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Student Showcase: Philimon Chitagu

Preceding any high-level academic achievement is usually hard work in tandem with dedication, both of which are emblematic to harnessing one’s remarkability. It therefore comes as something of great delight and expectation that one of our Doctoral candidates, Philimon Chitagu, is already on the remarkable side of the ledger – having recently been proceeded to graduation, by meeting all the Da Vinci Institute required conditions for completion of his Doctoral degree.

Mr Chitagu has proven himself as a contemplative man – thoughtful and focused in his work, studies and community contributions.  He is a highly innovative and inquisitive thinker in all spheres of his life and all contributions made to society at large.  He took on this Doctoral journey with gusto and found it to be  a truly meaningful, immensely profound and stimulating path to completion.

Mr Chitagu has this to share: “I wholly acknowledge that I did not walk alone in this noble journey.” He extends his, “deepest appreciation to the role played by my family, academic supervisors, workmates, Da Vinci staff, traditional leaders, and all [the people that] contributed to my success whom I did not mention.” In this journey, Mr Chitagu acquired fresh insights that will no doubt play a pivotal role in positively transforming organisations and communities to a sustainable path.

Mr Chitagu’s thesis title is , “Transformative Leadership Through Bonding Culture in Corporates: Case study of Schweppes Holding Africa Limited.” When asked to elaborate about his chosen research topic and perhaps its machinations, Mr Chitagu states that this research is a study concerned with “the inadequacies of dated theories about transforming organisational governance. It has been observed that, at Schweppes Company, notable cultures such as commitment, employee engagement, total quality management, amongst others, are proving inadequate in efforts to improve employee loyalty and overall company productivity.” Mr Chitagu further states that this research is then, “based on the premise that embracing bonding culture may help to transform organisational leadership for the better.” Indications during his study show that “…Schweppes has not yet fully embraced the bonding culture. However, significant improvement in the company’s performance has been observed following the adoption of cultural models linked with African communalism.” It has been established from the findings  that the proposed bonding culture may help to overcome the shortcomings of prior cultural models, which mostly aligned to western environments with less relevance here in the African continent.

Philimon Chitagu has a major to-do list that awaits him in the ensuing months and years. In his own words, Mr Chitagu accords the fact of his burning desire, “to see that the model is tested in other organisations within Zimbabwe and abroad. Having been an executive leader and team coach, it might also be critical to apply what I learnt during research about Mhofu/Eand Bonding Culture Model [the proposed model] and how it can impact both productivity and employee engagement. I need to make sure that there is return on investment for the organisation, other team members, the community, as well as myself.”

Indeed, there is certainly a lot of work awaiting Philimon Chitagu as he continues onto the next adventure. We at The Da Vinci Institute shall continue to  follow him. We wish you a remarkable path forward!