Authors: Yenji Mairou Nekameuh
Abstract: Participative management is increasingly recognized as a powerful approach to enhancing employee engagement, collaborative decision-making, and overall organizational effectiveness. In African non-governmental organizations (NGOs), where limited resources, diverse stakeholders, and mission-driven goals converge, this leadership style holds great promise—but remains underexplored. This study delves into how participative management is understood and practiced within African NGOs, drawing insights directly from those working in the sector. Through semi-structured interviews and thematic analysis, the research uncovers how cultural norms, leadership styles, and donor expectations shape participative practices. While the approach fosters inclusivity and innovation, challenges such as hierarchical structures and limited capacity often hinder its consistent application. By contextualizing participative management within African nonprofit settings, this study not only contributes to management theory but also offers practical strategies for strengthening participatory governance. Participative management has gained increasing attention in the field of organizational management for its potential to enhance employee engagement, decision-making, and organizational effectiveness (Yukl, 2013). In the context of African non-governmental organizations (NGOs), where resource constraints, stakeholder diversity, and mission-driven goals intersect, participative management offers a promising yet underexplored approach to leadership and governance. Despite its theoretical appeal, limited empirical research has examined how participative management is understood and practiced within African NGOs, particularly from the perspectives of organizational actors. This study addresses this gap by investigating the application of participative management in African NGOs through a qualitative lens. The primary objectives are to explore how participative management is conceptualized, identify organizational enablers and barriers, and examine its perceived impact on organizational outcomes. Using a phenomenological approach, data were collected through semi-structured interviews with NGO leaders and staff across multiple African countries. Thematic analysis was employed to identify recurring patterns and insights. Key findings reveal that participative management is often shaped by cultural norms, leadership styles, and donor expectations. While it fosters inclusivity and innovation, challenges such as hierarchical structures and limited capacity hinder its consistent application. The study contributes to management theory by contextualizing participative practices within African nonprofit settings and offers practical recommendations for enhancing participatory governance.
