Welcome to International Network for Natural Sciences | INNSpub

Paper Details

Research Paper | November 20, 2022

VIEWS 82
| Download 16

Transformational and transactional leadership practices in community forestry in Cameroon

Joseph O. Mbane, Divine Foundjem-Tita, Jane M. Mutune, Nzioka J. Muthama

Key Words:


J. Bio. Env. Sci.21(5), 140-153, November 2022

Certification:

JBES 2022 [Generate Certificate]

Abstract

Transformational leadership style is characterized by the leader that empowers community members, causing positive social change and inducing sustainable development. Whereas in transactional leadership style the leader focuses on using community members as a mean to arrive at his end, with no consideration for their empowerment. This study assessed the leadership practice of community forests (CFs) leaders in Cameroon, based on transactional and transformational leadership theories. Data were collected through the administration of Multifactor Leadership Questionnaires short form (MLQ-S6) to 204 households’ members, selected based on availability and willingness to participate in the survey, key informants’ interviews and documents review. Findings reveal that 34.2% of respondents viewed their leaders as transformational, while a significant majority of them perceived their leaders as mostly transactional (χ2=34.32, P=0.000). Leaders in the Mbam & Kim division exhibited higher levels of transformational leadership style than those of Upper-Nyong (P=0.002); while no significant difference was found for transactional style (P=0.1) between the two divisions. Key constraints to transformational leadership style included inadequate government support in the CFs’ approval process, lack of training on leadership and management for CF’s leaders, and lack of effective monitoring and evaluation mechanisms of leadership and governance. Considering the above, if objectives of participatory forest management in Cameroon are to be sustainably achieved, there is a need to promote transformational leadership style development for CFs’ leadership, and so address the current status of business as usual that mostly favors the expression of transactional style.

VIEWS 82

Copyright © 2022
By Authors and International Network for
Natural Sciences (INNSPUB)
http://innspub.net
This article is published under the terms of the Creative
Commons Attribution Liscense 4.0

Transformational and transactional leadership practices in community forestry in Cameroon

Alemagi D, Peter M, Nukpezah D, Duguma L. 2022. Community forestry in Cameroon : Insights on state institutional deficits. Trees For and People 7, 100173. https://doi.org/10.1016/j.tfp.2021.100173

Alghamdi MG, Topp R, AlYami MS. 2018. The effect of gender on transformational leadership and job satisfaction among Saudi nurses. J of Adv Nursing 74(1),119-127. https://doi.org/10.1111/jan.13385

Ameha A, Meilby H, Feyisa GL. 2016. Impacts of participatory forest management on species composition and forest structure in Ethiopia. Intern J of Biodiv Sc, Ecosystem Services and Management 12(1-2),139-153. https://doi.org/10.1080/21513732. 2015.1112305

Barling J, Weber T, Kelloway EK. 1996. Effects of transformational leadership training on attitudinal and financial outcomes: A field experiment. J of Applied Psychol. 81(6), 827-832.

Bass BM, Aviolo BJ. 1992. Multifactor Leadership Questionnaire- Short Form 6S. Center for Leadership Studies.

Bass BM. 1998. Transformational Leadership: Industrial, Military, and Educational Impact. Lawrence Erlbaum Associates.

Bass BM. 1985. Leadership and performance beyond expectations (illustrée). The Free Press.

Bass BM, Riggio RE. 2005. Transformational Leadership (2nd Editio). Psychology Press, Taylor and Francis Group. DOI:  10.4324/9781410617095

Cuny P. 2011. Etat des lieux de la foresterie communautaire et communale au Cameroun. Tropenbos International Programme du bassin du Congo.

de Blas DE, Ruiz-Pérez M, Vermeulen C. 2011. Management conflicts in Cameroonian community forests. Ecol and Society 16(1), https://doi.org/10. 5751/es-03845-160108

Evans K, Flores S, Larson AM. 2019. Participatory Monitoring in Forest Communities to Improve Governance, Accountability and Women’s Participation. Small-Scale Forestry. 18(2),165-187.

Evans LS, Hicks CC, Cohen PJ, Case P, Prideaux M, Mills DJ. 2015. Understanding leadership in the environmental sciences. Ecol and Society 20(1), https://doi.org/10.5751/ES-07268-200150

Fiedler FE. 1967. A theory of leadership effectiveness. McGraw-Hill.

Fincham JE. 2008. Response rates and responsiveness for surveys, standards, and the Journal. American J of Pharma Education. 72(2), 43.

Foundjem-Tita D, Duguma LA, Speelman S, Piabuo SM. 2018. Viability of community forests as social enterprises: A Cameroon case study. Ecol and Society 23(4),

García-López GA. 2019. Rethinking elite persistence in neoliberalism: Foresters and techno-bureaucratic logics in Mexico’s community forestry. World Dev 120, 169-181.

Government of Cameroon. 2009. Manual of procedures for the attribution, and norms for the management, of community forests. Ministry of Forests and Fauna.

Howell JM, Avolio BJ. 1993. Transformational Leadership, Transactional Leadership, Locus of Control, and Support for Innovation: Key Predictors of Consolidated-Business-Unit Performance. J of Applied Psychology 78(6), 891-902.

Janssens W, Wijen K, De Pelsmacker P, Van Kenhove P. 2008. Marketing research with SPSS. Prentice hall, financial times.

Kahsay GA, Medhin H. 2020. Leader turnover and forest management outcomes: Micro-level evidence from Ethiopia. World Dev. 127, 1-20. https://doi.org/ 10.1016/j.worlddev.2019.104765

Larsson G, Eid J. 2012. An idea paper on leadership theory integration. Management Res Rev. 35(3-4), 177-191. https://doi.org/10.1108/014091712

Mvondo SA. 2006. Forestry income management and poverty reduction: Empirical findings from Kongo, Cameroon. Dev in Practice. 16(1), 68-73. https://doi.org/10.1080/09614520500450867

Oyono PR. 2004. One step forward, two steps back? Paradoxes of natural resources management decentralisation in Cameroon. J of Mod African Stud. 42(1), 91-111. https://doi.org/10.1017/S0022278X03

Oyono PR, Efoua S. 2006. Qui représente qui ? Choix organisationnels , identités sociales et formation d ’ une élite forestière au Cameroun. XXXI(2),147-182.

Piabuo SM, Foundjem-Tita D, Minang PA. 2018. Community forest governance in Cameroon: A review. Ecol and Society 23(3),

Russell JS. 2017. A meta-analysis: The full range of leadership model impacting policing organizations. [ProQuest Dissertations and Theses]. https://search-proquest-com.contentproxy. phoenix.edu/ dissertations/ docview/1893617934/2ED9C04BD9744F1CPQ/58?accountid=35812

Saleem H. 2015. The Impact of Leadership Styles on Job Satisfaction and Mediating Role of Perceived Organizational Politics. Procedia – Social and Behavioral Sciences 172, 563-569. https://doi.org/10.1016/j.sbspro.2015.01.403

The World Resources Institute, Ministry of Forests and Fauna Cameroon. 2020. Map of Cameroon’s Forest Estate.

Warren C, Visser L. 2016. The Local Turn: An Introductory Essay Revisiting Leadership, Elite Capture and Good Governance in Indonesian Conservation and Development Programs. Human Ecol 44(3), 277-286.

Yamane T. 1967. Statistics: An Introductory Analysis (second edi). Harper and Row.

SUBMIT MANUSCRIPT

Style Switcher

Select Layout
Chose Color
Chose Pattren
Chose Background