Project on Leadership Style of Nelson Mandela

7/27/2019 Project on Leadership Style of Nelson Mandela

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1. Meaning & Definition:-

A leadership style is a leader's style of providing direction, implementing plans, and

motivating people. There are many different leadership styles that can be exhibited by leaders

in the political, business or other fields.

Leadership is the art of motivating a group of people to act towards achieving a

common goal.

Leadership is the inspiration and direction of the action

He or she is the person in the group that posses the combination of both personality

(personality traits) and skills.

These both personality and skills makes other wants to follow his or her direction.

p


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2. OBJECTIVES OF THE STUDY

1. Study about Nelson Mandela and his different Leadership Styles.

2. Categorization of Leadership Styles using various leadership models.

3. Study of the impact of this leadership style on the Reliance group.

4. Comments on the Reliance framework and identification of areas for rationalization

or improvement, if any.


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3. Research Methodology:

Secondary data

Secondary data is data collected by someone other than the user. Common sources of

secondary data for social science include surveys and data collected through qualitative

methodologies or qualitative research. Primary data, by contrast, are collected by the

investigator conducting the research.

Secondary data analysis saves time that would otherwise be spent collecting data and,

particularly in the case of quantitative data, provides larger and higher-quality databases than

would be unfeasible for any individual researcher to collect on their own. In addition to that,

analysts of social and economic change consider secondary data essential, since it is

impossible to conduct a new survey that can adequately capture past change and/or

developments.

(A) Sources of secondary data

As is the case in primary research, secondary data can be obtained from two different

research strands:

Quantitative: Census, housing, social security as well as electoral statistics and other

related databases.

Qualitative: Semi-structured and structured interviews, focus groups transcripts, field

notes, observation records and other personal, research-related documents.

A clear benefit of using secondary data is that much of the background work needed has been

already been carried out, for example: literature reviews, case studies might have been carried

out, published texts and statistic could have been already used elsewhere, media promotion

and personal contacts have also been utilized.

This wealth of background work means that secondary data generally have a pre-established

degree ofvalidity and reliability which need not be re-examined by the researcher who is re-

using such data.
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Furthermore, secondary data can also be helpful in the research design of subsequent primary

research and can provide a baseline with which the collected primary data results can be

compared to. Therefore, it is always wise to begin any research activity with a review of the

secondary.
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4. TYPES OF LEADERSHIP STYLES

Authoritarian (autocratic)

The authoritarian leadership style orautocratic leader keeps strict, close control over

followers by keeping close regulation of policies and procedures given to followers. To keep

main emphasis on the distinction of the authoritarian leader and their followers, these types of

leaders make sure to only create a distinct professional relationship. Direct supervision is

what they believe to be key in maintaining a successful environment and follower ship. In

fear of followers being unproductive, authoritarian leaders keep close supervision and feel

this is necessary in order for anything to be done.

Examples of authoritarian communicative behaviour: a police officer directing traffic, a

teacher ordering a student to do his or her assignment, and a supervisor instructing a

subordinate to clean a workstation. All of these positions require a distinct set

ofcharacteristics that give the leader the position to get things in order or get a point across.

Authoritarian Traits: sets goals individually, engages primarily in one-way, downward

communication, controls discussion with followers, and donates interaction.
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Paternalistic Leadership

The way a Paternalistic leader works is by acting as a father figure by taking care of their

subordinates as a parent would. In this style of leadership the leader supplies complete

concern for his followers or workers. In return he receives the complete trust and loyalty of

his people. Workers under this style of leader are expected to become totally committed to

what the leader believes and will not strive of and work independently. The relationship

between these co-workers and leader are extremely solid. The workers are expected to stay

with a company for a longer period of time because of the loyalty and trust. Not only do they

treat each other like family inside the work force, but outside too. These workers are able to

go to each other with any problems they have regarding something because they believe in

what they say is going to truly help them.

One of the downsides to a paternalistic leader is that the leader could start to play favourites

in decisions. This leader would include the workers more apt to follow and start to exclude

the ones who were less loyal. In todays market paternalism is more difficult to come by

according to Pandemic and Earnest who wrote business dimensional and Organizational

Counselling. They believe this because there have become more lay-offs and stronger

unionization. This affects paternalistic leaders because the co-workers may not believe that

their jobs are 100% ensured. When this happens workers begin to look for bigger and better

job opportunities instead of staying at one company for a longer period of time. Because of

this, The leader may be thinking that you could be leaving and not fully believe you when

you tell them something about a job opportunity. This could put the workers and leader at

risk for a bad situation.

According to B. M. Bass who wrote Leadership and Performance Beyond Expectations,

workers who follow paternalistic leadership also have better organization skills. The leader


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encourages organization because they allow the workers to complete tasks so that they can

stay on top of their work. The workers complete tasks this boosts self-confidence and it

makes them work harder to reach a goal and exceed the goal to prove to their boss they are

working hard. Having this style of leadership can also help implement a reward system. This

system will allow their workers to work even better because there is something for them at

the end of the tunnel. While doing this they will also be able to accomplish more work in a

set time frame.


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Participative (Democratic)

The democratic leadership style consists of the leader sharing the decision-making abilities

with group members by promoting the interests of the group members and by

practicing social equality.

This style of leadership encompasses discussion, debate and sharing of ideas and

encouragement of people to feel good about their involvement. The boundaries of democratic

participation tend to be circumscribed by the organization or the group needs and the

instrumental value of people's attributes (skills, attitudes, etc.). The democratic style

encompasses the notion that everyone, by virtue of their human status, should play a part in

the group's decisions. However, the democratic style of leadership still requires guidance and

control by a specific leader. The democratic style demands the leader to make decisions on

who should be called upon within the group and who is given the right to participate in, make

and vote on decisions. Traits of a Good Leader Compiled by the Santa Clara University and

the Tom Peters Group: o HonestDisplay sincerity, integrity, and candour in all your

actions. Deceptive behaviour will not inspire trust. o CompetentBase your actions on

reason and moral principles. Do not make decisions based on childlike emotional desires or

feelings. o Forward-lookingSet goals and have a vision of the future. The vision must be

owned throughout the organization. Effective leaders envision what they want and how to get

it. They habitually pick priorities stemming from their basic values. o InspiringDisplay

confidence in all that you do. By showing endurance in mental, physical, and spiritual

stamina, you will inspire others to reach for new heights. Take charge when necessary.

o IntelligentRead, study, and seek challenging assignments. o Fair-mindedShow fair

treatment to all people. Prejudice is the enemy of justice. Display empathy by being sensitive

to the feelings, values, interests, and well-being of others. o Broad-mindedSeek out
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diversity. courageousHave the perseverance to accomplish a goal, regardless of the

seemingly insurmountable obstacles. Display a confident calmness when under stress. o

StraightforwardUse sound judgment to make a good decisions at the right time.

o ImaginativeMake timely and appropriate changes in your thinking, plans, and methods.

Show creativity by thinking of new and better goals, ideas, and solutions to problems. Be

innovative!

Research has found that this leadership style is one of the most effective and creates higher

productivity, better contributions from group members and increased group morale.

Democratic leadership can lead to better ideas and more creative solutions to problems

because group members are encouraged to share their thoughts and ideas. While democratic

leadership is one of the most effective leadership styles, it does have some potential

downsides. In situations where roles are unclear or time is of the essence, democratic

leadership can lead to communication failures and uncompleted projects. Democratic

leadership works best in situations where group members are skilled and eager to share their

knowledge. It is also important to have plenty of time to allow people to contribute, develop a

plan and then vote on the best course of action.
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Laissez-faire

The laissez-faire leadership style was first described by Lewin, Lippitt, and White in 1938,

along with the autocratic leadership and the democratic leadership styles. The laissez faire

style is sometimes described as a "hands off" leadership style because the leader delegates the

tasks to their followers while providing little or no direction to the followers.[8][unreliable

source?] If the leader withdraws too much from their followers it can sometimes result in a

lack of productivity, cohesiveness, and satisfaction.[9]

Laissez-faire leaders allow followers to have complete freedom to make decisions concerning

the completion of their work. It allows followers a high degree of autonomy and self-rule,

while at the same time offering guidance and support when requested. The laissez-faire leader

using guided freedom provides the followers with all materials necessary to accomplish their

goals, but does not directly participate in decision making unless the followers request their

assistance.

This is an effective style to use when:

Followers are highly skilled, experienced, and educated.

Followers have pride in their work and the drive to do it successfully on their own.

Outside experts, such as staff specialists or consultants are being used.

Followers are trustworthy and experienced.

This style should NOT be used when:

Followers feel insecure at the unavailability of a leader.

The leader cannot or will not provide regular feedback to their followers.[10]
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Transactional

The transactional style of leadership was first described by Max Weber in 1947 and then later

described by Bernard Bass in 1981. Mainly used by management, transactional leaders focus

their leadership on motivating followers through a system of rewards and punishments. There

are two factors which form the basis for this system, Contingent Reward and management-

by-exception.

Contingent Reward Provides rewards, materialistic or psychological, for effort and

recognizes good performance.

Management-by-Exception allows the leader to maintain the status quo. The leader intervenes

when subordinates do not meet acceptable performance levels and initiates corrective action

to improve performance. Management by exception helps reduce the workload of managers

being that they are only called-in when workers deviate from course.
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Key Points

In business, transformational leadership is often the best leadership style to use. However, no

one style of leadership fits all situations, so it helps to have an understanding of other styles.

The main leadership styles include:

Transactional leadership.

Autocratic leadership.

Bureaucratic leadership.

Charismatic leadership.

Democratic/participative leadership.

Laissez-faire leadership.

Task-oriented leadership.

People/relations-oriented leadership.

Servant leadership.

Transformational leadership.

By learning about the pros and cons of each style, you can adapt your approach to your

situation.


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5. NELSON MANDELA

It is better to lead from behind and to put others in front, especially when you celebrate

victory when nice things occur. You take the front line when there is danger. Then

people will appreciate your leadership.

Nelson Mandela

Nelson Rolihlahla Mandela (born18 July 1918) is a South African anti-apartheid activist,

revolutionary and politician who served as President of South Africa from 1994 to 1999, the

first to be elected in a fully representative, multiracial election. His administration focused on

dismantling apartheid's legacy, and cutting racism, poverty and inequality. Politically

a democratic socialist, he served as president of the African National Congress (ANC)

political party from 1990 to 1999.

A Xhosaborn to the Thimbu royal family, Mandela attended Fort Hare University and

the University of Witwatersrand, studying law. Living in Johannesburg townships and

becoming involved in anti-colonial politics, he joined the ANC, becoming a founding

member of its Youth League. When the National Party government implemented apartheid in
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1948, he rose to prominence in the ANC's 1952 Defiance Campaign, being elected president

of the Transvaal ANC branch and overseeing the 1955 Congress of the People. Working as a

lawyer, he was repeatedly arrested for seditious activities and with the ANC leadership stood

on the Treason Trial from 1956 to 1961. Although initially committed to non-violent protest,

in association with the South African Communist Party he co-founded the militantUmkhonto

we Sizzle (MK) in 1961, leading a bombing campaign against government targets. In 1962 he

was arrested and convicted of sabotage and conspiracy to overthrow the government, being

sentenced to life imprisonment.

Mandela has received international acclaim for his anti-colonial and anti-apartheid stance,

having received over 250 awards, including the 1993 Nobel Peace Prize, the U.S. Presidential

Medal of Freedom and the Soviet Order of Lenin. He is held in deep respect within South

Africa as the "Father of the Nation", where he is often known under his Xhosa clan

name of Maida. Controversial for much of his life, critics denounced him as

a terrorist and communist sympathiser.

Nelson Mandela, considered by many as a revolutionary leader, helped organize the fight

against racism and apartheid in South Africa. (Brink, 1998). Mandela witnessed leadership at

a young age when observing his guardian supervising tribal decision-making gatherings.

Mandelas guardian listened in silence for days, never voicing his opinion even after

everyones opinion was heard. After everyone had spoken, his guardian guided the group to

reach a consensus. Later, Mandela used this experience to mild his leadership style (Stengel,

1994).

According to Stengel (1994), Mandela recalled the following lesson regarding leadership

from when he was a young cattle herder:
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"When you want to get a herd to move in a certain direction," he said, "you stand at the back

with a stick. Then a few of the more energetic cattle move to the front and the rest of the

cattle follow. You are really guiding them from behind." He paused before saying with a

smile, "That is how a leader should do his work" (p.1).

Mandela began displaying his ability to organize and lead others by helping to create the

Youth League of African National Congress (ANCYL) which organized protests, boycotts,

petitions, and strikes to end apartheid. Previously the African Nation Congress

(ACN), ANCYLs parent organization, had petitioned the government for years for equality

with little success. However, with increased success of the movement, the government

increased violence toward nonviolent protesters and banned the ANC. Mandela and other

leaders in the movement had to decide how to respond. In a risky decision, they concluded

that nonviolence would no longer be effective and that the ANC needed to continue

underground. These actions resulted in the imprisonment of Mandela and many ANC leaders,

but this action helped to inspire others and to prepare the country for change (Hall, 2006).

After more than twenty years in prison, Mandela decided it was time to take matters into his

own hands. He realized that, as a leader, it was time to take a drastic step, and he met with the

South African president in order to discuss his release and his desire to switch the nation to a

democracy. Mandela was successful, and upon his release he was elected the first democratic

leader of South Africa (Brink, 1998).

Throughout his battle against apartheid and helping to bring democracy to South Africa,

Mandela adopted a democratic leadership style. According to Johnson and Johnson (2006),

Democratic leaders set policies through group discussion and decision, encouraging and

helping group members to interact, requesting the cooperation of others (p. 182).


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Mandela believed in the value of the democratic process, even thought he did not always

initially agree with the result. Some of his unsuccessful pursuits included when he tried

during his imprisonment to have prisoners addressed more respectfully by guards, and later

when he attempted to have the national voting age lowered to 14 (Stengel, 1994).

Mandelas leadership success can be attributed to his use of consensus. Consensus is

considered to be the superior decision making process to build commitment and motivation in

group members towards group objectives. Using consensus aids in making the best possible

decision and utilizes the resources of everyone involved (Johnson & Johnson, 2006).

In conclusion, Nelson Mandela is viewed as a revolutionary leader for his ability to empower

and motivate others using his strong regard for consensus and the democratic process.

Awards and Honours

1. Nobel Peace Prize 1993

2. Amnesty International's Ambassador of Conscience Award

3. Honorary citizen of Belgrade, Serbia

4. Listed as one of the 100 most influential people of 2004 by Time magazine

5. and over a 100 more


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6. Nelson Mandela Leadership Style

1. Your vision in life must be for greater good.

Nelson Mandela saw an Africa where apartheid would finally be abolished and every man

would be free and equal in the eyes of the Nation.

It was this vision that propelled him to do what he had to do, and it was this vision that

sustained him through the darkest days in prison.

Sometimes we think that having a vision in life means thinking about having a big house, a

big car and lots of possessions; theres nothing wrong with that. But when the going gets

tough, youll give it up easily because theres really no big deal about having those.

Your purpose here on Earth is to be a blessing to the rest of society and living it out gives you

the energy you need to persist until your vision comes to pass.

2. Not everyone will support your vision.

Before Nelson Mandela successfully abolished apartheid from Africa, he had to face a lot of

opposition from individuals and organizations all over the world.

No matter how ideal your vision is, the fact is that a vision means change for people. Not

everyone wants to change because change is uncomfortable. For some, change is outright

painful.

Although everyone today seems to be supporting Nelson Mandelas vision and lauding him

for his achievements, this was not the case many years before.

During the early years of Nelson Mandelas movement, he was even deemed a terrorist by the

United States and also thrown in prison for many years.

This will be the same case for you. If youre pursing a great vision for a better world; dontexpect everyone around you to rally behind you. Expect people to stand against you.


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3. You need to fight for your vision.

This means that you have to fight for your vision. Your journey to seeing your vision come to

pass wont be a walk in the park. Youre going to face many obstacles along the way and

individuals who will oppose your movement.

Because of that, you have to be conscious about it and not get discouraged at the first

obstacle. You have to fight. Break down the walls and breakthrough every time you feel like

giving up.

Nelson Mandela spent 18 years in prison before he was elected President of South Africa.

Faced with such a huge setback; he never gave up his vision.

Though you will never end up in prison, but you must also understand that you will face such

setbacks in your life too. Dont give up and keep pressing on.

One day youll get there.


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Lead From the Back

As a boy, Mandela was greatly influenced by Jongintaba, the tribal king who raised him.

When Jongintaba had meetings of his court, the men gathered in a circle, and only after all

had spoken did the king begin to speak. The chiefs job,Mandela said, was not to tell people

what to do but to form a consensus. Dont enter the debate too early, he used to say.

I think that more than ever before, people now want to be recognized for the value they bring

to the table. They want to be heard. And they want their leaders to listen! This means that

if leaders are going to move in sync with where the people are, they will need to remember

Mandelas words when reminiscing about his boyhood and herding cattle. You know, he

would say, you can only lead them from behind.

Lead with the Knowledge that Nothing is Black or White. (no pun intended)

Mandela acted on the belief that life is never either-or; right or wrong; black or white. He

understood that decisions are complex; that there are always competing and complicating

factors; that nothing is ever as straightforward as it appears; that the leader does not have all

the answers or the best answer.

Think about how dramatically our worlds have changed today. What we took for granted as

being our reality is no longer the same. Everyone is loudly expressing their different needs,

feelings and perceptions. More than ever leaders need to think like Mandelathey need to

be comfortable with contradiction; they must be able to listen and they must invite authentic

dialogue and debate. When they do these leaders will not fall into either-or thinking and will

make profoundly and fundamentally better decisions.
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Quitting is Leading Too

Knowing how to abandon something that is not working, a failed idea, goal or relationship is

often the most difficult kind of decision a leader has to make. This takes enormous courage.

In the history of Africa, there have been only a handful of democratically elected leaders

who willingly stood down from office and did not hold the country hostage. Mandela was

determined to set a precedent for all who followed him by choosing to set the course but not

steering the ship forever. He understood that leaders lead as much by what they choose not

to do as by what they choose to do.

We are seeing leaders in business and government in the USA today, who are holding on

tightly to outmoded goals,policies, approaches and opinions. It is time for such leaders to

catch up with how the world has changed, listen to the people, and change their perspectives

accordinglyor else make way for those who can.

Be Humble about your strengths and honest about your flaws.

Mandela had a deep understanding of himself. He knew that although he was a great leader,

he was also a man of flesh and blood; of weaknesses and flaws. He was willing to own up to

his flaws and worked hard at triumphing over them. He also understood his weaknesses and

found ways to make sure that he compensated for them.

We dont see a whole lot of this kind of honesty and humility in too many leaders today.

What we do see a lot of is leaders who choose not to look in the mirror and as a result are in

denial about the fact that their weaknesses are getting in the way of real change and progress.

Would you agree that the world would be a better place today if the bulk of those who call

themselves leaders applied Mandelas leadership gifts? Id love to hear your thoughts.
http://www.sandygluckman.com/nelson-mandela-a-great-leaderhttp://www.sandygluckman.com/nelson-mandela-a-great-leaderhttp://www.sandygluckman.com/nelson-mandela-a-great-leaderhttp://www.sandygluckman.com/nelson-mandela-a-great-leader


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Few could doubt the Nelson Mandela political achievements. Mandela is a man who stood

firm and took his country from the extremes of apartheid through to democracy. For this he

was awarded the Nobel Peace Prize (1993). He has achieved more than this though.

Nelson Mandela has received more than 250 awards that are in every way honorable. Keys to

cities, and honorary degrees are among them, along with the peace prize.

In any Nelson Mandela interview you will find him to be a man of humor, honesty and

humility. These are great attributes in any man, but Mandela can be considered among the

greats.

One of those greats was Gandhi. Perhaps people can see something similar in Nelson

Mandela and Gandhi. Mandela paid tribute to Gandhi with these words: "He dared to exhort

nonviolence in a time when the violence of Hiroshima and Nagasaki had exploded on us; he

exhorted morality when science, technology and the capitalist order had made it redundant;

he replaced self-interest with group interest without minimizing the importance of self. India

is Gandhi's country of birth; South Africa his country of adoption" They were like-minded

men.

Nelson Mandela, Obamathere is a mutual respect there of that there is no doubt. Barack

Obama sent a videoed message to Mandela on his 91st birthday in which he displays the

utmost respect to Nelson Mandela and his life's achievements.

Possibly not that it means that much to the Mandiba himself but yes there is a Nelson

Mandela statuein fact more than one. There is one in Nelson Mandela Square (formerly

Santon Square) in Johannesburg, and one in Parliament Square, London. There are also

streets, and bridges named in his honor, and postage stamps.


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The Nelson Mandela stadium in Port Elizabeths, South Africa seats 46,500 and has been built

in anticipation of the 2010 FIFA world cup.

The Nelson Mandela museum is situated near his home of Qunu. Mandela has insisted that

this museum should not be a tribute to just his own life, but to the cause he stood for and to

uplift and develop the local community.

The Nelson Mandela Children's fund supports children in South Africa with the aim to

change the way society treats its children and youth.

The Nelson Mandela Foundation is a huge organisation with the aim to promote a just society

built on Mandela's vision and work.

Along with many peace and educational activities Mandela has been prominent and

outspoken in the effort against AIDS. His son died from AIDS and it is often referred to as

'the curse of Africa'. For Nelson Mandela AIDS is another war, another impossibility that can

still be won. Since 2003 Mandela has supported the 46664 concerts to support HIV/AIDS

victims and research. Apart from the initial 1988 concert when Mandela was still in prison

the birthday concerts have all been run by 46664.

With all the awards and honorary degrees and accolades, the Nelson Mandela achievements

have been many, certainly more than most men would achieve in a life time. From a young

boy, schooled for royalty, to political activist, to prisoner, to President, to honoured scholar

and statesman Nelson Rolihlahla has done so much for the world and will go down as one of

histories greatest men. It is little wonder that July 18 (his birthday) has been named as

'Mandela Day'. His contribution to the world has been great indeed.


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7. Nelson Mandela a Model of Leadership

Risk Taker

According to Kouzes and Posner, one - a leader in particular - is confronted with risk when

one tries untested approaches and accepts the risk that accompany all experiments. One is

also confronted with risk when one is (a) confronted with a new challenge or a new idea, (b)

pushed outside ones comfort zone, (c) willing to be first and or to trust, (d) willing to

experiment with new ways of doing things and or (e) willing to go beyond the boundaries (1).

Nelson Mandela, born July 18, 1918 at Mvezo, a tiny village on the banks of the Mbashe

River in the district of Umtata, the capital of the Transkei, was one of the worlds greatest

leaders and risk takers, yet becoming so was a process. He learned to be a leader. Madiba,

Nelsons clan name, a term of respect, challenged the social process of apartheid in South

Africa and became its first Black African president. Although he was imprisoned for 27

years, he accomplished this feat with style and grace. On May 10, 1994, Nelson Madiba

Mandela accepted the presidency of South Africa with national pride and humility. In the

process of becoming president, he became a worldwide model of leadership. In 1993, he

won the Nobel Prize, partly due to his leadership ability (3). Today, he is one of the worlds

most reverenced leaders.

Madiba began developing his leadership style during his early childhood years while

watching his father and mothers behavior, listening to them tell African tales, and listening

to his father, Chiefs, and elders recite oral history.

Mandela grew up listening to his fathers stories of historic battles and heroic Xhosa warriors,

and his mother would enchant him with Xhosa legends an fables. These tales stimulated his


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childish imagination, and usually contained some moral lesson, such as virtue and

generosity will be rewarded in ways that one cannot know. (2, p.10)

Mandela was a scholar of Xhosa history, but at Mqhekezweni (where Chief Jongintaba

resided), and from Chiefs and headmen, he learned true African history. Through them he

discovered the great patriots who fought against Western domination. His imagination was

fired by the glory of these African warriors (2, p. 20) He once stated I maintain that nurture,

rather than nature, is the primary molder of personality In his autobiography, he states

On the day of the inauguration, I was overwhelmed with a sense of history. (2, p. 541).

Madibas leadership style, and his ability to take risk, are rooted in Xhosa history, familial

piety, family, early childhood training, and a formal Christian education.


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Foundations of Risk Taking

Apart from life, a strong constitution, and an abiding connection to the Thembu royal house,

the only thing Mandelas father, Gadla Henry Mphakanyiswa, bestowed upon him at birth

was a name, Rolihlahla. In Xhosa, Rolihlahla literally means, pulling the branch of a tree,

but its colloquial meaning is troublemaker. (2, p. 3) His father, was a chief by both blood

and custom (2, p. 3). Mandelas first insight into leadership was from watching his father, his

role model. He knew his mother loved and supported him, but he held that I defined myself

through my father. (2, p. 13) The Xhosa are a proud and patrilineal people with an

expressive and euphonious language and an abiding belief in the importance of laws,

education, and courtesy. Mandela adopted all these traits and beliefs. This is manifested in

his effervescent mannerisms, eloquent speech, humility and moral code of ethics. Xhosa

society was a balanced and harmonious social order in which every individual knew his or

her place. Each Xhosa belonged to a clan that traces its descendent back to a specific

forefather (2) It was from those Mandela further developed strong ties to his homeland and

people. He once stated We have no half brothers or half sisters. My mothers sister is my

mother; my uncles son is my brother, my brothers child is my son, my daughter. (2, p. 8)

Although Mandela was a member of the royal household, he was not trained to rule, but to

counsel the rulers of his tribe. (2) Thus he develop a sense of social responsibility and loyalty

for the welfare of his people. He could also be exceedingly stubborn, another trait passed

down from his father to him. (2) He stated My father possessed a proud rebelliousness, a

stubborn sense of fairness, that I recognize in myself.

Africans have a highly developed sense of dignity, or what the Chinese call face . I

learned early that to humiliate another person is to make him suffer an unnecessarily cruel

fate. Even as a boy, I defeated my opponents without dishonoring them. (2, p. 9)


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At five Mandela became a herd-boy. He developed a work ethic very early in life. As a

youth, his most popular game to play was thinti, an approximation of war. Custom, ritual,

and taboo shaped his life. To him, this was the alpha and omega of existence, and was

unquestioned. He also learned that to neglect ones ancestors would bring ill fortune and

failure in life. He was aware of a collective conscienceness.

His father did not subscribe to local prejudice, nor did he. As stated earlier, he was baptized

into the Methodist, or Wesleyan Church, and sent to school. where he receive a British

education. His first teacher gave him the Christian name Nelson. (2) At nine 3 years of and

after the death of his father, Mandelas mother took him to live with Chief Jongintaba

Dalindyebo at Mqhekezweni (the Great Place, the capitol of Thembuland.) Here he was

constantly in the presence of the Chiefs, the chief elders, local people, politician, the highest

Justices of the Thembu court, men that were used to the exercise of authority. This is where

he gained a personal sense of authority, privilege and power, self-determination and

leadership. Jongintaba, the regent, became his guardian and benefactor for the next decade.

In the moment of beholding Jongintaba and his court I felt like a sapling pulled root and

branch from the earth and flung into the center of a stream whose strong current I could not

resist..I saw that life might hold more for me than being a champion stick-fighter.(2, p. 14)

It was here that a vision of leadership was planted in Mandelas heart. He said Chief Joyis

war stories and his indictments of the British made me feel angry and cheated, as though I

had been robbed of my own birthright. (2, p. 19)

My later notions of leadership were profoundly influenced by observing the regent and his

court. I watched and learned from the tribal meetings that were

regularly held at the Great Place. As a leader I have always followed the


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principals I first saw demonstrated by the regent at the Great Place.

The principles of leadership that he learned there are as follows: (a) The foundations of self-

government are that all men are free to voice their opinions and equal in their value as

citizens. (b) When criticized, listen do not defend oneself, and show no emotion. (c)

Unanimity might be an agreement to disagree, to wait for a more propitious time to propose a

solution. Democracy means that all men are to be heard, and a decision is taken together as a

people. A minority is not to be crushed by a majority. No conclusion is forced on people

who disagree. (d) A leader is like a shepherd. He stays behind the 4

flock, letting the most nimble go out ahead whereupon the others follow, not realizing that all

along they are being directed from behind. (e) Endeavor to listen to what each and every

person in a discussion have to say before venturing ones own opinion. (2, pp. 18 & 19). In

the Great Place Mandela learned of heroism, generosity, principles of leadership and

humility.

Mandela was a serious youth and never liked to admit defeat. At 16, during his right of

passage into manhood (circumcision), he had to display daring courage and show no signs

of weakness, which would have stigmatized his manhood. There were explicit rules for

entering into manhood properly. To the Xhosa people, it represented the formal

incorporation of males into society. It was at this time that he realized he had to put away

childish thinking. Circumcision was a trial of bravery and stoicism. Mandela counts his

years of manhood from the day of his circumcision. The name he was given at circumcision

was Dalibunga, meaning Founder of the Bungha, the traditional ruling body of the

Transkei. As a reward for becoming a man, he was give material wealth, two heifers and four

sheep. He was not a jealous person, therefore he was not jealous of those who received more


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than he, he was merely grateful for what he was given. During the ceremony after his

circumcision, he and other young men were refereed to as sons, young, healthy, and

handsome, the flower of the Xhosa tribe, the pride of our nation. (2, p.26) He was also told

that the Xhosa and all Black South Africans were conquered people, that they were slaves in

their own land, and tenants of their own soil, that they had no strength, no power, no control

over their own destiny in the land of their birth. They were told that the gifts they were given

were naught because the leaders could not give them the greatest gift of all: freedom and

independence. The flowers of the Xhosa nation are dying. These words soon began to work

in him and he developed a burden for Black South Africans. Mandela stated The speaker

had planted a seed, and though the seed lie dormant for a long season, it eventually began to

grow. (2, p 26). Also, this was the day that Mandela realized he had been ignorant of

Blacks plight in South Africa. At 16, while attending Clarkbury Boarding Institute, Mandela

learned that Blacks do not always have to obey Whites. He witnessed and learned unselfish

devotion to a good cause. He added to his work ethic, diligence. Although at this time he was

not very 5 courageous, he admired Blacks who would not be cowed by Whites. He learned to

accept all Blacks, not just those of his clan. At 19, while attending Wesleyan College, he

learned about the responsibility of being a leader, and for the first time he experienced the

responsibility and burden of leadership. He became a leader, but his courage was yet

untested. He began to understand his parochialism and loosen the hold of the tribalism that

imprisoned him. He began to sense his identity as an Africa, not just a Thembu or even a

Xhosa. He learned moral reasoning, and to take a stand for justice and truth, just as the

assegai (African spear) stands for what is glorious and true in African history. He learned to

be fair. By watching educated Black role models, he became aroused and motivated, he

began to change his perception of his White benefactors. His sense of African pride was

deepened; he began to feel like one of the chosen people. Although there were moral, racial,


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and cultural dilemmas he had to work through, he felt like he was being groomed for success

in the world. He became a leader of choice, a mover and a shaker. He learned not to bend,

but to stand fast, whatever the cost. He also learned that he would not win every fight with

authority. Of a certain incident he wrote, We had remained firm, and we won. This was

one of my battles with authority, and I felt the sense of power that comes from being right

and justice on ones side. (2, p. 40) He learned diligence and discipline, also self-discipline

and patience to build on ones endowment. He learned that men who take great risk often

suffer great consequences. He became sophisticated, but never forgot that he was a country

boy who loved and missed country pleasure. It was in college that he had his first formal

introduction to the African

National Congress. From watching the President sons behavior, he learned that a Black

man did not have to accept the dozens of petty indignities directed at him each day. While he

appreciated all his White benefactors had and were doing for him, he resented their absolute

power over his fate. For it was in the countryside, running through open fields, that he

learned to love freedom. If one is to become a leader, one will have to be in love with The

cause. Mandela said this regarding one of his college experiences It aroused and

motivated us and began to alter my perception

When Mandela returned home, his filial piety was intact, but he was well prepared to rebel

against the social system of his own people, but not yet society at-large:6 little wins. To

avoid an arranged marriage, he took the risk of running away from home to Johannesburg

South Africa.


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8. References

(1) Kouzes, J. M. & Posner, B. Z. (1995); The Leadership Challenge: How to Keep Getting

Extraordinary Things Don in Organizations, Jossey-Bass, San Francisco, California.

(2) Mandela, Nelson (1994); Long Walk to Freedom: The Autobiography of Nelson

Mandela, Little, Brown and Company; Boston, MA.

(3) Mandela, Nelson Rolihlahla


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9. Bibliography:-

http://www.mindtools.com/pages/article/newLDR_84.htm#sthash.BTYiLH6W.dpuf

www.managementstudyguide.com/ leadership-styles.htm

www.encarta.msn.com/find/Concise.asp?z=1&pg=2&ti=761556825

http://www.nobelprize.org/nobel_prizes/peace/laureates/1993/mandela-bio.html
http://www.mindtools.com/pages/article/newLDR_84.htm#sthash.BTYiLH6W.dpufhttp://www.managementstudyguide.com/leadership-styles.htmhttp://www.managementstudyguide.com/leadership-styles.htmhttp://www.managementstudyguide.com/leadership-styles.htmhttp://www.managementstudyguide.com/leadership-styles.htmhttp://www.managementstudyguide.com/leadership-styles.htmhttp://www.encarta.msn.com/find/Concise.asp?z=1&pg=2&ti=761556825http://www.encarta.msn.com/find/Concise.asp?z=1&pg=2&ti=761556825http://www.managementstudyguide.com/leadership-styles.htmhttp://www.mindtools.com/pages/article/newLDR_84.htm#sthash.BTYiLH6W.dpuf

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