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Evaluating the Response of Swazi Traditional Leaders to Development Workshops

Bibliographic Data

ID7800751
AuthorsEdward Green (0000-0002-2440-4355, corresponding author)
Year1992
Volume51
Issue4
Pages379-388
Publication date1992-12-01
Peer ReviewedYes
Open AccessNo
TypeARTICLE
VenueHuman Organization (JOURNAL)
Journal identifiersISSN: 0018-7259 • E-ISSN: 1938-3517
PublisherInforma UK Limited (PUBLISHER • GB)
DOI10.17730/humo.51.4.wg79110342838638
OpenAlexW2046479084
LanguageEN
Citations received1
References cited4

As an experimental part of the Swaziland Manpower Development Project (1985-90), traditional chiefs were exposed to basic development education through week-long workshops to see if there would be an impact on local-level development. A broader policy-related goal was to see if traditional leaders could be cultivated as a private sector human resource for economic and related development. An evaluation survey found evidence of workshop impact, judging by indicators such as a significant increase in the number of local development organizations, and changes in the role and development-related activities of the chief and his council members. In a discussion section, problems associated with manipulation of African chiefs' roles are critically examined. Evaluation results also point to the value of expanding conventional definitions of the private sector to include traditional leaders, especially in view of a current donor interest in looking beyond governments to stimulate development

Economic growth · Economics · Human resources · Political science · Private sector · Public relations · Value (mathematics) · Business Strategies and Management Research · Law · Legal Issues in South Africa · Poverty, Education, and Child Welfare · Public Administration

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Unique citing works1
Citations per year0,2
Citation span2021 - 2021 (1)
Citation velocityhistorical
Highly citedNo
Citation typesNeutral: 1

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