Spaces of Cultural Confluence: Performative Elements of Leadership

Part IV is the conclusion and embodies one chapter, with a wrap-up and taking some lessons into the future. One of the conclusions is that diversity, many-faceted identities and structures, duplication of institutions, already existing as well as emerging complementarity between the modern and the traditional aspects: they all seem to be part of African reality today. Furthermore, the Culture/Soba Council is significantly different from a Works Council because of the nature of the dialogue, being harmonious and avoiding discussion or confrontation; because of the cultural exchange; the relationship building; and the striving for the common good along community guidelines. While rather essentialist values concerning collectivism and power distance remained in tact, the Angolan performative aspects were observed in the flexibility in hierarchical thinking: accepting this company space as a place to speak up; enacting a leadership (even Soba) role while being young, possibly female; and handing it on to others after one year. The main performative aspect for Portuguese leadership was embracing more complexity and building genuine relationships at all levels. The chapter ends with some consequences for HR departments and with some final remarks from Silva.