Leadershipfear and change A Southern African Panorama with Perspectives from Zimbabwe

This is an interdisciplinary research study in which I investigated some grounds and effects of using fear during some leader-follower exchanges that take place among indigenous societies. One of the reasons I undertook this project was to test the hypothesis that fear is a dimension of leadership and followership among such societies. I drew most of my evidences from Zimbabwe though in view of a southern African setting. My overall goal was to draw on concrete data to use in proposing practical ways for cultural changes for societies where fear is a major source for leadership and followership. I employed the tag ‘leadershipfear’ to describe a ‘fear-driven leadership’ and a ‘fear-based followership.’ I used the term ‘panorama’ as a synonym for ‘setting’ or ‘context.’ My research followed an Interdisciplinary research process though leaning towards Qualitative methods. I pursued results by drawing on Primary sources that included some lived experiences of ordinary everyday people, both professionals and non-professionals. I also researched from Secondary sources consisting of literature and various forms of media. My ways of collecting data included interviews, questionnaires, focus groups, oral history, observations done by others on my behalf, snow-balling, BlogSpot, tape-recording, discussions, critical incidents, including different literature and videos. In searching for solutions I employed tools of Complexity Science like Scenario Planning hoping to penetrate some veiled areas especially of the Zimbabwean culture. Toward the end I proposed a leadership theory founded on: an interdisciplinary studies model, an indigenous culture, and some scholarly views