THE PORTRAIT OF A LEADER…For Socio-Economic and National Development in Ghana (PART 3)
Who is a leader?
I have said elsewhere that everyone is born a leader. Self-management of one’s day-to-day activities puts one in full control of one’s life. That is self-leadership. Let us examine empirical definitions of a leader by some leadership experts. Northhouse (2010) defines leadership thus: “Leadership is a process whereby an individual influences a group of individuals to achieve a common goal.” Dess et al render leaders as “…change agents whose success is measured by how effectively they formulate and implement a strategic vision and mission.” Dess further defines Leadership as “the process of transforming organisations from what they are to what the leader would have them become. It is proactive, goal-oriented, and focused on the creation and implementation of a creative vision”. (Dess et al, 2010)
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For the purpose of this write up, I find Kotter’s (1999) definition of leadership most appropriate. He defines leadership as “…the development of vision and strategies; the alignment of relevant people behind these strategies; and the empowerment of individuals (groups and societies) to make the vision happen despite obstacles.”
The Kind of Leader Ghana Needs
In the light of our leadership inability to purposely fight and overcome the seven enemy giants which continue to confront our continental and national aspirations, Kotter’s definition opens up a significant window of opportunity for the African and the Ghanaian electorate to make an informed choice on who should lead them to achieve their desired ends. What we need as a nation to spur us on in our quest for greater socio-economic well-being and ensure the dignity of our humanity is a leader that has the capacity for “…the development of vision and strategies; the alignment of relevant people behind these strategies; and the empowerment of individuals (groups and societies) to make the vision happen despite obstacles.”
1. The development of vision and strategies
The absence of a clear vision ― which is specific, people-centred, empowering, challenging, inspiring, audacious and long-term, and with appropriate strategies for moving the nation from where we are to where we ought to be within a specific time-frame ― is the undoing of our leadership expectations (see chapter 2 of my book, Vision: The Fuel That Drives Leaders for detailed discussion on the subject). We have wandered in the wilderness of “visionlessness” for decades which has culminated in our snail-pace development efforts and our fire-fighting approach to fixing problems.
It is obvious that without a clearly defined vision with time-frames for goal achievements, the people will “move in circles”. If a cross section of Ghanaians are interviewed on where Ghana would be in the next five or ten years from now, they have no clue including the seat of government. Almost every sector of the Ghanaian economy and state institutions have no clear vision to aspire to, towards our developmental ends. That is why it is most important for every Ghanaian to know where the country is driving her energies towards, in every sector of our national life. Indeed, therein lies our collective will to succeed as a nation with a common destiny.
Thankfully, we are in the process of crafting a 40-Year National Development Plan for Ghana.
2. Align relevant people behind vision strategies
We must look for people who have the capacity to choose a team that can drive their vision to the expected end, despite setbacks. A true leader will look out for requisite traits in his team members. The following are key traits that a leader should poses and also look out for:
i) Wisdom
People with the requisite knowledge and proven capacity to apply same effectively in fixing problems and pioneering change.
ii) Self-discipline
Self-motivated persons, disciplined and willing to pay the price of leadership to achieve the ultimate.
iii) Decision Making
People with the capability to analyse issues, formulate plans and take bold, courageous and painful decisions to fix problems head-on in the national interest and move the nation forward in the vision direction to achievement.
iv) Initiative
People who wait until they are told what to do are not leaders. Unfortunately, this is what we witness across board among public office holders and private institutions. Leaders take initiative, can discern what needs to be done and commence action to effect change. “Educated illiterates” cannot stand the pressure and expectations of today’s quest for leaders who will drive people-centred initiatives for the common good.
v) Creativity
Third World economies need leaders with the ability to see solutions and fix problems. True leaders are excited by problems; fixing problems is what satisfies their leadership uniqueness. They think outside the box, create innovative paradigms and kill conservative idealism in the life of their successes.
vi) Positive Attitude
David offers a classic example of a key trait of a good leader: positive attitude. This sterling trait finds expression in a leader’s ability to see opportunities in every negative situation. A trip into biblical history will offer you an explicit illustration of the point. Instead of freezing with fear and panic, as King Saul and the Israeli forces did, David saw the golden fleece in the giant problem which Goliath epitomised (see 1 Samuel 17: 24-25; 32-37). His positive attitude in the face of a real national challenge (such as “dumsor”), saved the day for gloomy Israel.
3. The empowerment of individuals (groups and societies)
In our quest for rapid national transformation, we must be careful to cast our lot for persons who have demonstrable grit and promise to empower the people for self-actualization. Empowerment is based on giving people or employees training, resources (equipping), authority, motivation, opportunity (release), as well as holding them responsible and accountable for outcomes of their actions.
i) Training
This entails deliberate plans for group and individual capacity-building for cutting-edge professional competencies and relevant skills-acquisition training activities.
ii) Resources (Equipping)
The provision of adequate and relevant resources to groups and individuals is key to enhancing the achievement of strategic goals. Leaders with vision engage their teams with the right environment for effective delivery of vision objectives.
iii) Vesting of authority
State institutions must be strengthened by giving them the requisite legal bite to function independent of government interference. For example, the appointment of the IGP should not be a political decision; the office of the IGP should be independent of Executive interference. Again, the Attorney General should function independent of the Ministry of Justice to enable him or her executive judicial matters without fear or favour. State institutions must be seen to work in tandem for the maximum good of the state and not be seen as agents of State that dance to the tune of governments in power.
iv) Motivation
Incentives power team and individual spirit for greater results. A leader with vision will ensure the provision of packages that will motivate the people for their commitment to vision achievement.
v) Release (Opportunity)
Group and individual energies must be allowed to function without let or hindrance from any political or resource stranglehold. State institutions must function in a free atmosphere in the supreme interest of the socio-economic well-being of the people.