What do Admirable Leaders do?

At the opening session of a recent conference of top researchers and managers of scientific institutions from 15 nations spread across west, east and southern Africa, participants were asked to, “Share the attributes of a leader they most admired”. The spontaneous list of 17 items generated from the brief reflections of these institutional leaders who had never met before save for a brief interaction at breakfast in the hotel would suggest that the 17 items are the most immediate, common and overt qualities of an admirable leader. However, upon close examination of this seemingly random list of responses we find that three competencies emerge in equal measure as attributes of an admirable leader.

Though the question was used as an introduction to the topic of leadership, the reconstructed lists below to show a profound depth of insight to the personal, relational and situational competencies any (admirable) leader should work hard to develop

The responses fall equally into three categories and would seem to indicate that leadership has three important perspectives of interpretation, perceptions and worldview. There are those who see leadership as embodied in the person. Others see its value in terms of relational competencies of the leader while still others judge leaders by their effect on situations. While the personal qualities listed above may have been the expected or “correct” answer to the question, the more interesting outcome of this exercise was the participants “forced” inclusion of these added leader competencies as “attributes” of a leader when in fact they may be beyond the leader’s direct control. For example charisma is not a personal attribute it only comes to light in the context of other people. A leader is also expected to be a problem solver of issues beyond his person!

The fact that participants listed these qualities in response to the same question may also suggest that an admirable leader should have and develop all three competencies in equal measure. The three circles should intersect and expand to create the (admirable) leader. From admirable leaders we get a clue of how to become an effective leader. It is remarkable that the respondents were willing to attribute the quality of relationships and achievement of outcomes outside the control of a leader to the person of a leader! In other words an admirable leader’s job is to be a good person, manage relationships of others and ensure successful outcomes of situations and circumstances they may enter or find themselves in.

Good people

Leaders need to be good people. People will and want their leaders to be good people. People need to see some good in a person to prequalify them for leadership.  This “goodness” must be available to a level of perfection and elevation that the general population aspires to but does not normally achieve. There may be leaders who do not qualify as good (depending on the perception of good), but admirable leaders also score highly on relational and situational competencies.  

Relational ability

Leaders need to be effective relationship managers. They need to effectively manage relationships between themselves and the people, but must more importantly be able to manage relationships between people in the organization. They need to broker, manage and effect a sense of justice, equity and right in a team and institution. Leaders should have the ability to step outside themselves (personal biases) to create harmony and a sense of unity among a group of people.

Situational competence

Leaders must show themselves capable of handling situations they may not be “to blame for”. The need to be be willing to be accountable and dependable. They need to demonstrate an outstanding measure of competence in specific areas. Leaders are expected to take ownership of and change circumstances from disadvantage to the progress and benefit for the people they lead. These leaders are celebrated for the capacity they have to change the environment.

Conclusions

The admirable leader’s job then is to effectively control themselves, manage other people’s relationships and ensure adequate resolution of situations in instant and equal measure. That said, this article suggests that initial nomination for leadership positions may be based on the prevalence of these three “admirable” or “visible” leadership competencies. Potential leaders vying for promotion need to develop all three competencies.  While people who cannot control themselves, avoid managing relationships among other people and do not excel in what they do cannot expect to be recognized for leadership positions. Those already in leadership positions may want to do a quick check on how they are faring in the public perception of their leadership and make the necessary adjustments to secure and advance their status and position in the organization. Interestingly, while good leader’s master one or two circles of competencies, great leaders excel in all three!

Allan Bukusi

LEPARD Conference, Kampala 2015

HOW I WILL FACILITATE THE CREATION OF A CHAPTER 6 LEADER

Introduction

Leadership is essential for business, government and any other institution.  It is an important factor for making an organization successful.  Good leadership in an organization transforms potential into reality.   Leadership involves discipline, integrity, focus and handwork.  Our ability to mature as leaders is rooted in our ability to grow as persons and to be role models to others.  To become a leader it is fundamental that one goes through a process of personal transformation and growth. 

Facilitation of Creation Chapter 6 leaders

As a leader, my primary responsibility would involve accomplishment of tasks for the organization.  This would be through determining vision, mission and objectives of the organization, planning necessary activities to hold in achieving objectives, clarifying responsibilities and accountability, maintaining channels of communication, developing cooperation and establishing control points to keep the performance of the organization on track.

Self-Assessment

It is important for me to know my strengths and weaknesses.  This is important because it will enable me to improve on areas of weaknesses to become strengths.  I have to understand what it means to be a leader and act like a leader.  Like in government office, in my understanding, before taking oath of office, it is critical to understand one-self and to know really well who I am, what I stand for, and how I can become an effective leader.  This is because it has to do with spirituality. Am I ready to lead and to avoid any inward flaw in me?  Reference is made on Article 74 Third Schedule under the Act of Parliament.  I have to adhere to the code of moral values in all business dealings with truthfulness and doing what is right. 

Responsive to the People’s needs or Service to the People: 

Being perceptive will help me be more effective in knowing the needs of my team. It will be easier for me to build a strong team when I know the values and goals of each individual.  I have to inspire a shared vision, encourage and enable them to act.  Article 73 Clauses (1) and (2), is about discipline, respect, integrity, decision–making, honesty and accountability which are some of the major qualities that a leader must possess. The Chapter 6 of Kenya Constitution discourages corruption, selfishness and nepotism.  A leader has to serve people with honesty and commitment.  A leader has to be a decision-maker and one who can resolve conflicts.

  

Knowing my organization

To be an effective leader, I have to know the organization’s overall purpose and goals, and the agreed-upon strategies to achieve the goals.  I should know how my team fits into the big picture of the organization and the part they play in helping the organization to grow and thrive. Full knowledge of my organization is vital to becoming an effective leader.  Article 80 requires the Parliament to enact legislation that will effect and establish procedures and mechanisms for the effective administration of Chapter 6. This is for the purpose of promoting ethics, integrity and servant leadership among state officers, and providing for the extension of the application of certain provisions of Chapter 6 of the Constitution and the Act to public officers.

Conclusion

Chapter 6 of the constitution of Kenya endeavors to uphold and restore the rule of law in Kenya by providing guidelines that govern on leadership and integrity.  Article 73 advocates for a leadership that upholds personal integrity, objectivity and impartiality.  Our country needs leadership that is selfless, promotes public integrity and supports the spirit of the law.

As a potential or a leader, I will make myself visible and volunteer for greater responsibility, especially for assignments that will enhance my skills on leadership and sharpen my knowledge for the benefit of my organization and myself.

Susan Akinyi
NGC Leader, Oct 2015

The Inward Flaw

The Inward Flaw is a “Self-centered, whats in it for me disease”. Realizing the existence of the inward flaw forces one to get out of their comfort zone, confront their fears and do something about their circumstances.

The “over dependence on leaders” makes us do nothing for ourselves. The inward flaw creates a mental [stumbling] block that will not risk stepping out. Neither is one willing to engage. The nature of the inward flaw is a (lack of) character issue.

12 Ways to overcome the inward flaw?

1. Nurture the next generation of leaders through churches, mosques and religious institutions (able to mobilize people voluntarily) to realize the importance of character and draw attention to the inward flaw.
2. Stop looking at life for now and live for future generations
3. I must be the change I want to see!
4. It is not about me. It is about others – the next generation
5. Accept responsibility for my circumstances
6. Instruction must start from the family level as the primary corporate organization that feeds society. Into schools colleges and into institutions.
7. Study breakdown, interrogate and discover and internalize the concept of leadership at all levels of society.
8. Create strong value systems
9. Invoke the power of self belief! – Yes I can!
10. Question why are you doing what you are doing.
11. There is a great need for self awareness, other awareness and social awareness
12. Question; what are you doing and more important what are you NOT doing to make things happen

Reflections from NGCL September class