Sharing thoughts of my work experiences and analysis of different leadership styles both in France and Africa. I believe it could be useful tools for expatriates leaders.

1. Anne-laurence Chobli January 2015
Msc International Human Resources Management
INSEEC Business School Paris
Graduating in 2015
PERSONNAL OPINION ON DIFFERENCES BETWEEN LEADERSHIP
IN FRANCE AND AFRICA/BENIN
by Anne-laurence Chobli
Coming to the crux of the matter, I believe that understanding leadership in Africa requires
an historical walk in the past of the continent.
First of all, the notion of leadership is common to all political or social
organizations that takes to examine the environment where such an aptitude is applied.
In Africa, in the past, one is brought to talk of a technological delay which made it possible
for certain nations having a high hand on transport and displacement of populations to
categorise humanity into civilised and non-civilised peoples.
That conception of mankind led to the tragic result called slavery of which the process of
abolition generated colonialism, apartheid and what is known now as modern slavery.
Colonialism has left severe scars in Subsharian Africa. Its introduction onto the Continent was
not only a tragedy for black people but also a revolution itself, for it has disturbed the cultural
and cultual life of the populations, rearranged the economic life and settled a new type of
administration.

2. Now, let's move to the first question what in my opinion, are the qualities a leader must
have in given countries in Africa?
To me, such an individual should be competent, psychologically mature, self confident,
a team builder. He should have motivating, creative and innovative ability. He must know
how to adjust to fluctuating conditions and situations (ability to be directive, participative,
cooperative and able to delegate).
He must share his enthusiasm by tutoring somehow his team. Dialogue must be open between
him and the team he must have foresight and or vision. His activities must be conducted
according to the ethics of his occupation. For example, to me, being a leader in Benin, also
requires to be very patient and having the ability to be an educator or a mentor, for people do
not really takes initiatives, and time conception is more likely to be taken as a variable and not
an obligation. People will also be very sensible to what you are wearing, the perception of
leaders in Benin, also comes from the attire, their mastering at french or foreign language
such as English, and also their possession of a prestigious foreign school diploma. Benin has a
particular love for leaders coming from France, and employees are more likely to be
participative if they fill that you will be able to transfer some French outstanding methods, yet
respecting Benin’s culture.
What is the position of leaders in some countries I have visited (focus on Chad and
Zambia)?
As I said in my kind of introductory remarks, colonialism has left scars.
Lack of adequate or relevant education leading to inability to take true responsibility.
The capacity of analysis is therefore reduced and the leaders are often at a loss when
confronted with certain realities of economic life on which development is based.
Those who have escaped from that situation and have been to schools or institutions where
they have been properly trained are still few in number and their impact is light although for
some time now there is a good stir showing.
The political leaders are not bad at all for themselves, to my utter disappointment, most of
them assume the position of former colonialist in the sense that they continue maintaining
their populations in ignorance and bad health while they enjoy.
In short, in Chad and in Zambia, as we have observed in many African countries, leaders have
to understand the political articulation of the country. They must be agile people, being able
to work with the sometimes huge disparities in workforces background, and they have to be
networking people, if they aim to be at peace with state’s law, government and official
administrations, which generally have tentacles in every state or private organization
(effective in business also). Knowing the right person outside and inside their organization
could be business saving when hard times come.
What are the main differences between Leadership in Africa and France?
Differences in France and Africa leadership style is so evident, but when we take two leaders
one from the West and another one from East Africa, the odds against the African are so
many !

3. Environment, culture, operating tools, legal framework, people's behavior, approaches
everything is really different depending on leading in West or East Africa, meaning that you
can’t have the same leadership style while being a leader in Bamako, Accra or Brazzaville.
You will certainly find common things, but a leader should know, it is at the end very
different. He or she must understand the local culture to adapt the leadership style.
Concerning the differences of leadership in France and Benin, to me there are three main
points : The feedback approach, the personal implication and the settling of an evaluation
process.
First, French leaders are known to be heavy on criticism during their feedbacks.
This is I believe, one of the reason why surveys shown that French employees are subject to
high levels of stress, and french people are the first consumers of antidepressant in Europe.
To me, a good leader in Benin, will not have good results, by developing such an approach of
criticism in feedbacks. He or she must explain what did not work, what they expect, all over
again until the employee get it or be fired by lack of competencies. Indeed, critics are more
likely to be taken personally by employees in Benin, and this can move into a real problem,
because they will feel disliked, demotivated, or worst discriminated.
Secondly, leadership in France comes with non - implication in employees’ private life, while
great leaders in Africa, and particularly in Benin, must understand that 70 percent of the work
as a leader is based on relations with employees. Yet they have to find a balance. Being open
but not transparent, being accessible but establishing a clear boundary, being understanding
but known as a disciplined person. Leaders are often invited to private employees events, and
a good leader should be caring enough to attend one of two events once in a while, paying a
huge attention, not to go to the same people’s events, so as not to be considered having
interest on some preferred employees.
Thirdly, French leaders give tasks and expect it to be done relying on the employee initiatives.
In Benin, you give a task, you explain how you want it to be done, you make sure it is being
done, you control while it is being done and you evaluate at the end. This is the reason why I
believe, a good leader in Africa, and in Benin in particular, must have a good managers team,
and should regularly mentor them, for they to be capable of assisting their employees and
conduct them in the direction he or she has shown.
As a conclusion, I think that we have named all the possible hurdles the
French manager can be confronted with in Benin, and some African countries .
However he or she should not come thinking that he/she knows it all. He will be taken as an
arrogant colonialist. He should remember that even though people have not great experience,
staying with a low level of education or training they may prove to be wonderful performer
with a nice approach . He also must not forget to reward merit !
Does he know at least a bit of the history of the country? Has he ever socialised with
Beninese/african when in his country? How much concerned is he as regards the welfare of
those who will be working with him?As far as government problems are concerned he should
draw upon his psychological maturity to check the negative attitude that may come up.