Original Research

A proposed leadership skills development model for African FMCG business-networks: Super-Cube®

Craig R. Muller, Theuns G. Pelser
South African Journal of Economic and Management Sciences | Vol 25, No 1 | a4303 | DOI: https://doi.org/10.4102/sajems.v25i1.4303 | © 2022 Craig R. Muller, Theuns G. Pelser | This work is licensed under CC Attribution 4.0
Submitted: 25 August 2021 | Published: 24 January 2022

About the author(s)

Craig R. Muller, Graduate School of Business and Leadership, College of Law and Management Studies, University of KwaZulu-Natal, Durban, South Africa
Theuns G. Pelser, Graduate School of Business and Leadership, College of Law and Management Studies, University of KwaZulu-Natal, Durban, South Africa

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Background: Predictions suggest Africa’s combined Gross Domestic Product (GDP) will be amongst the fastest growing on earth in the next two decades. An expectation is that the majority of African homes will enter the consumer class, and educational performance will improve significantly within the next two decades. Nonetheless, organisations competing in Africa face numerous challenges. These include its size and complexity, transformational population growth, an abundance of talent but a lack of skills, a scarcity of large companies, the relatively small size of big companies, a poorly understood business environment, conflict, poverty and corruption. To successfully address these challenges, entrepreneurial energy and a strategy to develop leadership skills at scale is required.

Aim: The purpose of this study was to develop and assess whether a leadership skills development model which integrates six conceptual constructs is valid as a model for developing leadership skills in African fast-moving consumer goods (FMCG) business-networks.

Method: The study took a pragmatic approach and followed an explanatory sequential design typology. An initial quantitative stage was conducted. Using inductive thematic interpretation methodology, the qualitative results helped explain the initial quantitative results. Applying confirmatory factor analysis, three data-model fit tests gave empirical evidence that the leadership skills development model was a good model fit.

Findings: The outcomes and practical value of this study included a theoretically relevant, empirically validated leadership skills development model, Super-Cube® for African FMCG (Fast Moving Consumer Goods) business-networks, as well as a range of recommendations on how to develop leadership skills throughout Africa.

Conclusion: Leadership skills development is complex, especially in a rapidly changing environment. This study is the first that proposes a leadership skills development model for African FMCG business-networks that directly contributes to the discipline of leadership and leadership development.


leadership; leadership skills; skills development; model; Africa; FMCG; business network; supply chain


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