The African Union: An organizational leadership and management phenomenological study

The purpose of this qualitative phenomenological research study was to explore the professional opinions, perceptions, and perspectives of 14 African studies academics at eight United States institutions in Indiana, Michigan, and Ohio concerning the African Union's (AU) ability, capability, and capacity to incorporate the five leadership constructs of organizational behavior, change, culture, design, and development. Additionally, the study explored those factors that positively influenced or were negative barriers to implementing organizational leadership and management initiatives and strategies. Five themes emerged from the data: (a) the AU's current organizational leaders are not decisive in their actions to impact concretely its organizational change needs or requirements; (b) AU leadership requires a change in internal attitudes; (c) a need exists to solidify the leadership objectives and approaches to organizational change; (d) Africa's colonial past directly affects and impacts the AU's organizational potential; and (e) inefficient bureaucratic systems and lingering state corruption contribute to economic stagnation and hinders the AU leadership. The research implications indicate Africa's past leadership is not entirely indicative of Africa's future leadership.