The purpose of this chapter was to explore how learner autonomy could contribute to sustainability within an African leadership context. Through integrating case study research, the model for sustainability presents an alternative framework for leadership development.
Future research could include exploring the development of indigenous leadership development programmes, the creation of indigenous types of learning activities as correlated to local creativity, and the long-term effectiveness of this model in achieving sustainable results. Additionally, research could analyze the effectiveness of this model in various cultural contexts in order to examine how different types of indigenous cultures and customs impact the individual model constructs in an attempt to understand organic leadership development. As a result, capacities may be expanded and developed in indigenous leaders that could include intellectual, physical, and social change that could improve leaders’ abilities to implement self-reliance.
Jitegemea represents a movement toward something. It represents a journey. This [chapter reveals] that sustainability is not an achievement, but rather a process. It is a process that takes place both individually and within the community. The success of Jitegemea does not depend on Western thinking, learning, suggestion, wisdom, advice, money, resources, or people. The success of Jitegemea will be discovered through the journey of the African people—their own unique, challenging learning process. Hopefully, this research will help them along the way.88