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Colonial Organizations: The Urgent Need for Democratic Leadership in African Workplaces

The play Amezidi by Said A. Mohamed is more than a historical drama—it is a mirror reflecting the persistent colonial-era management practices still plaguing African workplaces today. Set in colonial Tanzania, the play depicts a workers’ strike undermined by union leaders who betray their colleagues for personal gain, showcasing the toxic "divide and rule" tactics employed by oppressive management. Decades after independence, many African organizations—from factories to universities—still operate under these archaic, authoritarian structures.


This article argues for a radical shift from colonial-style management to democratic, ethical leadership, particularly in professional environments like academic institutions. Research consistently shows that cohesive, participatory workplaces outperform authoritarian ones. Yet, as seen in Kenya’s local colleges and beyond, the legacy of Theory X management and divide-and-rule strategies continues to stifle productivity, innovation, and worker morale.


Part 1: Colonial Management in Modern Workplaces

1. "Divide and Rule" Tactics Still Thrive

Example from Amezidi:

  • The union chairwoman fights for workers' rights, but corrupt leaders secretly negotiate with management for personal benefits.
  • Management exploits these divisions to weaken collective bargaining.


Modern Parallel:


  • In Kenyan colleges, Heads of Departments (HODs) are co-opted by management to suppress lecturer dissent.
  • Lecturers face witch-hunts, exclusion from decision-making, and punitive policies (e.g., sudden workload increases for "troublemakers").


Outcome: High employee turnover, low morale, and stifled innovation.


2. Theory X Management: A Colonial Relic

Douglas McGregor’s Theory X assumes workers are:

  • Lazy
  • Unintelligent
  • Requiring strict control

This mindset dominates many African organizations:

  • Micromanagement replaces trust.
  • Lecturers, despite being experts, are excluded from curriculum or policy decisions.
  • Fear-based leadership kills creativity.

Contrast with Theory Y:

McGregor’s alternative model believes workers are self-motivated and thrive under autonomy. Studies show Theory Y organizations have:

  • 50% higher employee retention (Gallup, 2023)
  • 30% greater productivity (Harvard Business Review, 2022)

Part 2: The Case for Democratic Leadership in Professional Spaces


1. Why Academic Institutions Need Delegative Leadership

In knowledge-based workplaces (e.g., universities, research centers), autocratic leadership fails because:

  • Experts resent being controlled – Lecturers hold advanced degrees and field experience.
  • Innovation dies under micromanagement – Research and teaching require intellectual freedom.

Solution: Supportive & Delegative Leadership

  • Participatory Decision-Making: Lecturers help shape policies.
  • Autonomy Over Teaching Methods: Trust professionals to design their courses.
  • Open Dialogue: Regular forums for staff to voice concerns without fear.

Example: Universities in Botswana that adopted shared governance models saw a 40% drop in staff turnover (UNESCO, 2021).


2. The High Cost of Colonial Management

  • Brain Drain: Skilled workers flee toxic environments.
  • Reputation Damage: Institutions lose credibility (e.g., accreditation risks).
  • Legal Risks: Unfair labor practices lead to lawsuits.

Part 3: How to Dismantle Colonial Work Cultures

1. Leadership Training

  • Replace Theory X mindsets with Theory Y and Transformational Leadership.
  • Teach conflict resolution over suppression tactics.

2. Transparent Governance

  • Independent Worker Unions: Protect against management manipulation.
  • Whistleblower Policies: Safeguard dissenters.

3. Accountability Mechanisms

  • Third-Party Audits: Assess workplace climate.
  • Performance Metrics: Reward collaborative leadership.

Conclusion: A Call for Workplace Decolonization

Amezidi’s message remains urgent: divide-and-rule tactics and authoritarian leadership only serve oppressors, not organizations. For Africa to thrive, workplaces must embrace:

  1. Democratic decision-making
  2. Trust in professional expertise
  3. Ethical, supportive leadership


The future belongs to institutions that unite rather than divide, empower rather than control. As McGregor proved decades ago, workers are not lazy—they’re stifled by bad management. It’s time for Africa’s organizations to shed their colonial past and build inclusive, thriving workplaces.

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