Exploring leaders’ inclusiveness in post-conflict political transitions in East and Southern Africa

References

• Aidt, TS & Leon, G, 2016. The democratic window of opportunity. Journal of Conflict Resolution 60, 694–717.
   Web of Science ®Google Scholar
• Antonakis, J & Jacquart, P, 2010. The far side of leadership: rather difficult to face. In MC Bligh & R Riggio (Eds.), When near is far and far is near: Exploring distance in leader–follower relationships. Blackwell Publishing, New York, NY.
   Google Scholar
• Baur JE, Parker Ellen III, B, Buckley, MR, Ferris, GR, Allison, TH, McKenny, AF, & Short, JC, 2016. More than one way to articulate a vision: A configurations approach to leader charismatic rhetoric and influence. The Leadership Quarterly 27(1), 156–171.
   Google Scholar
• Besley, T & Reynal-Querol, M, 2014. The legacy of historical conflict: evidence from Africa. American Political Science Review 108(2), 319–36.
   Web of Science ®Google Scholar
• Blau, PM, 1964. Exchange and power in social life. Wiley, New York, NY.
   Google Scholar
• Boekhorst, JA, 2015. The role of authentic leadership in fostering workplace inclusion: a social information processing perspective. Human Resource Management 54(2), 241–64.
   Web of Science ®Google Scholar
• Brancati, D & Snyder, JL, 2013. Time to kill: The impact of election timing on postconflict stability. Journal of Conflict Resolution 57(5), 822–53.
   Web of Science ®Google Scholar
• Braun, V & Clarke, V, 2006. Using thematic analysis in psychology. Qualitative Research in Psychology 3(2), 77–101.
   Google Scholar
• Burton, J, 1979. Deviance, terrorism, and war: The process of solving unsolved social and political problems. Martin Robertson, Oxford.
   Google Scholar
• Driscoll, B, 2020. Big man or boogey man? The concept of the big man in political science. The Journal of Modern African Studies 58(4), 521–50.
   Web of Science ®Google Scholar
• Giordano, T & Ruiters, M, 2016. Closing the development finance gap in post-conflict and fragile situations: What role for development finance institutions? Development Southern Africa 33(4), 562–78.
   Google Scholar
• Graham, B, Miller, M & Strom, K, 2017. Safeguarding democracy: powersharing and democratic survival. American Political Science Review 111(4), 686–704.
   Web of Science ®Google Scholar
• Hooper, N, Erdogan, A, Keen, G, Lawton, K & McHugh, L, 2015. Perspective taking reduces the fundamental attribution error. Journal of Contextual Behavioral Science 4(2), 69–72.
   Web of Science ®Google Scholar
• Ikejiaku, B-V, 2009. The relationship between poverty, conflict and development. Journal of Sustainable Development 2(1), 15–28.
   Google Scholar
• Ilorah, R, 2009. Ethnic bias, favouritism and development in Africa. Development Southern Africa 26(5), 695–707.
   Web of Science ®Google Scholar
• Joshi, M, 2013. Inclusive institutions and stability of transition toward democracy in post-civil war states. Democratization 20(4), 743–70.
   Web of Science ®Google Scholar
• Judge, TA & Piccolo, RF, 2004. Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology 89(5), 755–68.
   PubMed Web of Science ®Google Scholar
• Lees-Marshment, J & Smolovic Jones, O, 2018. Being more with less: Exploring the flexible political leadership identities of government ministers. Leadership 14(4), 460–82.
   Web of Science ®Google Scholar
• LeVan, AC, 2011. Power-sharing and inclusive politics in Africa's uncertain democracies. Governance 24(1), 31–53.
   Web of Science ®Google Scholar
• Lieberfeld, D, 2018. Political leadership, peace-making, and post-conflict reconciliation: Xanana Gusmão and East Timor. Leadership 14(1), 58–82.
   Web of Science ®Google Scholar
• Monga, C, 1997. Eight problems with African politics. Journal of Democracy 8(3), 156–70.
   Web of Science ®Google Scholar
• Myers, MD. 2013. Qualitative research in business & management. Sage, London.
   Google Scholar
• Nembhard, IM & Edmondson, AC, 2006. Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. Journal of Organizational Behaviour 27(1), 941–66.
   Google Scholar
• Osaghae, EE, 1995. The study of political transitions in Africa. Review of African Political Economy 22(64), 183–97.
   Google Scholar
• Palmer, G, D’Orazio, V, Kenwick, M & Lane, M, 2015. The MID4 dataset, 2002–2010: procedures, coding rules and description. Conflict Management and Peace Science 32(2), 222–42.
   Web of Science ®Google Scholar
• Randel, AE, Dean, M, Ehrhart, K, Chung, BG & Shore, L, 2016. Leader inclusiveness, psychological diversity climate, and helping behaviors. Journal of Managerial Psychology 31(1), 216–34.
   Web of Science ®Google Scholar
• Rubenstein, RE, 2001. Basic human needs: The next steps in theory development. The International Journal of Peace Studies 6(1). https://www.gmu.edu/programs/icar/ijps/vol6_1/Rubenstein.htm Accessed 22 April 2021.
   Google Scholar
• Saunders, M & Lewis, P, 2012. Doing research in business and management: An essential guide to planning your project. Pearson Education Limited, London.
   Google Scholar
• Seely, JC, 2005. The legacies of transition governments: post-transition dynamics in Benin and Togo. Democratization 12(3), 357–77.
   Google Scholar
• Shore, L, Randel, A, Chung, B, Dean, M, Holcombe Ehrhart, K & Singh, G, 2011. Inclusion and diversity in work groups: A review and model for future research. Journal of Management 37(4), 1262–89.
   Web of Science ®Google Scholar
• Simons, C, Zanker, F, Mehler, A & Tull, D, 2013. Power-sharing in Africa's war zones: how important is the local level? The Journal of Modern African Studies 51(4), 681–706.
   Web of Science ®Google Scholar
• Strachan, AL, 2017. Factors affecting success or failure of political transitions. Knowledge for development, K4D, helpdesk report. Institute of Development Studies, Brighton, UK.
   Google Scholar
• United Nations (UN), 2014. Peacebuilding in the aftermath of conflict. UN Security Council, New York, NY.
   Google Scholar
• Van Vugt, M, 2006. Evolutionary origins of leadership and followership. Personality and Social Psychology Review 10(4), 354–71.
   PubMed Web of Science ®Google Scholar
• Walter, BF, 2015. Why bad governance leads to repeat civil war. Journal of Conflict Resolution 59(7), 1242–72.
   Web of Science ®Google Scholar
• Wilson-Prangley, A & Olivier, J, 2016. Integrative public leadership in the private sector in South Africa. Development Southern Africa 33(2), 258–71.
   Web of Science ®Google Scholar
• Zikmund, W, Babin, B, Carr, J & Griffin, M, 2011. Business research methods. Cengage Learning, Dublin.
   Google Scholar