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One of the major themes of human endeavor that has always had multifarious definitions is “leadership”; hence, it is not surprising that copious literatures have discussed leadership under various circumstances- organizational, social, religious, governmental, etc.
Broadly speaking, leadership could be said to be the process of influencing, motivating, and guiding other persons to do certain things, accomplish common goals and objectives, etc which they might not necessarily do on their own volition.
It could, therefore, be asserted that just as varied as the definition of leadership is, the approach of leaders to the leadership concept also differs significantly. These approaches are influenced by upbringing, circumstances, personal and professional experiences, character, social influences, etc. These influences may loosely combine to form the “mantra”, which may shape the style of leadership some leaders adopt, or put simply, the way they execute their leadership mandates.
Indeed, a leadership mantra could be considered as a statement of ethics, values, beliefs, and credos of the leader or a person aspiring to be a leader. Leadership mantras are developed as many as are leaders. In that wise, leaders have varied mantras they seek to pursue; some are very clear and others are subtle, and I dare say, that some are unconsciously cultivated. Therefore, there exist leaders, whose mantras may include: making a difference, leading change, grooming a network of loyalists, integrity, “me and me alone”, etc.
The leader who seeks to make a difference would usually go the extra mile by cultivating the innate, developing, and totally undeveloped skills of his team members. He would correct them when necessary, just as he will praise and rebuke them appropriately without making them lose their self-confidence. This kind of leader provides his followers opportunities to “shine” by allowing them to take additional responsibilities with a view to honing their existing skills and developing new ones.
A leader who seeks change will not brashly upset the applecart in trying to achieve his objectives. This is a fundamental issue for consideration because history has repeatedly shown that human beings usually resist change, even if it is beneficial to them! First, the leader whose mantra is change does an analysis of the existing state of affairs; seeks and obtains buy-in of all stakeholders, if possible; and works with them to drive the change he wants to achieve. In working with them, and not merely giving instructions ‘above their heads’, he would have succeeded in making them committed to the change agenda as equal partners and willing collaborators.Even when there are consequences of the change, for instance by way of employee exit, change of role, potential demotion, etc, the followers may likely accept the consequences and adjust accordingly.
The leader whose mantra is about grooming a network of loyalists may ultimately destroy his team or even the entire organization depending on the ramification of this mantra and the level of his influence within the organization. Under such leaderships, merit is usually tossed under the bus; because “blind loyalty” trumps everything. Experience has shown that such leaders have a pool of employees they identify as ‘my boys’ from whom other employees, junior and senior, seek favors andto whom they virtually genuflect, in order to belong in the good books of the ‘capon’ and get by within the organization.
This is, however, not an attempt to downplay loyalty. In fact, loyalty is an important ingredient of stakeholder buy-in, and by extension, the two-way relationship between the leader and the follower(s). My grouse regarding this particular mantra is the leader’s unbridled ambition for grooming bootlickers, cronies, ‘head-nodding’/unthinking acolytes, fawning subordinates, and dumb ‘zombies’.
A leader imbued with integrity is not hard to identify among the crowd. He refuses to cut corners; he completely gives no room for malfeasance of any form- cheating, kick-backs, bribery, favoritism, unmerited elevation, nepotism, etc; and his word is his bond. His single-mindedness means that he may be derisively mocked as being too harsh, excessively officious, or overtly religious, but he maintains his stance. Such leaders, when crooks are being unjustly elevated or celebrated, refuse to follow or join the crowd; they remain on the “narrow path”, which, in most instances, is strewn with thorns.
Another leadership mantra is the “me and me alone” type; one that is reflective ofhaving everything revolve around the leader. When he is not available, work in his department, unit, division, association, group, club, etccomes to a halt! On the strength of the fact that he hardly gives opportunities to his team members, when he is unavoidably absent to attend a crucial meeting, make a presentation, or write a report, the entire foundation of his team is shaken. Such leaders take all accolades and refuse to share the limelight with their team members. In the end, they usually do not have committed, loyal subordinates;and they are rarely missed when they leave the organization.
Other instances of a leadership mantra could be a combination of any of empathy, humility (having the presence of mind, when appropriate, to say “thank you”, “I am sorry”, “well done”, “pardon me”, etc), creativity, mutual respect, genuineness, etc.
Leaders are what they seek to become; what they aim, plan, or work to achieve. Therefore, I ask: when leadership is thrust upon you, by circumstances or sheer providence, or when you deliberately seek leadership- in your closet, community, office, estate association, alumni association, club, etc- what is your leadership mantra?
Whatever your mantra is, it must be edifying, enduring, worthy of positive emulation; and must have substance. You may have it defined or codified, which is good; or, you may not, meaning it shows in a subtle, unconscious manner, which is not bad either. However, it is a tragedy of monumental proportions to have majority of team members or followers say about their leadership, when critical testimonials are required: “He claims to know it all and we cannot be bothered about him. He should stew in his own juice.”
Tajudeen Ahmed
Tajudeen Ahmed, a strategy expert, with several years of senior management experience in consulting, commercial banking, and FMCG, is the General Manager/Group Head Business Development at BUA Group.
