David Ofumbi is convinced biblically that, Christian faith covers the entire realm of human existence. There is no dichotomy between private life and public life, or spiritual life and secular life, or an individual and a community. In fact, the whole of human life is the visible expression of the invisible God. Therefore, respective indigenous cultures and the gospel must engage and impact each other. On the one hand, Christians in respective indigenous cultures engage and adapt the gospel to the deep-level meaning and the surface-level forms of their cultures; on the other hand, the gospel transforms respective cultures continuously. African understanding and practices of Christian faith ("Africa Christianity") in this respect is both the outcome of the reciprocal impact between respective indigenous cultures and the gospel and the basis of authentic Christian response to human needs ("Christian Community Transformation"). In the first two chapters, he identifies and discusses briefly the challenges and hopes that characterize local communities in East Africa. He also defines and discusses the phrases "African Christianity" and "Christian Community Transformation". David particularly highlights that the impact of African understandings and practices of Christianity on "Christian Community Transformation" strive: (1) to instill self-confidence in native peoples by enabling them to recover and reassert their true human identities, to restore their true self-dignity, and to build just relationships; (2) to encourage the development and the use of local resources; (3) to bolster robust and enabling faith community structures and proactive responses compatible with the African Christian/ human ethos; and (4) to galvanize global relevance and impact. David Ofumbi is the team leader of Leadership Development Initiative Africa (Leadia), an indigenous leadership development ministry based in Kampala, Uganda. Leadia envisions a community of competent Christian leaders transforming ordinary people into effective followers of Christ courageously transforming Africa. He is currently pursuing post graduate studies focusing on the reciprocal influence between followership and leadership.
The industrial era organizations used dualistic leadership theory, which regarded followers as objects of leaders’ influence to socialize them into passive followership irrespective of context and outcome. Consequently, organizations focused on leadership and condemned active followership as a toxic behavior that sabotages organizational processes and outcomes. However, the emergence of relational leadership theory in the information era flattened organizational structure, which created a greater need for collaboration within and across sectors. In this new era, organizations cannot survive without responsible individuals who could be productive as both leaders and followers. As a result, organizations are experiencing high demand for active followership throughout organizational ranks, roles, and relationships. Nonetheless, since followership studies are still in their infancy, there is hardly any information on how followers develop and enact active followership. Whereas some studies established followership identity, role, and behaviors, and identified factors influencing their development, none has explored how they do so. This study offers a theory of followership development and enactment anchored in a seamless paradigm that can be used to expand leadership theory beyond dualistic tendencies that absolutized the differences among leadership variables despite their seamlessness. Therefore, it enhances organizational desire and capacity to develop and engage star followers effectively.
The industrial era organizations used dualistic leadership theory, which regarded followers as objects of leaders' influence to socialize them into passive followership irrespective of context and outcome. Consequently, organizations focused on leadership and condemned active followership as a toxic behavior that sabotages organizational processes and outcomes. However, the emergence of relational leadership theory in the information era flattened organizational structure, which created a greater need for collaboration within and across sectors. In this new era, organizations cannot survive without responsible individuals who could be productive as both leaders and followers. As a result, organizations are experiencing high demand for active followership throughout organizational ranks, roles, and relationships. Nonetheless, since followership studies are still in their infancy, there is hardly any information on how followers develop and enact active followership. Whereas some studies established followership identity, role, and behaviors, and identified factors influencing their development, none has explored how they do so. This study offers a theory of followership development and enactment anchored in a seamless paradigm that can be used to expand leadership theory beyond dualistic tendencies that absolutized the differences among leadership variables despite their seamlessness. Therefore, it enhances organizational desire and capacity to develop and engage star followers effectively.
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