Application of Effective Leadership 1

Application of Effective Leadership

Charlie Harris Jr

Western Governors University

Application of Effective Leadership 2

Table of Contents

Introduction………………………………………………………………………………………..3

A1. Use of Leadership Theories and Leadership Styles…………………………………………..4

A1A. Contingency Theory: Effective Behaviors………………………………………….6

A2. Recommendation for Different Behaviors…………………………………………………....8

Application of Effective Leadership 3

Introduction

Nelson Rolihlahla Mandela was born in the village of Mvezo in Umtama, then part of

South Africa’s Cape Province. Mandela received the name Nelson from his English teacher

when he attended school. Mandela began getting politically involved in 1942. He joined the

African National Congress in 1944 and helped to form the African National Congress Youth

League (ANCYL). Mandela began actively campaigning against the National Party’s policy of

apartheid using nonviolent methods as inspired by Mahatma Gandhi.

Mandela ascended while at the ANCYL but overtime they were no closer to helping end

apartheid. As a result, they changed their philosophy and began more guerrilla warfare-like

tactics to further their cause to end apartheid. Because of those tactics, Mandela had to go on the

run and did so for 17 months. He was eventually captured, tried and convicted. Mandela was

imprisoned for 27 years. He was finally released from prison on February 11, 1990. Mandela

immersed himself in official talks to end white minority rule and in 1991 was elected African

National Congress President.

On April 27, 1994 Mandela voted for the first time in his life in South Africa’s first

multiracial elections. Then on May 10, 1994 he was inaugurated as South Africa’s first

democratically elected President. As president, Mandela was instrumental in the transition from

minority rule and apartheid, winning international respect for his advocacy of national and

international reconciliation. True to his promise, Mandela stepped down in 1999 after one term

as President. He continued to work with the Nelson Mandela Children’s Fund he set up in 1995

and established the Nelson Mandela Foundation and The Mandela Rhodes Foundation (‘Nelson

Mandela Foundation,” 2019, para. 17).

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Use of Leadership Theories and Leadership Styles

African National Congress Youth League (ANCYL) President

“Servant leadership is based on six aspects that include authenticity, building community,

sharing and providing leadership, as well as valuing people” (as sited in Penn State, 2014, para

4). Mandela’s servant leadership style played a key role in leading his people before and after

their independence. Mandela responsibilities included coordinating all volunteer activities of the

ANCYL. Mandela trained his team on how to get people who are segregated and marginalized

to act against the opposition government. Mandela arranged and traveled with his team to every

part of South Africa in the 1950s. Mandela along with his team spoke to people convincing them

they could do something about their oppression. He warned his followers to not be intimidated

by the opposition government and do not retaliate in the face of verbal and physical abuse.

Mandela’s leadership theory in this role inspired people.

Although Mandela accomplished the servant leader theory, he was accused of adopting

the autocratic leadership style. Mandela did not always consult with other ANCYL leaders about

who to bring into the ANCYL, organizing events, making travel arrangements and strategies to

end apartheid. Because Mandela was an autocratic leader lead him to adopt guerrilla warfare-

like tactics in hopes to bring equally to South Africa. Instead of leading his group to peaceful

and nonviolent acts of protest toward the South African government, his group launched five

bomb attacks on power stations and government buildings. After the attack, Mandela left his

group for military training. Mandela was arrested upon his return for sabotage and incriminating

evidence related to his guerrilla warfare-like tactics. Consequently, Mandela was tried and

sentenced to life in prison. Mandela’s autocratic leadership style lead him and some of his

followers to life sentences in prison.

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Lastly, throughout his tenure as President of the ANCYL, Mandela utilized legitimate power to

influence his followers.

South Africa President

After Mandela prison release, he returned to the fight toward equality in South Africa.

To continue his fight, Mandela ran for President of South Africa and won the election. Mandela

served as President from May 1994 until June 1999. While president, he worked to protect the

economy of South Africa from collapsing. Mandela also felt it was needed to address the

economic legacy of apartheid. The legacy included inequalities, infrastructure, poverty, unequal

social services access, and an economy that was in crisis for almost two decades. In 1994,

Mandela worked with his African National Congress (ANC) government to introduce the

Reconstruction and Development Programme (RDP). The RDP was a socio-economic policy

framework to ease poverty and address the gaps in social services. Through his participative

leadership style, the ANC was able to utilize the RDP to fund the creation of employment, health

care and housing. Lastly, working with the ANC is a total contrast of his leadership style while

president of the ANCYL

Also, to establish his peace mission of reconciliation and nation-building, Mandela

singed a new bill in 1996 to establish a solid central government built on majority rule, the rights

of subgroups, and the liberty of expression. The Constitution of the Republic of South Africa

Bill was accepted by the Constitutional Court and went into effect in 1997. The Constitution

was founded on the following values: (a) Human dignity, the achievement of equality and the

advancement of human rights and freedoms. (b) Non-racialism and non-sexism. (c) Supremacy

of the constitution and the rule of law (‘South African History Online,” 2015, para. 8). Because

Mandela utilized a participative approach, he was able to get the court to pass the bill.
Application of Effective Leadership 6

Mandela then used his participative leadership style to get the Growth, Employment and

Redistribution (GEAR) macroeconomic policy introduced. Working with ANC, they introduced

policies pointed at the liberalization of the South African economy. The policies included a

relaxation of exchange controls, privatization of state assets, trade liberalization, “regulated”

flexibility in labor markets, strict deficit reduction targets, and monetary policies aimed at

stabilizing the rand through market interest rates (‘South African History Online,” 2015, para. 9).

If Mandela would have attempted to use his previous autocratic style, the policy might not have

been approved by the courts.

Mandela led the country through a period of transition from apartheid to black majority

rule. As a transformational leader, he successfully used the country’s love for sports to promote

reconciliatory efforts and hosted the Rugby World Cup in 1995 which further instilled a sense of

nationalistic pride in its people and promoted reconciliation. Under the new constitution,

Mandela ensured that the rights of minorities and freedom of expression was incorporated under

the system of black majority rule (‘Biography Channel Website,” 2013, para. 12). Mandela

proved by adapting to the transformational theory and utilizing the participative leadership style

he can working with others in order to minimize the effects of apartheid. Finally, because of his

prestige power he was able to get his political party’s respect and the courts to implement his

policies.

Contingency Theory: Effective Behaviors

African National Congress Youth League (ANCYL) President

Mandela’s situational leadership behavior as the President of ANCYL had a costly effect

on him, his followers and the organization’s goals. Mandela allowed his lack of progress toward

ending apartheid lead him to abandon the concept of nonviolence protest. Instead, his tasks
Application of Effective Leadership 7

became to use his power and influence to convince his followers to adopt to militant tactics of

protest. Unfortunately, his situational leadership behavior to switch tactics decreased the

organization probabilities from reaching their goal of freedom from oppression. Consequently,

his leadership effectiveness landed him and some of his followers in prison. Finally, Mandela’s

behavior caused the ANCYL to be dismantled by the South African government.

Mandela understood his followers and their longing to be free from oppression. His

followers believed his vision embodied the right strategy to end bigotry in South Africa. As a

result, his followers possessed a strong yearning to achieve their self-actualization desires of

being free from segregation. Correspondingly, his followers felt empowered to implement the

necessary measures to accomplish their common objectives and were eager to abide by the

guidance from Mandela. In addition, his followers were so loyal to Mandela’s ideology they

were willing to die in order to bring equality. Lastly, his followers were loyal to a fault and

could have determined a different fate if they did not follower Mandela’s situational leadership

behavior.

South Africa President

According to Fiedler’s Contingency Theory, Mandela would be considered a

relationship-oriented leader when he was in the role of the South Africa President. The

relationship-oriented leader is concerned with people. Mandela tasked himself as President with

always trying to get involved with all people in South Africa no matter their race to be

acceptable and caring to each other. As president he showed through his advocacy, proposals

and policies he was passionate about all people in South Africa and listened to their concerns.

To sum up, through his relationship-oriented leadership, he was able to meet most of his party’s

goals for a more equal South Africa.

Application of Effective Leadership 8

Because Mandela was a relationship-oriented leader, his followers understood the need to

push his agenda for equality for their country. His followers understood their goals and work

feverously to work with opposing members of government and galvanize people to achieve a

more equal country and economy. Mandela’s followers were willing to travel through South

Africa to unifying resistance to inequitable legislation and get the support of the people. To sum

up, “Workers who feel they can change the shape of the company become empowered

automatically; because they have no fear of retaliation in a company that actively pursues shared

vision and decision-making processes, Mandela infused the lives of his followers with meaning

and significance, helping them to understand the fight against apartheid in order to eliminate

racial discrimination.” (as sited in Muleya, n.d., para. 14).

Recommendation for Different Behaviors

African National Congress Youth League (ANCYL) President

Mandela could have prevented serving prison time if he would have adapted to a

participative leadership style instead of being an autocratic leader. For example, if he would

have involved other ANCYL leaders, it may have prevented him from resorting to war-like

tactics to end apartheid. Secondly, operating under a participative leadership style would have

helped with finding better solutions from his followers and peers to fight bigotry and

discrimination. Thirdly, this style would have led Mandela to not only ask for his follower’s

opinions, but it could have encouraged them to make joint decisions. In addition, Mandela

should have allowed more open and honest communication with his followers. By doing so,

could have prevented him from being a fugitive for several months before his imprisonment.

Finally, Mandela’s participant leadership style would have had a greater impact with getting

policies passed like Dr. Martin Luther King, Jr. and the Civil Rights movement.
Application of Effective Leadership 9

South Africa President

As president of South Africa, Mandela could have been more effective in his role if he

would have separated from the Cabinet members who underperformed in their roles. Because of

his loyalty, “Mandela was viewed by other members in his political party as tolerance of

mediocrity which laid the seeds for greater levels of mediocrity and corruptibility that were to

come from his party” (Torchia, 2013, para. 6). As a result, Mandela should have been more

attentive to the concerns of other members of his political party who witnessed their mediocrity

and foretold what was to come if he did not take immediate action. Furthermore, if Mandela

would have acted, his political party would not have lost support. In addition, Mandela should

have utilized legitimate power to rid himself of those Cabinet members. In summary, this action

could have prevented future corruption scandals and poor serves provided to the people by his

political party after his presidency ended.

Application of Effective Leadership 10

References

Biography Channel Website. (2013). Nelson Mandela Biography. Retrieved from

http://www.biography.com/people/nelson-mandela-9397017

Torchia, C. (2013, December 8). Nelson Mandela: Remembering an icon, his flaws remain a

footnote. Retrieved from

https://www.ctvnews.ca/world/nelson-mandela-remembering-an-icon-his-flaws-remain-a-

footnote-1.1579248

Muleya, J. (n.d.). Nelson Mandela. Retrieved from

http://jcc-good-leadership.tripod.com/id8.html

Nelson Mandela Foundation. (2019). Biography of Nelson Mandela. Retrieved from

https://www.nelsonmandela.org/content/page/biography

Penn State. (2014, February 14). Nelson Mandela as a Leader. Retrieved from

https://sites.psu.edu/leadership/author/edl5082/

South African History Online. (2015, July 16). The Nelson Presidency – 1994 to 1999.

Retrieved from

https://www.sahistory.org.za/article/nelson-mandela-presidency-1994-1999