Leadership is a widely written and studied concept that I still struggle to define and explain exhaustively. The concept of leadership has evolved and is still evolving. I recall an era when leaders were defined primarily by outward traits. People were inevitably ushered into leadership roles if they portrayed traits of courage, intelligence, confidence, innovation and popularity. These traits among numerous people were regarded as inherited and not the kind that could be developed. In other words, leadership was a matter of destiny; one was either born a leader or a follower. This status quo was no place for the weak and faint-hearted, but rather for the strong physically and in character. It is little wonder why few women stood up to the challenge. It is unfortunate that so many amazing leaders were side-lined because they did not possess the traits as the status quo dictated.
Leadership in the twenty-first century is now reflecting a different paradigm, a kind that is less about command or control. Instead, it is more about service, building networks, collaborating and acting ethically and responsibly though a shared leadership process. Nelson Mandela, one of Africa’s exceptional leaders, best described this kind of leader as one who leads from behind, places others in front, especially during victory, and takes the front line when there is danger. This kind of leader definitely portrays courage, but more importantly, portrays service, partnership and responsibility. In my view, the tide has shifted; for instance, it is not about how many men one wounds in the enemy’s camp, but rather how many civilians one empathizes with. This is what a contemporary leader should live up to. The twenty-first century leader therefore needs to draw on the language of human ecology, examining human relations and interactions with each other and the environment, emphasizing interdependence, connectivity and sustainability.
It is difficult to comprehend the fact that, when we as leaders appear weak and vulnerable, we attract more authority and respect from the people we serve. Similarly, we also reduce the possibility of burnout when we create networks, collaborations and mentor subordinates. I therefore take a keen interest in this kind of leader because of the community in which I live that comprises of boys and girls, men and women in need of social, psychological and physical support. Hence, as a leader, pledging to meet one need inevitably implies meeting many other needs, which is sometimes a cause of burnout. On the other hand, engaging masses in identifying and solving their own problems makes the relationship between leaders and their subordinates more symbiotic and a less lonely undertaking for the former. So, I believe leadership is a platform not for an individual, but for the collective of individuals, and therefore the twenty-first century leader is fortunate to receive all the credit, especially when they do not have to do it all by themselves.