Volume 6- Issue 3, March 2007
Published by Llumina Press

Leader & Leadership

            When we think of a leader, an idea comes to mind: a person who commands a group, organization, or country. Leadership is the position (or duties of said leader), which he/she performs. But the question arises: Where do these leaders come from? And who are these people?

            Leadership is about influencing the people to follow you, achieving a certain goal. This influencing skill is the major factor, which helps align people with the vision of the leader. It may be a natural phenomenon based on the leader’s personality, character, charisma, or competence—or an unnatural phenomenon based on position, rank, or authority.

            “‘Trust’ is the basic requirement for influencing people to follow you. Trust is never built on what you say but on what you do and what you are. Thus a noticeable personality is definitely an attraction for followers, but a character based on ethical and moral standing is what inspires people to follow you and develop deep-rooted devotion and passion for the vision of the leader.” (Ali Jan)

            Whether it is the American president or the president of a top multinational company, leadership is not a borrowed, snatched, or manipulated position. It is an earned virtue, not dependent on legal power. All top leaders, who have survived the test of time, have proven themselves to be men of character and principles; they led the people from the front; they have been the first ones to face the impact in times of crisis; and most of them have displayed humility of action and deed. The last quality is perhaps the rarest to find in today’s leaders. Most leaders in today’s world are full of themselves, displaying arrogance and suffering from a myopic vision.

            “Actions speak louder than words.” (Michel de Montaigne)

            Leadership plays a crucial role in the development of organizations and countries. They create vision, passion, and integrity that become an example for many others to follow. If leadership is not based on merit, character, and competence, leaders are always going to be insecure, hiding behind fancy words—forever seeking safe place in position and rank. Their insecurities make them seek and select people who are inferior to their intellect. These incompetent, chosen people, in turn, select people who are two notches below them. And, thus, a culture of incompetence and insecurity is built up. Such leaders are responsible for creating classic corporate fools. The desire to accumulate power comes from their own insecurity and inward fears that – without power – they may not have a chance of surviving in the long run. The men around them, sensing insecurity, constantly feed their egos until it makes them insensitive about their surroundings.

            Pakistani politics have become a case study of this category. Aside from the Quaid-i-Azam, there has not been a single leader in the country who could inspire trust, love, or respect in the masses; they all come with big claims of creating a historic revolution and leave with an identical bitter end to their tenures.

            The difference between the progress of India and Pakistan also affects leadership styles. While on merit, Dr. Manmohan Singh is perhaps the most educated, well-read, and experienced leader of modern times—with proven competence in initiating the turnaround in Indian economy, when he served as the finance minister. His humility is apparent from his simple dress. When it comes to the national interests, however, no super power can make him budge from his position.

            Change does not necessarily have to be initiated from the top. It is always a few committed people at the bottom whose vision, passion, and integrity become an example for many others to follow. Soon these few people turn their drive into a movement, which creates enough pressure to bring a change to the top. What we need is a bottom-up approach, where it is the moral duty of all people – who have intellectual and moral integrity – to take responsibility and set examples of personal sacrifice—restoring the moral and ethical balance in society.

References:

"Leadership amongst primates." Wikipedia. 5 Mar. 2007

          <http://en.wikipedia.org/wiki/Leadership#Leadership_amongst_primates>.

Author Bio:

                Muhammad Haseeb Raza belongs to a remote and undeveloped area of Pakistan, where educational and health facilities are very hard to come by. He recently completed his master degree in public administration, and engaged in writing activity (specially writing on social issues). He is always trying to improve his self, and to note suggestions made by anyone.