Many new Amakhosi are thrust into their roles with little guidance, forced to either sink or swim. To ensure the institution’s survival and improvement, a robust mentoring programme must be implemented. Picture: AI Generated
“Tradition is not inert but dynamic” – Father Professor JW O’Malley.
By Dr Vusi Shongwe
THERE is an urgent need to rescue the institution of traditional leadership not only from oblivion but also from delegitimisation. A fresh and compelling argument must be made for the relevance of Amakhosi and traditional leadership in general.
The role of Amakhosi appears to be diminishing, largely sustained by those with a nostalgic, outdated perspective. While this perspective is well-meaning, it has failed to resonate with newer generations of Amakhosi.
To be frank, the transition from the older Amakhosi, many of whom have since passed away, has been poorly managed by both Amakhosi families and the government. Engaging with the current generation of Amakhosi leaves one with the impression that they lack a clear understanding of their roles as traditional leaders. Indeed, some admit that after the pomp and ceremony of their investiture, they are left exposed, ascending their thrones ill-prepared and ill-equipped.
Many new Amakhosi are thrust into their roles with little guidance, forced to either sink or swim. To ensure the institution’s survival and improvement, a robust mentoring programme must be implemented.
This necessity extends to His Majesty King Misuzulu kaZwelithini. A structured induction programme for the king is still relevant and would be invaluable. As the saying goes, better late than never. Both the king and newly appointed Amakhosi are grappling with understanding their roles as custodians of our culture and heritage.
There is a glaring lack of research and published information on orientation, induction, and capacity-building programmes for newly appointed Amakhosi. Where such information exists, it appears ineffective, as evidenced by the struggles observed in various regions under the jurisdiction of individual Amakhosi.
Historian Leopold von Ranke’s famous question, “What really happened?” is pertinent here. Why is the stature of this venerable institution waning? Is it due to the calibre of Amakhosi being appointed? In my view, the decline is largely attributable to the absence of functional and effective induction programmes initiated by the government.
The future of traditional leadership lies in developing innovative strategies to replace outdated approaches. Most importantly, it hinges on empowering Amakhosi to address contemporary challenges. It is essential for this institution to evolve, aligning with the dynamic nature of history and societal change.
The late Father John W O’Malley, a preeminent scholar, asserted that style is not a mere ornament of thought but an expression of meaning. Even in modern times, traditional leaders can make a significant impact by augmenting their cultural authority with contributions to economic development.
In an article titled “Chiefs Offer Vision of a Truly African Democracy” in the Sunday Independent 22 years ago, I argued that while South Africa is now a modern society, it still needs the support of a strong traditional leadership that fosters positive cultural values and a sense of communal belonging.
I emphasised that any changes to the institution should be carefully managed to avoid disruptions. Crucially, traditional leadership must be given a functional role within our political system, promoting social development rather than being relegated to the status of mere historical artefacts.
At present, the institution resembles a dam wall on the verge of collapse, threatening to overwhelm Amakhosi. The current generation of Amakhosi, replacing the illustrious leaders of the past, inspires little hope. Their performance falls far short of expectations, plagued by deficiencies that are partly self-inflicted and partly due to the failure of the Department of Cooperative Governance and Traditional Affairs (Cogta) to provide adequate capacity-building programmes.
One major issue is the prevalence of alcohol abuse among some Amakhosi. Incidents have been reported of Amakhosi consuming excessive amounts of alcohol and engaging in undignified behaviour. Such conduct undermines the institution’s credibility and is a stark reminder of the importance of appointing capable individuals to these roles.
Many current Amakhosi are young and willing to empower themselves. This calls for tailored capacity-building projects by Cogta to help them tackle contemporary challenges. Despite the challenges, the institution of traditional leadership remains viable and valuable.
How can traditional leaders acquire the knowledge and skills needed for effective leadership? The answer lies in a comprehensive induction programme. Unfortunately, leadership preparation in this context is often neglected. Being a traditional leader requires specialised training, and this preparation must be prioritised.
Traditional leaders often assume their roles without formal training, relying instead on customary laws and the implicit expectation that leadership knowledge will be inherited. However, potential heirs are frequently raised away from their predecessors, leaving them ill-prepared for their future responsibilities.
The evolving role of traditional leaders and the increasing complexity of their responsibilities underscore the need for systematic preparation. Effective training makes a significant difference, equipping leaders to navigate their demanding roles and meet the expectations of their communities and governments.
For example, the Office of King Misuzulu and Cogta could facilitate benchmarking visits to successful models like the Royal Bafokeng, where traditional leadership has effectively leveraged resources for economic development.
Induction should be an ongoing process, beginning with succession planning and continuing through in-service development. Mentorship, provided by experienced leaders, could play a critical role in helping new Amakhosi transition into their roles.
Amakhosi could also benefit from think tanks and forums to share experiences and learn from one another. Veteran leaders could act as mentors, fostering collaboration and mutual growth. This approach would ensure that both new and seasoned leaders are better equipped to serve their communities.
Traditional leadership must adapt to contemporary challenges. Strategic proxies could support Amakhosi in areas such as management and governance, enabling them to focus on their cultural and social roles. Empowering Amakhosi with modern skills and practices is essential for uplifting their communities and ensuring the institution’s relevance.
Gone is the era when traditional leadership was synonymous with sedentary lifestyles and ceremonial functions. Today’s Amakhosi must lead with vision, utilising best practices to address the socio-economic needs of their people.
* Dr Vusi Shongwe works for the KZN Department of Sport, Arts, and Culture. This contribution is written in his personal capacity. This article is dedicated to the late Bheki Nkosi, former Chief Director of Rural Development.
** The views expressed do not necessarily reflect those of IOL or Independent Media.
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