Davis
Rev. Fr. Edmund Davis, Contributor
LEADERSHIP behaviour determines, to a large extent, group decision and performance. The behaviour patterns of a leader can have positive or negative effects on the decision-making and performance of his followers.
An effective leader should develop and utilise appropriate behaviours. Leadership behaviour should be matched to the performance needs of the individual, interest groups and the wider community.
Leadership includes articulating visions, embodying values, empowering others, defining the organisation's culture, and creating the appropriate environment for effective and efficient service. The behaviour of individuals and groups is sometimes influenced by the leadership style, norms and cohesiveness of the group. Leaders should be aware of the impact they make on others. If leaders abuse their power, status and authority, their followers will do likewise. The complexity of human life and the pervasiveness of communal conflicts remind us that leaders should develop good social skills, and provide focus for the life, utterances and actions of their followers. Whether leadership qualities are innate or developed, they should be channelled in the right direction; otherwise, a leader may become a real liability to the nation rather than a welcome asset.
LEADERSHIP STYLES
So often when persons say that they do not like a particular leader, what they mean is that they do not like is the person's style of leadership. There is no single style of leadership which is applicable to every situation. The situation should largely determine the style of leadership. This contingency approach should be evaluated in terms of its creativity, sensitivity, flexibility and effectiveness. In recent years, increasing emphasis has been placed on transformational and transactional leadership. However, many leaders have been assessed on the basis of whether their leadership style has been dictatorial, autocratic, democratic, laissez-faire or charismatic.
The sober reality is that no leadership style is perfect, but with prudent behavioural patterns, appropriate management skills and interpersonal relationships, leaders of distinction will emerge. The situation surrounding the leadership functions, has a critical bearing upon the success of any given leadership style. The choice of leadership style also depends upon which set of assumptions about human nature and behaviour the leader accepts and applies. Some leaders seem to be guided not by moral and ethical standards but by pragmatic considerations. The mistaken concept is that the guarantee of success is to be found in practising expediency and astuteness and in manipulating situations and persons.
One of the central concerns of many Jamaicans is whether our contemporary style of leadership can adequately address the anti-social behaviour and communal threats within our society.
LEADERSHIP AND SECTORAL INTERESTS
Jamaica needs leaders with integrity, insight, vision and commitment who will focus on the needs and aspirations of the nation rather than engaging in self-promoting behaviours. Their leadership style should reflect an awareness and appreciation of the synergy between sectoral and national objectives and goals as well as the impact of the global community.
Leaders should speak and act in ways that will facilitate their followers in reaching consensus on a common direction and purpose. It is not enough for the various interest groups to give directives and make pronouncements. It is destructive for leaders to send confused and unclear signals which may create false expectations and encourage anti-social behaviour, to their followers. Leaders with a sense of some creative imagination, management knowledge and skills, should structure cohesive task-oriented groups with appropriate strategies, to handle deviants and conflicts and to restrain the destructive behaviour of some followers.
Interest groups should not be viewed as an end in themselves; but as primarily instruments for defining, implementing and achieving the objectives and goals of the nation. Peace and justice, stability and sustained national development will be achieved only when the needs and aspirations of the various sectors are the same as those of the nation. This requires a process of co-ordination, co-operation, commitment, accountability as well as a model and vision of unity in diversity, as we struggle as a nation to make sense of the current wave of divisions, uncertainties, crime and violence.
LEADERSHIP NURTURING
The rapid changes which are taking place in the communication environment, coupled with the current technological evolution and the influence of globalisation, have sensitised many Jamaicans to the need for a critical and empirical appraisal of our existing patterns of leadership. These changes should challenge our leaders to prepare others to assume responsibilities and to exercise authority. Persons with the ability and aspiration to leadership positions are usually demoralised and crushed rather than provided with guidance, training and leadership opportunities. Efforts should be made to determine the performance readiness of a person in order to provide him/her with appropriate leadership opportunities. This will enable him/her to grow and develop readiness.
Persons with outstanding gifts and capabilities should be allowed space and opportunities to develop and utilise their gifts for the common good. Persons who are low on ability and willingness will require guidance and direction. One may delegate responsibility and authority to persons who are high on ability and willingness. Such persons are usually at the highest point of readiness and are confident, motivated and committed.
CONCLUSION
During the 21st century, the hierarchical leadership patterns that have governed the human mind and community will be examined and challenged. The evolutionary era of the third millennium requires new and creative patterns of behaviour to address effectively the changing circumstances. This is essential if some sectoral leaders are not to become part of the national problem, rather than part of the solution.
In the changing Jamaica society of science and technology as well as the rapid transfer of knowledge, the survival of some leaders will depend on their willingness to move away from self-promoting visions, arrogance, discourtesy and obsession with power and status symbols. They should learn to listen, to consult, to communicate with clarity and focus, to accept others in their diversities and promote the national interests above their own vested interests. Leaders must unite and come up with a crime reduction plan and a national development plan which will reduce anti-social behaviour and contribute to sustained national development.
The Rev. Fr. Edmund Davis is a former General Secretary of the Jamaica Council of Churches and the author of a book on leadership and management.
