“A large chair does not make a king.” – Sudanese proverb
More often than not, when we talk about leadership we tend to reduce it to authority vested in individuals and groups. And when we desire to be generous, we go a step further to include simplistic conversations about their skills and abilities to command ‘communal visions’ and ‘build capacity’ to solve challenges. We wade into these terminologies which have more to do with ‘academic pomposity’ because we are myopically fixated on leadership being an ‘ambitious aspiration’ to glorify an individual’s legacy.
Perhaps it is not surprising that often it is the perks of leadership, rather than the actual work of dignifying people, that inspires aspirations for leadership positions. The grandeur and lushness of the position feel like the right poetic image for self-actualisation.
It is no secret that many of us have cultivated the idea that leadership is the apex of self-actualisation. This is the mythography of leadership that presents it as a position that one attains – and afterward he or she should not and cannot descend into the lower echelons of the societal ladder. Some also believe it to be a ‘gravy train’ whose drippings create wealth for the leader.
When we accept leadership as an ‘ambitious aspiration’, it drives many individuals to hunger for it. Sadly, we have all played a big part in this, for we often prefer the juicier headliners. We do not realise this attitude is like a toxic seed that gets planted in the heads of many would-be leaders.
And this emotional-like approach inevitably creates a kind of monarchical attitude in individuals when they actually become leaders, making them nurture despotism in their souls. Can you understand why many leaders do not want to let go of their positions, be it at the workplace or in our communities? It is because we have promoted the face-value approach that offers an easy opportunity for people to take up roles they have not fully and properly prepared themselves for.
Leadership is not a role to be undertaken anyhow. A leader should embody the body and soul of a people. It is a sensitive role, and those who devote themselves to it must understand it is a sacrificial task. At least, history has always taught us that when we do not demand deep roots for ‘authority-related’ positions, we create an enabling environment for square-pegs to strive at fitting themselves into round holes.
And the way toward achieving this emotional aspiration is through popularity, for that enhances an individual’s likability – which also increases the probability of them becoming leaders, whether in the work environment or in our communities. Just think through how you nominate and select your leaders. The probability is you go for the popular individuals.
As beings who are more emotional than rational, we tend to trade mediocrity for extraordinariness if it favours us. Thus, when the ‘favouring force’ sways in a particular direction we are more likely to focus our efforts there. Interestingly, the buzz around leadership has tilted the scales in a manner that is pushing us to increasingly sacrifice substance and integrity for popularity and likeability in enabling ourselves to grab the primal attention of the ‘unconscious masses’ – markers of success which have nothing to do with the most important trait of leadership: a readiness to dignify others without directing benefitting from the process.
Sadly, popularity as an engine for rising to the top is also “what tyrannies hijack to remain in power”. Very often, the bigger challenge with fame is that individuals and groups become so engrossed in themselves they forget there are standards beyond themselves. And when a leader assumes his or her ideals are the best that there are, the likelihood of him or her refusing suggestions and criticism from observers and followers is on the high side. But that is not all, they move it a notch higher and are constantly desirous of remodelling laws and norms according to the dictates of their ‘half-baked’ narratives.
When leaders do not solicit suggestions on how they can serve better or embrace criticism so that they can become better servants, then they function in a manner that validates who they are – or rather, who they want to be. And more often than not, it is the image of a despot. The downside of striving to remodel leadership in our ‘image and likeness’ is we not only impoverish our followers, but also our whole humanity suffers.
Many of us are just as unable to imagine leadership beyond the ideological self-preservation/promotion. All of us, through our conscious and unconscious efforts, have corralled this attitude. But we need to understand that leadership is not a self-gratifying adventure. It is a call to serve the least among us. It is the DNA for our survival and thriving. Hence, anyone who is granted that privilege should be ready to serve, and not dictate…
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Kodwo Brumpon is an author, a life coach and a philanthropist who inspires individuals, groups and organisations to think and feel that which is true by helping them to positively respond to that which is beautiful while nudging them to let goodness govern their actions.
Comments, suggestions and requests should be sent to him at [email protected]
