Twentieth Century Leadership Approach to Change Versus the Twenty-first Century Approach

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The Two Inseparable Sides of a Transformational Leader

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The Two Inseparable Sides of a Transformational Leader

If there is a subject I have been passionate about in recent years, it must be transformational leadership. Transformational leadership is a reintroduced concept that is beginning to gain recognition among leading experts because of its role in effecting a cultural change in a society or organization. Although it has been around for a long time, many people do not know what it is and how to identify it in practice. Transformational leadership was first popularized in the 1970s by James MacGregor Burns when he tried to contrast its significance with transactional leadership.Burns argues that transactional leadership doesn't care as much about cultural change as the organization's bottom line. On the other hand, transformational leaders don't just move people toward a worthy cause by mere influence. They cause an actual change in how things have been in society or the organization over a set period. So, they are not just influencers, as you would naturally think of a leader. They are agents of change that cause a significant shift in how organizations or societies operate. A transformational leader's ultimate goal is to significantly alter people's behavior, resulting in societal or organizational development.
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Re-imagining the Leadership Framework of African Society

Everyone, since Nkrumah, has emphasized Africa's great potential, but the question remains: Is potential all there is? Five decades later, Nkrumah’s optimism hasn’t been fulfilled! Successive leaders of the continent, plagued primarily by selfishness and greed after the colonial rule, have failed to create a compelling vision that captured Africans' imagination and transformed that vast potential into reality. I have often asked myself what type of leadership is most suitable for African society. This is a difficult question to ponder! It took me nearly three decades to process this. Another question of interest is what went wrong with the Monarchical style of leadership in Africa? Some observers have come down very hard on the Monarchical style of leadership. They argue that absolute power should not be concentrated in the hands of a single ruler. But when you look at Monarchy in its purest form, especially as depicted in my own tribal legends or myths, you can see that it is a type of leadership in which responsibility is shared through consultation and inclusive participation. The question often arises whether democracy is working in Africa. Democracy is an imported style of governance that was not properly adapted to suit African political philosophy and worldviews. Democracy is fragile and has its own weaknesses, as recently witnessed among some of the most sophisticated societies. For these reasons, I presupposed that the servant leadership approach should be researched and embraced within the African context. Since the post-colonial era, little progress has been made in the various political leadership structures, whether military or democratic. I am therefore postulating that servant leadership, with its plausibility of consultation and inclusive participation, will make a difference! 
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Empathy: The Core of Modern Leadership

Leadership as an organizational management nuance has been debated among leadership experts as an art or a science. Leadership as an art is built on relationships and excellent communication skills that are inherent in a leader.  It is the ability to apply leadership principles in a flexible, intuitive, and creative manner that reflects your make-up as an individual. Leadership as a science is based on the fact that there are methodologies, systemic approaches, processes, and models to follow for leadership performance. Regardless of the side of the divide that you belong to, it is important to know that leadership is a combination of both science and art. You cannot have the science of it without its artistic approach. That is why leading with empathy demonstrates the overlap that exists between the science of leadership and its art.Sometimes, people just need to be heard, not requiring their problem to be fixed. Accommodating their feelings and being present with them is often more powerful than giving them advice on how to fix their problems. Being with people is more important than working for people. Working for people is often too transactional, creating a parallel of a superhero and a victim, while being with them is the offering of our presence to them in their most difficult time.  
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