LEADERSHIP ASSIGHNMENT NELSON MANDELA

LEADERSHIP ASSIGHNMENT
LEADERSHIP- A CRITICAL ANALYSIS OF NELSON MANDELA

PREPARE BY :
KHAIRUDEEN BIN ZAINALABIDDIN
ZP02110

CONTENTS

NO
DESCRIPTION
PAGE NUMBER
1.
A Biography
3
2.
Timeline of events in the life

3.
Charismatic and transformation
4
4.
Analysis of behaviours
8

A BIOGRAPHY
Nelson Mandela is the most famous African. His amazing roller coaster ride to freedom after 27 years in apartheid prisons to become president of the new “rainbow nation” of South Africa is now legendary. Equally impressive is his successful reconciliation of a deadly conflict seen by many commentators as intractable.
In the period of transition from apartheid to democratic rule, and again as South Africa’s first black president from 1994 to 1999, Mandela brought together bitter enemies and unified a nation. He did this by leading from example with a lack bitterness at his own long years of imprisonment under the apartheid system, and by patiently listening to all sides of the political spectrum, a traits typical of the wise African ruler that he was.
Mandela sacrificed much to the struggle for freedom in South Africa, including his very liberty as well as is private life. The goal African freedom always was his inspiration. His political movement, the African National Congress, was his support base and vehicle throughout his very long political career of more than 50 years. In this regard, he was the quintessential “organization man”, able to build on earlier African political structures to achieve impressive gains. He also was an innovator, an initiator of bold new directions, willing to take political risk. However, in many ways Mandela does not resemble the stereotypical political leader. Like an earlier subject of this Greenwood Biographies series, Archbishop Desmond Tutu, Mandela is a humble man of great dignity and humor, example, tolerance, and forgiveness. Both men won the Nobel Peace Prize.
Yet even more than Tutu, Mandela in his enforced prison seclusion of 27 years was the living legend, the symbol of African resistance to apartheid. For decades, people at home and abroad could neither hear his voice nor see his image; such was the power of his personality and message that the apartheid regime banned even his photograph and voice.
Mandela was able to rise above the rigid constrains of the virulent racism of apartheid and the intense bitterness it engendered in many people, but he also was a product of his time and had to face apartheid’s equally bitter social and economic legacy. He faced this head on and laid down a democratic constitutional and political framework seen by many as the most progressive in the world today, and which set a new path for South Africans. Although global and national forces delayed the realization of some of his dreams, Mandela (or “Madiba” as many South Africans affectionately known him), even after his term as president, remained remarkably active in his late 80s, speaking out for human rights and for action against acute social problems.

TIMELINE OF EVENTS IN THE LIFE OF NELSON MANDELA

JULY 18,1918
Birth of Nelson Mandela in Mvezo, the Transkei, South Africa
1920
Family moves to Qunu village
1926
Start elementary school, given the name “Nelson” by teacher
1927
Death of Father, Mandela moves to royal court of Thembu Chief Jongitaba Dalindyebo at Mqhekezweni
1934
Initiation
1935
Start secondary education at Clarkebury school
1937
Higher schooling at Healdtown prep school
1939
Studies at University College of Fort Hare
Nov 1940
Is forced to leave Fort Hare after student protests
Apr 1941
Leaves for Johannesburg to avoid arranged marriage
1941
Works in Johannesburg, Lives in Alexandra & meets Walter sisulu
1942
Makes contact with the ANC
Dec 1942
Receives Bachelor of Arts degree from Fort Hare
1943
Begins legal studies, Joins Alexandra bus boycott
1944
Marries Evelyn Mase
Apr 1944
Congress Youth League is Formed, Mandela is a founder
August 1946
African mine workers strike
1947
Elected to Transvaal ANC executive committee
1948
National Party government elected and starts to implement apartheid
1949
ANC adopts Program of Action
1950
Joins ANC National Executive
1951
Elected Youth League president
1952
Defiance Campaign, Mandela arrested, then banned, becomes president of Transvaal ANC, deputy president of ANC, qualifies as attorney
1953
Opposes Sophiatown forced removals; open legal practice
1955
Congress of the People adopts the Freedom Charter
Dec 1956
Charged with treason
Jan 1957
Evelyn and Mandela separate
June 1958
Marries Nomzamo Winifred Madikizela
Mar 1960
Sharpeville Massacre of 69 Africans by Police
Apr 1964
Delivers famous speech from the dock
1976
Refuce conditional release
June 1976
Students protests in Soweto; countrywide revolt develops
1982
Tranferred to Pollsmoor prison
August 1983
United Democratic Front formed
1985
State of emergency; initiates secret talks with govenmern
1986
Meets Commonwealth Eminent Person Goup
1986
U.S Congress passes Comprehensive Anti-Apartheid Act
1987-1988
Meetings with government representatives
1988
Transfer to Victor Verster Prison
1990
Released from prison after 27 years

Reappointed ANC deputy president

ANC- government talks lead to suspension of armed struggle and release of some political prisoners

Tour Europe, North America, and Africa

Congress for a Democratic South Africa (CODESA) opens
1992
Separation with Winnie
1994
Mandela inaugurated as South Africa’s first black president

Auto biography, Long Walk to Freedom, launched
1995
Truth and Reconciliation Commission appointed
1996
New constitution adopted
Mar 1996
Divorce Winnie
2005
Announces death of son Makgatho, from AIDS
2006
After voicing criticism of government, retiresfrom public life
July 18, 2007
Aged 89 announces formation of the Elders group.

CHARISMATIC AND TRANSFORMATIONAL LEADER
All of the greatest leaders throughout time have had a certain extra quality to them, that quality being charisma. One leader stands out as having more charisma than most and that leader is Nelson Mandela. Mandela is seen as one of the greatest leaders of the world. He has many admirers around the world and during his reign as an authorial power had many dedicated followers. I hope to prove that Nelson Mandela’s substantial power was derived from nothing other than his charisma. Charisma is defined in the oxford dictionary as a “compelling attractiveness or charm that can inspire devotion in others”. Mandela had exactly that through his personality, good morals and selflessness. Mandela’s charisma was shown through both his characteristics and actions throughout his leadership. No leader has yet to compare to Mandela’s worldwide inspirational leadership. This shows just how charismatic Mandela was as a leader to be able to influence so many people around the world. Charisma can also be influenced by an individual’s personality and character. It can often be seen more visibly in a leader when they have gone through or are going through a time of crisis and emerge through it with strength. It is said that many charismatic leaders lead on spontaneity. Charisma is one of the base components of a natural leader. Through Mandela’s great charisma he was able to become a high authority power as his followers had great confidence in supporting him.
A considerable characteristic of Nelson Mandela was the way in which proved himself as a leader through his morality and decision to forgive instead of seek revenge. Mandela’s ability to forgive the people responsible for his imprisonment is an attractive quality in a leader as “people who learn to apologize are not only inwardly more at peace with themselves, but attract the trust and admiration of others”. By making the mature decision to forgive those who wrongly tortured and beat Mandela he gained the trust and respect from others. Trust and respect are two qualities that citizens look for in an aspiring leader. Some see Mandela’s forgiveness as a contrived scheme to gain the image of a credible leader. When Mandela was released from twenty-seven year imprisonment he “faced a lot of pressure to be the strong leader the South African people expected he should be”. The view that some share is that it was a political strategy to apologize because “he was aware of importance of this success, but he was also humbled by the focus on his person as a symbol of international and historical dimensions”. Even if Mandela felt pressure to become a great leader to his Nation and was aware that there was a strong focus on his triumph it would have still been very difficult and complicated for him to overcome his suffering in order to forgive. In the end, whether it started as a political strategy or came from a pure “bewildering ability to express forgiveness” it still took immense strength and valor from Mandela to be capable of imparting forgiveness rather than revenge after being beaten and tormented for twenty-seven years. Mandela influenced and inspired a number of people in his country and around the world because he pushed through his imprisonment with courage and strength. Mandela acquired the respect and love of many citizens upon his release from prison, as it was inspiring to the nation that someone could “emerge from such hardship and humiliation and talk of forgiveness and reconciliation with the enemies who caused...suffering”. Whether for political benefit or an act of compassion, Mandela had conveyed “an understanding of the processes of human relationships in a particular historical situation and a belief that forgiveness would always produce more long-term benefits than revenge”. It is a rare quality to have both the ability to realize that forgiveness outweighs the benefits of revenge, and to follow through with the act of absolution. Mandela believed and taught that “great leaders, whatever their sector, teach us that it is dangerous for anyone ever to think they could reach a stage when they would not have to apologize for haven spoken or acted wrongly”. Mandela believed that in order to earn leadership one must become strong and brave enough to admit when they are wrong and to also never seek revenge but to forgive instead. It is a difficult feat but by forgiving you earn the respect and trust of others. When you gain the respect and trust of people they are more likely to follow you when you lead and it makes you a symbol of trust and respect. The act of forgiveness was the first of many charismatic qualities Mandela possessed. It was one of the first inspiring acts he portrayed to the public of South Africa, gaining their admiration.
Charisma can be produced or it can simply come naturally through personality and genuine characteristics. Nelson Mandela related to the public very well through his confidence, presence, morals, undeniable charm and bright smile. His personality was extremely charismatic. Someone with a charismatic personality transmits an image of themself to the public as a genuine and compassionate person. Someone with charisma has the ability to be adored and trusted without his or her followers ever essentially meeting him or her. In the case of Nelson Mandela, he possessed this ability to become adored as he constantly “stood out because of his confidence and humility” above other leaders. Mandela was always polite to those in a position of higher than his own and also those of his followers and workers. Mandela always struck up conversations with people surrounding him, making an effort to truly get to know everyone he could no matter their wealth, race or status. It showed that Mandela was a modest and humble person. This was a quality people found comforting in Mandela as it gave them a feel of intimacy between themselves and their leader. Another quality to a charismatic leader is a leader that possesses charm. Charm is something that is inbuilt in someone’s personality that makes people feel at ease. Mandela had a natural charm and his “charm was another crucial attribute, especially in his capability for developing friendships across the nation”. Mandela’s use of eye contact and body language and grabbing and shaking of the hand when he met someone showed people that he was respectful of them. When Mandela supported the Springboks Rugby team, a team strongly linked to the harsh treatment during apartheid, and presented the trophy to the captain and shook his hand it proved to be a “simple gesture that reminded the world of his desire for unity”. Through this small action of simply shaking an African’s hand and giving him the body language of respect it gained Mandela thousands of new followers. Mandela’s personality related to the public with such ease that it gave him a charismatic quality that soon everyone in the nation wanted to be behind. For Mandela’s obtaining of followers “it was ultimately the combination of a clear vision grounded in a profound moral conviction that gave him the power to transform opponents” When looking at Mandela you see a peaceful man who carries himself with confidence and smiles upon the Nation. His “profound moral conviction” is one that others admire and aspire to and with their admiration it gains their love and devotion.

The final charismatic quality that Mandela carries is that of courage to sacrifice and be self-less so that his leadership may inspire others. Mandela would try to always put others first and when someone is “seeking the wellbeing of others as much as our own, we will not only have the power to transform our ordinary activities into extraordinary ones but also gain an extra ability to enlist the enthusiasm and dedication of others to our cause” . Mandela would constantly tend to the wellbeing of others making if feel as if the actions he carried out were specifically directed to what his followers felt they needed. Mandela made a personal sacrifice in the way in which he “projected his own personal needs and aspirations onto those of a social group sacrificing his domestic role as a father to become a symbolic father of first a nation and then of oppressed people everywhere” . He took himself out of his role as a father in order to further benefit his nation, his own “daughter Zinzi says that she grew up without a father, who, when he returned, became the father of the Nation”. When Mandela was put into the role of the Nations leader he slowly lost time to connect with his family and consequently became an absent member of his own family. Mandela innocently sacrificed his role as a father for the greater good of his Country and for those who depended on him to be there for them in times of struggle. Some people may see this as an act of selfishness as it can seem like Mandela abandoned his family. However, Mandela cared immensely for his family and the absence from them solemnly upset him. So it was with great sacrifice that Mandela was able to carry through with his role as a Leader and through his sacrifice his supporters respect for him increased. Mandela would courageously take himself out of the high power position and give the public and his followers a voice and treated them as equals. Mandela “was a leader who attained unity by performing as if he were one of his followers – surely the ultimate symbolic act of any charismatic leader”. He would not talk down to others or patronize he would ask for the help and opinions of the general public. Mandela would treat others how he believed they should be treated, equally. He would treat his supporters with the same amount of respect that they treated him with and this was a high honour in South Africa. By treating his followers as equals Mandela gained their admiration and people would put enthusiasm and support behind all of his actions, as they felt that they were a part of the decision. Mandela’s support was “acquired through a lifetime of service, struggle and sacrifice”. His selfless acts of sacrifice and respect for everyone around him is one his biggest attributes of genuine charisma. Due to this attribute his followers knew that Mandela would do anything for the people and countries best interest. When a leader’s followers have complete admiration, trust and respect for them it is a sign of true power. By gaining the followers trust, it gives them strong confidence in their leaders every decision.
Overall Mandela had natural genuine charisma but the overcoming of the obstacle of imprisonment also emphasized his charisma. It was through his time of crisis that he was able to emerge through it with strength. By emerging through his imprisonment so strongly he expanded his charisma through his unfortunate and untimely situation. Mandela’s natural charisma through his personality and character was the basis of his charisma. When someone has genuine charisma they are a natural leader, and Mandela realized this quickly and used it to his advantage by gaining the support of his Nation through his charm. His sacrifice and divine forgiveness were also very large attributes to his charismatic leadership and power. It is what ultimately gave him the respect and trust of his supporters. His charisma gave him the ability to become such a large inspiration to his followers. Gaining all of his followers through inspiration and influencing his nation gave him the ability to become such a high authority power. Without his charisma, Mandela would not have made such a large impact on either South Africa or the world. It was through his charisma that people saw him as so genuine and pure of heart, and is what gained him the love of his Nation.

ANALYSIS OF NELSON MANDELA BEHAVIOURS
Nelson Mandela’s clever use of rugby to help achieve his political goals in South Africa. Written by Roger Carlin, it outlines Mandela’s nation building strategy in South Africa, and the part played by the rugby world cup in 1995. Being of South African origin and a fan of rugby, I was naturally drawn to this.
But rugby is only incidental to the story. It is actually an account of Mandela’s consummate skills in strategic leadership. The book demonstrates how he delivered international rugby back to the rugby‐mad white population, despite the initial opposition by the ANC. It is also a graphic account of how he used the world cup final (in which South Africa defeated New Zealand) as a stage to unite the different races in their support for the national team, the Springboks.
While Mandela has too much humility to claim any unique insights into the subject of strategic leadership, there are many examples of this in the way he has gone about his life and pursued his political goals.
Without attempting to capture all that he stands for, I have nonetheless tried to distil a few of the key learnings that are represented in this story.
Always, always keep your eye on the long term goal
Mandela’s 27 year incarceration is public knowledge. During that time, his vision of a non‐racial democracy never wavered. After his release from prison in 1990, he continued to face stiff opposition from most whites and the far‐right (blacks and whites) in the pursuit of this goal. But at every set‐back and obstacle he kept his sights fixed on his objective and did not get distracted. He recognised that he would have to adjust his approach as the circumstances changed, but he never wavered in his goal.
Strategic leadership is about having a longer term, big picture view of your goal. It means that you have to be flexible in the particular tactics that you use. You should recognise that the more worthwhile the goal, the more obstacles and set‐backs you are likely to encounter. But with every step you take, you should be able to explain how this gets you closer to your final objective.
Understand that the system drives behaviour
Upon his release from prison, Mandela could easily have been discouraged by the change‐resistant, militant and revenge‐seeking behaviours in different parts of the population. After all, his goal was noble and just – a peaceful transition to a non‐racial democracy. But he realised that, in most cases, people’s behaviours had been shaped by the system that surrounded them.
He recognised that the change resistance was driven by a fear of losing privilege. Whites had grown up in a society in which the media was tightly controlled and where the dominant religion of the Afrikaners (The Dutch Reformed Church) had embraced and espoused the notion that whites were a superior race and that separation of the different races was condoned by the scriptures.

He also understood that, in the main, the militancy and revenge‐seeking was the product of a systematic denial of rights, the humiliation of having access to only inferior facilities and amenities, and an education system that was deliberately designed to only produce moderate levels of skill.
These are important insights from the perspective of strategic leadership. It suggests that one should attempt to understand the systemic causes of behaviours, rather than simply reacting to what is happening. Rather like an iceberg, the causes of behaviours (systems, structures and beliefs) are often below the surface and have to be unearthed in order to fully understand the situation. Because of this, addressing the systems and structures can be a more fruitful target for change management than simply focusing on behaviours.
One often finds that unproductive relationships are not necessarily driven by the personalities involved, but rather the situation in which these personalities find themselves. Addressing the situation through the systems and structures can offer better outcomes for the leader seeking to create meaningful change.
Seek the good inside people
This somewhat homespun philosophy seems to illustrate Mandela’s interpersonal style. While he did come across some people in whom there was little or no good, he found something endearing in most people. He understood that even the prison wardens were just good, simple folk caught up in a system they had little understanding of. By adopting this philosophy, he was able to relate and even befriend his captors and enemies. His befriending of Francois Pienaar, the Springbok captain at the time of the world cup, was key to winning the support of the rugby‐mad whites. He recognised that Pienaar was a politically unaware Afrikaner who simply wanted to do the right thing for his family and friends by excelling at rugby. He used Pienaar’s obvious hero status and leadership skills to demonstrate to whites that he was “like them” and supported the Springboks in their world cup bid.
For a leader seeking to mobilise support for change, there are several lessons. Firstly, we need to recognise that we will come across some people who have little by way of endearing qualities. Forget about them, for they will never be mobilised or be of assistance to you. Secondly, find out what people are really interested in and / or good at doing. In most cases, you are likely to find that they can be of some help, even if only in a small way. Everyone has something to contribute. Thirdly, try not to judge people from your own vantage point. Recognise that they have good qualities, but these often have to be unearthed and understood in context.
Strategic leadership requires an understanding of the resources and assets around you, as well as the acknowledgement that the best contribution from an individual is achieved by recognising and mobilising their inherent strengths.

Recognise that ordinary people put their personal interests before ideology or strategy
As Mandela outlined his views for the transition process in South Africa, he had to work hard to gain support from the inner circle at the African National Congress (the now ruling party). His conciliatory and forgiving approach was at odds with many in the ANC who felt that a more hard line stance was appropriate. Even within the white community, his promise of a fair and just society in which they (the whites) would have an important part to play, was greeted with scepticism and suspicion. But Mandela knew that ordinary people, on all sides of the political spectrum, put their own safety and prosperity before ideology and strategy – they wait to see which way the wind blows before deciding. He also knew that a minority (in overall percentage terms) would be fanatically opposed to him or unswerving in their support for him. The former group were a lost cause and the latter was where he drew his inspiration from. But the ordinary people were his main focus.
Mandela knew that they, the vast majority in the middle, would wait to see how he acted and the decisions he made. They were less likely to be swayed by his stirring speeches and lofty goals. They wanted to see how he dealt with issues that affected them and whether they would be better off in the new society being envisaged.
These are important insights for strategic leaders wanting to introduce significant change. While grand visions and powerful presentations are important, they are not enough to mobilise the support and engage the ordinary folk in organisations. The people in the middle (between those who are strong supporters and those who strongly oppose you) will wait to see how the change affects them. They will wait for the change in the systems and structures and examine them from the perspective of their own self-interest.
Furthermore, if these explicit shifts in the underlying system are not forthcoming, they will dismiss the “change strategy” as meaningless rhetoric. Rather than becoming disillusioned about this, leaders should recognise that the grand vision and powerful presentations are simply the opening salvos in a longer battle. These early initiatives will serve to identify the strong supporters and detractors. But the real work will be in following up with purposeful action to change the systems and structures that define the old order. Only then will the people in the middle be able to relate to what the change really means.
Don’t say anything unless it serves you
Mandela was rarely caught off guard and always seemed to be appropriate to the occasion. In reality, he viewed much of his life as a public performance, recognising that people read meaning into his gestures, comments and actions.
He seldom voiced resentment or bitterness to those around him. One notable exception was at the dinner for the award of the Nobel Peace Prize, at which he and FW de Klerk (the last President in the white minority government of South Africa) had received the joint peace prize for their efforts in the South African transition. Reacting to de Klerk’s apparent disrespect during the singing of N'kosi sikelel' i Afrika (the “Prayer for Africa”, now part of the South African national anthem), his after‐dinner speech focused on his distaste for the treatment meted out to political prisoners at Robben Island.
Apart from that, Mandela seldom said something that did not serve his purpose. He rarely made negative or resentful comments unless it was part of a deliberate strategy. He seemed to be clear about his intentions. He focused on the future and forgave people for what occurred in the past – he wanted to create a better South Africa.
There are obvious lessons for leaders in their communication and feedback to others. The most important seems to be a clear examination of your intentions. Why are you communicating or giving the feedback? Be clear that you are seeking to make something (different) happen rather than simply seeking revenge or to voice your displeasure. The latter rarely serves you well. Also, strategic leadership is about learning from the past to focus on the future. So, look to the future and forgive the past in your communications and feedback with others. Use the “next time” approach to create a better atmosphere for change. Finally, although positive communication and feedback is easier to deliver and receive, don’t shy away from negative feedback where it is necessary. But remember to focus on what can be learned and how to move forward.
A lonely path
Mandela’s success as an international statesman and eminent leader was in stark contrast to his private life. His first two marriages broke down and he did not enjoy a close relationship with all of his children. He was bitterly disappointed about the relative “failure” of his private life, although he rarely discussed it or made reference to it. He does, however, acknowledge the fact that his long incarceration and forced separation from his family was an important contributor to this situation.
It is hard to know what lessons can be drawn from this, if any. What it does suggest, however, is that leaders have to remain ever vigilant to ensure that their personal lives are not forsaken as they pursue their professional dreams and goals. At the end of the day, it’s all about striking the right balance.