also depends on an individual
approach, the traditional leader does not like to participate or interact with other people,
especially when it comes to personal behaviour of councillors and officials.
5.5 Policy Framework and Legislations governing Traditional Leadership

institutions in local government on matters affecting local communities. Section 81 of
the Municipal Structures Act (1998) stipulates the participation of traditional leadership
in municipal councils as they need to form part of any development that take place in
traditional leadership boundaries. The legislation further states that “before a Municipal
Council takes a decision on any matter directly affecting the area of Traditional
Authority, the Council must give the leader of that authority the opportunity to express a
view” as stated in Section 81 of the Municipal Structures Act (1998).
The study finds that there are loop holes in the implementation of the above sections of
legislations in the following manner:
 Given the nature and virtue of traditional leadership, the common practice of
municipal councils compels traditional leaders to obey political leadership in the
sitting arrangement or standing orders of the municipal council while these are
elected leadership versus charismatic leadership with strong cultural, heritage
and religion beliefs in African traditions. It is recommended that there should be
67 | P a g e
a review of the legislation and standing orders/protocol of the municipal council
that will afford the charismatic leadership of traditional leaders to take part in
matters pertaining to the municipal council
 The institution of traditional leadership is governed by African cultures hence
they do not fall under any political movements for them to be recognised by the
movement. This leads to traditional leadership not fully participating in municipal
councils since political parties form political caucus fora that take place during
municipal council meetings. Thus there is greater need for the amendment of
legislations to cater for traditional leaders during party political caucus and fora
to ensure that they participate and influence decision making process at local
government level.
5.6 Adherence to Spatial Development Framework

The research found that traditional leaders do not consider municipal spatial
development frameworks in allocation of residential stands and do not participate in the
development of the Spatial Development Framework, IDP and LED Strategy of the
municipality. The study further observed that there is conflict of interest between
traditional leaders and the municipality in relation to land allocation. Traditional leaders
claim to own the land while municipalities argued that certain land is state owned and
privately owned. Traditional leaders allocate tend to land for residential development
without informing the municipality or taking into consideration the municipal Spatial
Development Framework during the allocation of stands. As a result of this friction,
there is a negative impact on following:
 Basic service delivery shortages (water, electricity, housing and sanitation);

 Citizens are unhappy about services provided by local government;
 Lack of trust in local government;
 Rapid grow of informal settlements;
 Increase of service delivery protests;
 Perceive local government as a corrupt institution.
68 | P a g e
5.7 Areas of improvement
The researcher has highlighted the following area that need to be improved on.
5.8 Participation of Traditional Leaders in Municipal Council

The participation of traditional leadership in municipal councils remains a challenge in
the three regions. The study found that traditional leaders do not influence decisions
taken in the municipal council. In addition, during political party caucus, traditional
leaders are found left outside, hence structures of political party cause are made to
establish mandates to be discussed by the municipal council. Among other reasons,
this impedes their full participation in municipal councils. The participation of traditional
leadership in IDP processes also remains a matter of concern. The municipality limits
the participation of traditional Leaders in IDP processes, starting at ward level to
municipal level due to not affording traditional leaders with relevant documentation in
time to ensure their full participation. Traditional leaders are viewed to bless the event
with their presence but do not have meaningful participation.
Therefore, there should be a partnership agreement and service level agreement

signed between the traditional authority and the Greater Taung Local Municipality in
order to enhance and harmonising working relation between the two and to fast track
service delivery to the community.
5.9 Consultation
The study showed that lack of consultation between the municipality and tradition
authority during the implementation of new development in the area is a serious
concern and is the main cause of conflict. The two parties need to play a key role in
service delivery and development matters. Roodt (1998) argues that consultation
would encourage the bottom up approach where beneficiaries of any proposed
development participate through their organisations in determining the type of
development most relevant to their needs. The municipality and traditional authority
should make sure that both parties are well informed of any development that is
planned for the area whether the land is owned by the traditional authority or the
municipality (Roodt, 2001, p. 469).
69 | P a g e
Mabuza (2008, p. 51) indicated that traditional leaders need to have a voice in policy-
making, budget processes, making by-laws and have active participation in decision
making and development planning. This will include the leadership within the
traditional leadership structures in all the spheres of government. Communication
barriers could be dealt with so that information can easily “filter” down from the elected
municipal councillors Mabuza (2008, p. 51).
5.10 Democratic transition of Traditional Leadership
After the 1994 democratic elections, the African National Congress (ANC) led
government adopted the Constitution of the Republic of South Africa of 1996 (Act 108
of 1996), which recognises and uplifts the role of traditional leadership in governance
by stipulating that “the institution, status and role of traditional leadership, according
to customary law, are recognised, subject to the Constitution” (The Constitution of
the Republic of South Africa of 1996: Section 211). The Constitution also indicates
that national legislation may provide a role for traditional leadership as an institution
at local level, on matters affecting local communities (The Constitution of the Republic
of South Africa of 1996: Section 212). The National House of Traditional Leaders
(NHTL) was, subsequently, established to deal with matters relating to
traditional leadership, the role of traditional leaders, customary law, and the
customs of communities observing a system of customary law (South African
Government Information 2013), and in 1997, traditional leadership institutions were
identified as one of the structures required to be aligned with the Constitution, which
implied that the institution of traditional leadership had to be transformed (Department
of Co-operative Government and Traditional Affairs, 2013). This transformation
process saw the introduction of the White Paper on Traditional Leadership and
Governance of 2003, and ultimately the passing of the Traditional Leadership and
Governance Framework Act of 2003 (Act 41 of 2003).
The Constitution of South Africa establishes three spheres of government, which are
distinctive, interdependent and inter-related. Within the local government sphere, the
legislative and executive authority is vested in the established municipalities. This
70 | P a g e
means that the power of municipal councils to draft and implement legislation is
protected in the Constitution.
Since 1994, issues relating to the role and responsibilities of the traditional leaders
have received much attention in South Africa. The first democratic election in South
Africa in 1994 did not only attempt to dismantle apartheid, but also to transfer the
powers and the rights to the people, by reducing the role of traditional leaders in the
public domain (local government) as a strategy to promote democracy (Mabuza, 2008,
p.57).
After twenty years into democracy, many South Africans are increasingly worried that
public participation in policy making and identifying priorities has declined, evidence in
this study suggests that traditional leaders are not afforded with the necessary
information on time to be able to engage constructively during the policy making
processes (Mabuza, 2008, p.59). According to the findings, in most cases where the
municipality has tried to send the agenda to a particular meeting on time, traditional
leaders tend to ignore such invitations.
5.11 Success stories

The study found out that there are success story to tell that in some parts of South
Africa, in North West Province, traditional authorities have significant roles to play in
leading and developing their area, for example, in service delivery and infrastructure
provision such as water supply, road construction and medical facilities, this was
achieved in collaboration and by working closely with the municipalities. This shows
that there are progressive leaders who want to see their communities developed, The
Greater Taung Municipality and the traditional authority could learn the best practice
and prove that the traditional leadership and democracy can co-exist. The following
scenario is a typical example of the success story:
5.12 Bafokeng governance: a democracy within a democracy

His Excellency, Kgosi LT Molotlegi, in his lecture on the role of the Traditional
Leadership in South Africa at the University of Pretoria presented that the Bafokeng
villages have been ruled according to Tswana traditional laws for many generations,
and they continue to be so today. That said, “Democracy” is not a new or revolutionary
71 | P a g e
concept to the Bafokeng. Although I haven’t gone into specific detail about the twists
and turns of Bafokeng political history over the past one hundred and fifty years, there
is plenty of evidence to support the idea that our traditional form of government
espouses certain principles of democracy. These include mechanisms to ensure that
the Kgosi is carrying out the will of the people, political representation at multiple levels
of local government, and even a system for electing village representatives to the
council. There are examples in the historical record of Bafokeng Kings being fined for
not carrying out the will of the people (Kgosi Molotlegi, 2003).
Even on the issue of land, the symbol of who we are, and the thing we’ve struggled so
hard to preserve and protect throughout our history, there is change on the horizon. He
indicated that their land system is a communally owned, which means that no one
person owns the title, and the title resides in the name of the community. And by virtue
of being a member of the community, you’re entitled to land (Kgosi Molotlegi: 2003).
One of the advantages of this is that in the Bafokeng territory, residents don’t pay rates
and taxes for maintenance of roads, electricity, water, etc. At present, this system
seems appropriate, given the level of poverty of the people, and the unemployment
rates we face. But there is a new land bill coming out that proposes that the communal
land tenure system be broken up, so that people can have title to the land, and
therefore security (Kgosi Molotlegi, 2003).
5.13 Social Responsibility
In relation to social responsibility, the study found that traditional leadership lacks
social responsibility towards their communities. In addition, traditional leaders rely on
government for funding to initiate programmes and projects that create jobs or alleviate
poverty in their communities. Traditional leadership lacks initiative and is not
development oriented. On the other hand, the study further found that, there are
traditional leaders that source funding from local businesses; provide school uniforms
for needy children and many more social responsibilities for the community. The study
also found good practices by traditional council offices in relation to assisting needy
families during bereavement within their communities.
72 | P a g e
5.14 Cultural Practices
The institution of traditional leadership upholds cultural belief systems in building the
nation. Based on the notion of culture, traditional leadership performs various cultural
events, rituals and performance in upholding their culture. It is critical to note that the
dominant cultural practice that traditional leadership performs is “Lebololo”. This event
take place annually and it is being funded by the department of COGTA. Cultural
events are being organised by the traditional councils to promote youth awareness on
the history, culture and tradition. However, this is one of the cultural ceremonies which
is highly appreciated Other cultural events were found not being actively performed
due to limited funding while the traditional council relies on government to perform
other traditional events.
5.15 Conclusion
In view of the different legislations that parliament has promulgated, the researcher
found that it is impossible to avoid the role of traditional leadership within the third
sphere of government which is local government. The Constitution stipulates that there
should be laws which must protect traditional leadership and hold them accountable.
73 | P a g e
6 CHAPTER SIX: CONCLUSIONS AND RECOMMENDATIONS
6.1 Introduction
The aim of this chapter is to present the main findings of the study, a list of
recommendations, and the main conclusions drawn. It should be noted that an
indication was made in the earlier chapters that the main findings and conclusions
drawn from the study could not be used to make generalising statements. This is partly
due to the nature of the methodology used in the study, which was chosen to provide
valuable information and a better insight into the system of traditional leadership.
It should again be emphasised that there is already an immense amount of literature

on the subject of traditional leadership in South Africa, and conclusions have been
drawn from various studies. A number of these conclusions are similar, and this study
has also produced results similar to some of the results already in existence.
6.2 Purpose of the study

The purpose of this research was to investigate the role of the traditional leadership in
the Greater Taung Local Municipality, as well as to establish the factors leading to the
tension between the traditional leaders and the municipal council within the Greater
Taung Local Municipality. The study also proposes strategies, more specifically
leadership strategies, aimed at harmonising the relations between the Greater Taung
municipal council and the traditional leaders in its area of jurisdiction, with the aim of
ensuring sound collaboration and partnership between the two stakeholders – a
partnership that is more likely to improve governance and service delivery in the
GTLM.
6.3 What are Areas of Conflict at a Local Government Level?

Cele (2013) indicated that it is critical to highlight the constitutional mandate of local
government and to clearly identify possible areas of conflict between this form of
governance and the traditional leadership system. The sphere of local government in
South Africa is largely concerned with development challenges which necessitate the
need for a proper alignment of the two spheres and an integrated development plan.
There is an increasing pressure for local government to excel in meeting the demands
of service delivery made extremely urgent by constant service delivery protests; to
74 | P a g e
deliver on local economic development aimed at both competitiveness and poverty
alleviation; to engage in more open, transparent and mutual government-citizens
relations, and to forge new and reformed inter-governmental relationships.
Cele (2013) further stated that these significant roles are being added to the existing
and extensive functions performed by local government, and there are increasingly
higher expectations being placed on municipal councillors to perform efficiently and
creatively in this environment. The question is, whether it is possible for municipal
councillors to work co-operatively with traditional leaders in executing their duties
without either undermining their constitutional mandate or compromising the
democratic values upon which the sphere of local government was established. It is
possible for the traditional leaders to work co-operatively with the democratically-
elected councillors. To answer the question “how”, Cele (2013) starts by pointing out at
the areas of conflict that these key stakeholders are facing at the local level:
 The perception that the fundamental cultural rights and roles of traditional
leaders within rural communities are unfairly compromised by the democratic
laws and the Constitution;
 The question of whether the traditional leaders must have a ‘political voice’ and
be included in the participatory structures of government;
 Whether land administration should be left in the hands of traditional leaders or
it should be a government function;
 The principle of gender equality (in particular, the role of women in a traditional
leadership system);
 The question of accountability as a democratic principle (whereas in a
democracy, power lies with the people, democratically elected leaders would,
therefore, be expected to account to the people; when it comes to traditional
leadership, the question of accountability is not very clear);
 The perception that traditional leadership undermines the commitment towards
achieving an accountable and efficient form of democratic governance in South
Africa (Cele 2013).
75 | P a g e
6.4 Area of co-operation
Other specific areas of co-operation would include:

 Participation of traditional leaders in the national and/or provincial legislative
process through the national or provincial house of traditional leaders (whether
in the National Council of Provinces (NCOP) or in the Provincial legislature); in
executive inter-governmental structures, such as inter-governmental fora and
various Minister and Members of Executive Committees (MINMECS);
 Participations through the Houses of Traditional Leaders in the budgetary and
financial resource allocation process (across the spheres);
 Capacity development for traditional leaders in order for them to meaningfully
participate in all these structures;
 At a municipal level, traditional leaders must work with ward councillors,
especially by participation in structures such as ward committees, IDP Fora,
Community Police Fora, school governing bodies and all the local participatory
structures will give them an opportunity to influence processes; Service delivery
and economic development through land use and agriculture is crucial to
improving the lives of rural communities within the context of nationally-defined
priorities of social transformation. It is imperative that local government and
traditional leaders should relate to each other in forging a meaningful
partnership, thereby, promoting transformational imperatives, notable
development, transparency and accountability (Cele 2013).
6.5 Capacity Building Strategy of Traditional Leaders

Understanding and interpretation of legislation is not required only by traditional
leaders, but councillors and ward committee members and senior municipal
administrators also need capacity-building in interpretation and understanding of
legislation. The paragraphs above have indicated the role of traditional leaders in local
government as legislated, and these demonstrate clearly that the role of local councils
and that of traditional leadership is supposed to be co-operative.
76 | P a g e
As with all constitutional issues, South African local government is on the threshold of
having to manage several complex matters on a large scale. The need for proactive
management at the municipal level has been further stressed by the passing of the
Local Government Transitional Act, (Act 209 of 1993). The Act emphasises the
necessity for disjointed urban communities, and even rural communities, to combine
their efforts in forming non-racial local government institutions that can effectively cope
with the diverse needs and aspirations of all citizens at grassroots level (Hilliard 1996).
Traditional leaders must understand the functions of municipalities according to
Municipal Structures Act (Act No. 117, 1998), which are: electricity delivery, water for
household use, sewage and sanitation, storm water systems, refuse removal,
firefighting services, municipal health services, decisions around land use, municipal
roads, municipal public transport, street trading; abattoirs and fresh food markets,
parks and recreational areas, libraries and other facilities, and local tourism (Mashau,
2014, p.224).
6.6 Conceptual Framework

Traditional leadership provides a challenge for local municipalities, as the role that
should be played by the institution is still not yet clear. The TLGFA outlines the roles of
traditional leadership, but implementation of the Act and integration into the
municipalities still remains a challenge. It is hoped that the National Programme of
Support for the institution of traditional leadership will address this challenge.
Traditional leadership is seen to be a challenge to the local municipalities because the

ANC originally took the position that traditional leadership would undermine
democracy, and that this illegitimate institution should be phased out (Galvin, 1999, p.
107). The ANC position changed after realising that traditional leadership has strong
support in its constituencies, although the claims to this support are open to political
manipulation (Ntsebeza, 2003, p. 75-76). In rural areas where traditional rule is still in
existence, there are traditional councils who are born leaders as they are royalty.
Additionally, in rural areas, there are municipalities with their own councils.
77 | P a g e
With these two types of governance in rural areas, traditional governance and local
governance, there is always contestation of power. This conceptual study examines
ways of minimising the constant power contestation between traditional leadership and
local councils by emphasising the importance of legislations that govern them.
6.7 Literature review

The research applied the leadership theory framework as well as the governance and
rural development in the Greater Taung Local Municipality. The South African
municipal legislative framework is strongly embedded in the practice of good
governance which embraces transparency, accountability, participation, effectiveness
and efficiency.
6.8 Research methodology

This study used qualitative research methodology. The emphasis of the research was
on social inquiry to develop an understanding of the role of traditional leadership in
local government and what strategies should be used. In other words, this study is
what is otherwise described by Patton (1990), as ‘real-world’ research, i.e. research
conducted in real life situations to try and make sense of complex situations. Use of
qualitative research methods for this study was preferred because it allowed for a
critical analysis of what the role of traditional leadership constitutes, the mechanisms
for effective participation in local government as well as how enhance working relations
and promote partnership between the two parties. By using qualitative methods, it
allowed for a deeper understanding of a phenomenon like co-operation to be derived.
Qualitative research methods and tools in this case were deemed suitable for collecting
data to allow for such an analysis.
This research used a case study design. The selection of a case study was suitable for
this nature of the study because it allowed for use of exploratory and explanatory
questions of what, how and why to collect data and find patterns during data analysis
(Yin, 2003).
6.9 Findings
The study established that traditional leadership does not work well with the local
municipality, in terms of land allocation and service provision. There is serious tension
78 | P a g e
between councillors and dikgosi in terms of role clarification on who should to provide
what services to the community.
The research established that the community remained confused on the operations of
the local government and traditional authority, the municipality is failing to perform its
duties as stipulated in the Municipal Structures Act and therefore the majority believe
that there is corruption and fraud taking place and believe that the tribal authority is
taking care of their individual interests.
The study established that the tribal authority has created an environment which is not
conducive for the municipality to deliver services and economic development to the
community, by refusing land access to the municipality and non-participation and
support toward municipal plans. This act of the traditional leadership has created
enmity between the community, traditional authority and the municipality and had a
serious negative impact on the provision of services.
This is a clear indication that there is a need of an inclusive sustainable development

strategy that will promote participation and co-ordination in a more transparent manner.
It is critical to note that “before a Municipal Council takes a decision on any matter
directly affecting the area of Traditional Authority, the council must give the leader of
that authority the opportunity to express its view” as stated in Section 81 of the
Municipal Structures Act (1998). This legislation provides a strategic partnership
between traditional leaders and municipalities on the matters affecting communities of
traditional leadership jurisdiction. For this reason the participation of traditional
leadership in municipal council becomes a legislative compliance issue that includes
their role in IDP processes and other development issues in the municipal affairs.
6.10 Recommendations
a) The Provincial Department Culture, Arts and Traditional Affairs in collaboration

with SALGA should introduce training to capacitate the local government
councillors and traditional council members on all legislation and policies that
governs local government and traditional authority immediately after local
government elections in 2016, in order for the incoming councillors have a clear
79 | P a g e
and common understanding of the powers and functions of the local government
and the role of traditional leadership in local government.
b) The partnership agreement should be developed and entered into between two
parties (tribal authority and municipal council), since the traditional leaders are
the custodians of land and the municipality provide service delivery to the
community, the conflict needs to be addressed as it hampers service delivery.
c) Consultation is very important to the traditional leaders and other affected

stakeholders in order to reach an agreement with regard to land allocation and
service delivery.
d) The working relations between the traditional leaders and the municipal council
needs to be harnessed and improved in order to create a conducive
environment for development to take place.
e) Participation of traditional leaders in the national and/or provincial legislative

process through the national or provincial house of traditional leaders and the
municipal council is highly encouraged, especially during the budget speech and
development of the IDP.
f) In the case of land administration, it is important that the integrated development

plans (IDPs) of municipalities must involve a wide process that incorporates
projects initiated or led by traditional leaders. The prioritisation, which is implicit
in this process, will inevitably impact on the planning and participatory structures
within municipalities (Cele, 2013).
g) Communication between the traditional leadership and the municipal council

should be strengthened in order to avoid confusion and conflict by all means.
The communication strategy which promotes transparency, participation and
fairness should be developed and shared between the two parties.
80 | P a g e
6.11 Suggestions for future researchers
For the fact that the municipality tried its level best to co-ordinate training and
workshops for traditional leaders to attention, many failed dismally to attend such
activities. It is the researcher’s view that the Department of Traditional Affairs and Local
government should co-ordinate and facilitate short courses and workshops for
traditional leaders, ward councillors, ward committee members. Suggested
courses/modules should include amongst others; Local government and traditional
leadership legislative framework; Community development; Citizen Participation in
local government; as well as Public ethics.
As stated above, inclusive training will enhance full participation of all stakeholders
required to deliver services to all communities. Training should be arranged at a place
where it is not accessible because training arranged a place close to home ended up
being nonproductive due to non-attendance and abscondment.
However, as stated by Sithole and Mbele (2008), the issue of training and
empowerment through education and information on policy, legislation and various
models of democracy is very important, as indicated by community members, some
researchers and by traditional leaders themselves. However, care should be taken not
to confuse training and education as implying a need for a ‘civilizing process’ on the
part of traditional leaders; traditional leaders are not ‘upgrades’ towards
bureaucratically oriented politicians, but leaders in their own right.
6.12 Conclusion
The Department of Co-operative Governance and Traditional Affairs also states that it
is the Department’s considered view that the institution (traditional leadership) has a
place in the South African democracy, and has a potential to transform and contribute
enormously towards the restoration of the moral fibre of society and in the
reconstruction and development of the country, especially in rural areas.
81 | P a g e
Following what has been discussed above; it is the researcher’s view that local
councils should hold workshops for traditional council members. The outcome was not
an intended outcome of the “dominant group” of traditional leaders or government. It
was rather the unintended consequences of agencies seeking to define the role,
status, and powers of the chieftaincy within a political horizon provided by competing
concepts of a local government and the tribal authority (Kgotleng, 2002, p. 587).
82 | P a g e
BIBLIOGRAPHY
African National Congress. 1994. The Reconstruction and Development Programme: A Policy
Framework. Johannesburg: Umanyano Publications.
Ayittey, B.G.N. 1991. Indigenous African Institutions. New York: Transnational Pub.
Babbie, E. 2007. The Practice of Social Research. USA: Thompson Learning Inc.
Beall, J.; Mkhize, S. and Vawda, S. 2005. Emergent Democracy and ‘Resurgent’ Tradition:
Institutions, Chieftaincy and Transition in KwaZulu-Natal. Journal of Southern African Studies, Vol.
31. Number 4. December 2005.
Bentley, K.; Cherry, J.; George, K.; Mafundityala, U.; Maphunye, K.; Mbatha, I.; Mbhanyele, E.;
Ngomane, N.; Ngqulunga, B.; Nxumalo, T. and Yarbrough, M. 2006. Longitudinal Study: The Effect of
the Legislated Powers of Traditional Authorities on Rural Women’s Rights in South Africa. A
Baseline Report. Pretoria: HSRC Press.
Binza, M.S. 2006. Continuous Democratisation in Post-1994 South Africa: An Analysis of Selected
Policies for Combating Poverty. Journal of Public Administration, Vol. 41. Number 3. September 2006.
pp.491-505.
Coetzee, J.K.; Graaff, J.; Hendricks, F. and Wood, G. 2001. Development: Theory, Policy and
Practice. Oxford: Oxford University Press.
Creswell, J. (2007). Qualitative inquiry and research design: Choosing among five approaches.
Thousand Oaks: Sage
Davids, I. 2003. Developmental Local Government: The Rural Context and Challenges.
Development Update. Vol 4. Number 1. pp. 31-52.
d’Engelbronner-Kolff, M.; Hinz, M.O.; and Sindano, J.L. 1998. Traditional Authority and Democracy in
Southern Africa: Proceedings from the Workshop Traditional Authorities in the Nineties –
Democratic Aspects of Traditional Government in Southern Africa. Windhoek, 15-16 November
1995.
Department of Provincial and Local Government (DPLG). 2007 Proposed Government-wide National
Programme of Support for the Institution of Traditional Leadership. Pretoria: Government Printers.
Department of Provincial and Local Government (DPLG). 2008. Traditional Leadership and
Governance Framework Amendment Bill. Pretoria: Government Printers.
Department of Cooperative Governance and Traditional Affairs (CoGTA). 2011. Service Delivery
Challenges Immense but Past Achievements Lay a Solid Foundation for New Councils.
(http://www.cogta.gov.za , Accessed 12 January 2011).
Du Pisani, A. 1986. SWA/Namibia: The Politics of Continuity Change. Johannesburg: Jonathan Ball
Publishers.
Fife, T. 1998. Farm Workers and Rural Local Government. In Barberton, C.;Blake, M. and Kotze, H.
Creating Action Space: The Challenge of Poverty and Democracy in South Africa. Cape Town: Institute
for Democracy in South Africa.
83 | P a g e
Galvin, M. 1999. The Impact of Local Government on Rural Development in South Africa.
Transformation Vol. 40. pp 105- 115.
Garbett, P.A. 1976. Shona Peoples. Gwelo: Mambo Press.
George, K. and Binza, M.S. 2011. The Role of Traditional Leadership in Governance and Rural
Development in South Africa: A Case Study of the Mgwalana Traditional Council. Paper presented
at the 11th Annual Conference of SAAPAM, 16-18 February 2011, Pretoria.
Good, K. 1992. Interpreting the Exceptionality of Botswana. The Journal of Modern African Studies.
Vol 30. pp 69-95.
Hammond-Tooke, W.D. 1975. Command and Consensus: The Development of Transkei Local
Government. Cape Town: David Phillip Publishers.
Holomisa, P. 2004. Ubukhosi the Bedrock of African Democracy. Business Day, Wednesday 09 June
2004.
Keulder, C. 1998. Traditional Leaders and Local Government in Africa: Lessons for South Africa.
Pretoria: HSRC.
Kgotleng K. 2002. Contesting the Political Meaning of Chieftaincies in the New South Africa
Klopper, S. 1998. “I Respect Custom, but I am not a Tribalist’: The ANC CONTRALESA Alliance
and ‘Designer Tradition’ in 1990s South Africa. South African Historical Journal. Vol. 39. November
1998.
Lele, U.J. 1975. The Design of Rural Development. Maryland: Johns Hopkins University Press.
Mahlangeni, B.M. 2005. The Role of Traditional Leadership Institutions in the Development of their
Communities with Specific Reference to the Rharhabe Kingdom. Unpublished Master’s Treatise.
Port Elizabeth: Nelson Mandela Metropolitan University.
Mamdani, M. 1996. Citizen and Subject: Contemporary Africa and the Legacy of Late Colonialism.
South Africa: David Phillip Publishers.
Mzala, (Nxumalo) J. 1988. Gatsha Buthelezi: Chief with a Double-Agenda. London: Zed Books.
Merrium, S.B. (1994). The Case Study Research in Education. Lundi: Student Literature.
Molotlegi, L.T. (2003). The Role of Traditional Leadership In South Africa. Pretoria: Lecture
Native Economic Commission, 1930. The Report of the Native Economic Commission of the Union
of South Africa. Johannesburg: University of the Witwatersrand.
Neuman, L. (2000). Social Research Methods, (4th Edition), Boston:Pearsons.
Neuman, W.L. (2003). Social Research Methods, (6th edition). Boston: Pearson
Ndlela L. and Halcomb, D. 1998. Rural Women and Local Government. In Barberton, C., Blake, M.
and Kotze, H. Creating Action Space: The Challenge of Poverty and Democracy in South Africa.
Cape Town: Institute for Democracy in South Africa.
Ntsebeza, L. 2001. Traditional Authorities and Rural Development. In Coetzee, J.; Graaff, J.;
Hendricks, F. and Wood, G. Development: Theory, Policy and Practice. Oxford: Oxford University Press.
84 | P a g e
Ntsebeza, L. 2003. Democracy in South Africa’s Countryside: Is there a Role for Traditional
Authorities? Johannesburg: Interfund.
Ntsebeza, L. 2006. Democracy Compromised: Chiefs and the Politics of Land in South Africa.
Cape Town: HSRC Press.
Oomen, B. 2000. Tradition on the Move: Chiefs, Democracy and Change in Rural South Africa.
Amsterdam: Netherlands Institute for Southern Africa.
Oomen, B. 2005. Chiefs in South Africa: Law, Power and Culture in the Post- Apartheid era.
Pietermaritzburg: University of KwaZulu-Natal Press.
Onokerhoraye, A.G. 1994. Regional Development and Planning in Africa. Nigeria: University of
Benin.
Patton, M.Q. (1990). Qualitative evaluation and research methods (2nd ed.). Newbury Park, CA:
Sage.
Peires, J.B. 1981. The House of Phalo. Johannesburg: Ravan Press.
Picard, L.A. 1987. The Politics of Development in Botswana: A Model for Success? Boulder and
London: Lynne Rienner Publishers.
Protcor, J.H. 1968. The House of Chiefs and Political Development in Botswana. Journal of Modern
African Studies, Vol 6. Issue 1. pp 59-79.
Pycroft, C. 1998. Local Government in the New South Africa. Public Administration and Development
Journal, Vol. 16. December 1998.
Pycroft, C. 2002. Addressing Rural Poverty: Restructuring Rural Local Government. In Parnell, S.;
Pieterse, E.; Swilling, M. and Wooldridge, D. Democratising Local Government: The South African
Experiment. Cape Town: University of Cape Town Press.
Rebirth, N. 2000. Apartheid and the People of South Africa. (www.csstudents.stanford.edu, Accessed
10 December 2015)
Republic of Botswana. 1966. The Constitution of the Republic of Botswana, 1966 (Act 30 of 1966).
Botswana: Government Printers.
Republic of Namibia. 1998. The Constitution of the Republic of Namibia, 1998 (Act 34 of 1998).
Windhoek: Government Printers.
RSA. 1913. The Native Land Act, 1913 (Act 27 of 1913). Pretoria: Government Printers.
RSA. 1927. The Black Administration Act, 1927 (Act 38 of 1927). Pretoria: Government Printers.
RSA. 1936. Trust and Land Act, 1936 (Act 18 of 1936). Pretoria: Government Printers.
RSA. 1951. The Bantu Authorities Act, 1951 (Act 68 of 1951). Pretoria: Government Printers.
RSA. 1959. The Promotion of Bantu Self-Government Act, 1959 (Act 3 of 1959). Pretoria:
Government Printers.
RSA. 1970. The Bantu Homelands Citizens Act, 1970 (Act 26 of 1970). Pretoria: Government
Printers.
85 | P a g e
RSA. 1978. Bophuthatswana Traditional Authorities Act, 1978 (Act 23 of 1978). Pretoria:
RSA. 1993. Interim Constitution of the Republic of South Africa, 1993 (Act 200 of 1993). Pretoria:
RSA. 1993. Local Government Transitional Act, 1993 (Act 209 of 1993). Pretoria: Government
Printers.
RSA. 1994. Council of Traditional Leaders Act, 1994 (Act 31 of 1994). Pretoria: Government Printers.
RSA. 1995. Traditional Authorities Act, 1995 (Act 17 of 1995). Pretoria: Government Printers.
RSA. 1996. The Constitution of the Republic of South Africa, 1996. Pretoria: Government Printers
RSA. 1997. The National House of Traditional Leaders Act, 1997 (Act 10 of 1997). Pretoria:
RSA. 1998. Local Government: Municipal Structures Act, 1998 (Act 117 of 1998). Pretoria:
RSA. 1998. The White Paper on Local Government. Pretoria: Government Printers.
RSA. 2000. House of Traditional Leaders Amendment Act, 2000 (Act 5 of 2000). Pretoria:
RSA. 2000. Local Government: Municipal Structures Amendment Act, 2000 (Act 33 of 2000).
Pretoria: Government Printers.
RSA. 2000. Local Government: Municipal Systems Act, 2000 (Act 32 of 2000). Pretoria: Government
Printers.
RSA. 2002. Disaster Management Act, 2002 (Act 57 of 2002). Pretoria: Government Printers.
RSA. 2003. The White Paper on Traditional Leadership and Governance. Pretoria: Government
Printers
RSA. 2003. Traditional Leadership and Governance Framework Act, 2003 (Act 41 of 2003).
RSA. 2003. Municipal Finance Management Act, 2003 (Act 56 of 2003). Pretoria: Government
Printers.
RSA. 2004. Communal Land Rights Act, 2004 (Act 11 of 2004). Pretoria: Government Printers.
RSA. 2005. North West Traditional Leadership and Governance Act, 2005 (Act 2 of 2005). Pretoria:
RSA. 2005. The House of Traditional Leaders for the Province of North West Amendment Act,
2005 (Act 3 of 2005). Pretoria: Government Printers.
RSA. 2005. Eastern Cape House of Traditional Leaders Amendment Act, 2005 (Act 3 of 2005).
RSA. 2005. Eastern Cape Traditional Leadership and Governance Act, 2005 (Act 4 of 2005).
86 | P a g e
RSA. 2005. Free State Leadership and Governance Act, 2005 (Act 8 of 2005). Pretoria: Government
Printers.
RSA. 2005. KwaZulu-Natal Traditional Leadership and Governance Act, 2005 (Act 5 of 2005).
RSA. 2005. Limpopo Traditional Leadership and Institutions Act, 2005 (Act 6 of 2005). Pretoria:
RSA. 2005. Limpopo House of Traditional Leaders Act, 2005 (Act 5 of 2005). Pretoria: Government
Printers.
RSA. 2005. Mpumalanga Traditional Leadership and Governance Act, 2005 (Act 4 of 2005).
RSA. 2006. Mpumalanga Provincial House and Local Houses of Traditional Leaders Act, 2006 (Act
3 of 2006). Pretoria: Government Printers.
RSA. 2007. Northern Cape Traditional Leadership, Governance and Houses of Traditional Leaders
Act, 2007 (Act 2 of 2007). Pretoria: Government Printers.
RSA. 2008. National House of Traditional Leaders Bill, 2008. Pretoria: Government Printers.
Schapera, I. 1982. The Social Structure of the Tswana Ward. African Studies, Vol.
31 Issue 2. pp. 85-100.
Sen, A. 1999. Development as Freedom. United Kingdom: Oxford University Press.
Singleton Jr. R.A.; Straits, B.C. and Straits, M.M. 1993. Approaches to Social Research. New York:
Oxford University Press.
Sithole, P. 2009. State Warming Up to Culture: An Ambivalent Integration of Traditional

Leadership into the South African Governance System, 1994-2009. Pretoria: HSRC Press.
Sithole, P and Mbele, T. 2008. Fifteen Year Review on traditional leadership: A research paper.
Pretoria: HSRC Publishers.
Stake, R.E (2005). Qualitative Case Studies: The Case handbook of Qualitative Research.
Thousand Oaks: Sage.
Vengroff, R. 1985. State Intervention and Agricultural Development in Africa: A Cross Nation
Study. Journal of Modern African Studies. Vol. 23. Issue 1. pp 75-85.
Yin, R.K. 1997. Case Study Research: Design and Methods. Newbury Park: Sage.
Yin, R.K. (2003). Application of Case Study Research. Thousand Oaks: Sage.
Zibi, M.S. 1998. The Future of Traditional Leaders in South Africa. Word and Action, Vol. 38. Spring
1998.
Zuma, G.J. 2010. Speech Delivered on the Findings of the Commission on Traditional Leadership
Disputes and Claims. 29 July 2010. Pretoria: Union Buildings. (http://www.thepresidency.gov.za
Accessed on 5 December 2015).
87 | P a g e
Zungu, S. 1996. Traditional Leaders Capability and Disposition for Democracy: The Example of
South Africa. Johannesburg: Konrad-Adenauer Foundation.
Interviews
Ms Siphosethu – Spatial Development Manager – 27 September 2014

Ms H Mashau – Town Planner - 28 September 2014
Mr Mpho Mofokeng – Municipal Manager – 8 November 2014
Mr Kaone Lobelo – Mayor – 12 November 2013
Mr Monchonyane – Batlhaping Ba Ga Phuduhucwana Tribal Authority
Mr K Kai – Taung community member
Mr Sepotokele - Batlhaping Ba Ga Phuduhucwana Tribal Authority
Ms G Moagi – Ward Councillor
88 | P a g e

Content

Uploaded by

Copyright:

Available Formats

Content

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Content

Uploaded by

Copyright:

Available Formats

THE ROLE OF TRADITIONAL

LEADERSHIP IN LOCAL GOVERNMENT

Tshepang Brigid Baloyi

A research report submitted to the Faculty of Commerce, Law and Management,

May God Almighty bless you always!

ANC – African National Congress

Cogta – Co-operative Governance and Traditional Affairs

LED – Local Economic Development

GTLM – Greater Taung Local Municipality

Dr RSM DM – Dr Ruth Segomotsi Mompati District Municipality

RSA – Republic of South Africa

SALGA – South African Local Government Associations

Traditional leaders: The term is used to refer to “chiefs” of various ranks.

Traditional leadership: The term refers to customary institutions or structures, or

Key words: Leadership, Governance, Greater Taung Local Municipality, Municipal

2 CHAPTER TWO: LITERATURE REVIEW ________________________________________ 10

2.4 Theoretical Framework _____________________________________________________ 13

2.5 The evolution of the traditional leadership______________________________________ 20

2.7 Establishment of local government in a new democratic dispensation ________________ 29

3 CHAPTER THREE: RESEARCH METHODOLOGY _________________________________ 37

3.3 Study design ______________________________________________________________ 40

3.5 Data Analysis______________________________________________________________ 45

4 CHAPTER FOUR: DATA PRESENTATION AND RESEARCH FINDINGS _________________ 50

5 CHAPTER FIVE: INTERPRETATION AND ANALYSIS OF THE FINDINGS _______________ 66

6 CHAPTER SIX: CONCLUSIONS AND RECOMMENDATIONS ________________________ 74

1.3 Problem Statement

The traditional leadership recognised themselves as the custodians and legitimate

The Department of Co-operative Governance and Traditional Affairs (COGTA) has

1.4 Purpose Statement

1.5 Research Questions

1.6 Significance of the study

1.7 Delimitation of the study

1.8 Reliability and Validity

1.10 The Structure of the Report

The research report is structured as follows:

CHAPTER ONE: Introduction and Background

CHAPTER TWO: Literature Review

CHAPTER THREE: Research Methodology

CHAPTER FOUR: Data Presentation

CHAPTER FIVE: Interpretation of the Findings and Data Analysis

CHAPTER SIX: Conclusions and Recommendations

1.11 Conclusion of literature review

Furthermore, the study proposed leadership strategies aimed at harmonising the

Literature review is a critical, analytical summary and synthesis of the current

According to Neuman (2011, p. 43) literature takes an integrative review approach

2.2 Significance of Literature Review in Research

2.3 Definition of Leadership

Leadership is the process of directing the behaviour of others towards the

Nahavandi (2006) argues that leadership is a process whereby one individual

2.3.1 Defining Traditional Leadership

2.4 Theoretical Framework

2.4.1 Theories of Leadership

2.4.1.1 Trait theories - What type of person makes a good leader?

Goleman's emotional intelligence is sometimes characterised as an emotional quotient,

2.4.1.2 Behavioural theories – What does a good leader do?

 Task-oriented leader behaviour, in which the leader is concerned primarily

Contingency theories of leadership focus on particular variables related to the

The Hersey-Blanchard Situational Leadership Theory is a popular contingency-based

2.4.1.6 Great Man theory

downloaded on 5 December 2015.