Copyright 2017

Opinion by Zina Girald APR

As you grow, may you find your leadership within and share with the world

Please note that the information contained in the answers I’ve supplied here are purely my own opinions although some are backed by researched findings.

Generally speaking, a leader will have an idea, a vision, a definite objective or set of objectives as to what he/she needs to achieve. True leaders exude energy and passion and are an inspiration to those around them. A leader is definitely not a demanding, controlling, egotistical person with blinkers on.

Zina-Girald
Zina Girald APR

The future of leadership development – traditional approach versus holistic approach
The traditional approach to leadership was either a more authoritative, controlling and commanding figure or on the other hand a more ‘heroic’ or charismatic figure that people looked up to.

The more holistic approach should be to inspire, motivate, empower and strengthen the people you work with or the people that follow you.

The traditional approach may work for some people but not for others. People requiring direction and a lot of guidance would most probably be better suited to work for a leader with the traditional approach, but a person that is self-motivated and can think for themselves will not thrive under the traditional approach.

I believe that it depends on what your objectives are whether it be in business or in another aspect of your life whether you should use traditional leadership or take a more holistic approach.
Personally, I am a great believer in the holistic approach for all walks of life.

What suggested framework needs to be put in place for a holistic approach?
I believe that the framework for a holistic approach should be a very ‘loose’ one where guidance is provided and the basics are taught. If the person working or following such a leader is true leadership material, it will soon be revealed. The holistic leader can then nurture that tendency and help to grow it. If the person working for this type of leader is not thriving, then more guidance and controls will have to be used to assist the person to grow

What leadership theories do and don't say about values, and what "having a value" means
A value is a quality regarded by a person or group as important and desirable of standards and principles. If you have a team of people that take having values seriously, you may not even require a leader to drive them as they are driven by their values.

Different businesses require different values and these have to be decided upon before you begin to lead your group.

Linkages of personal and professional lives 
I’m not sure exactly what is meant by this question, but I would say that to be able to even begin to lead, you need to balance your professional and personal life. If any of these are taking strain, then you will not be effective in what you have set out to do, let alone lead.

What role does E.Q play in the process?
I believe that EQ is very important in the leadership process. People need to feel worthy, that their efforts are being recognised and that they are succeeding in what they are doing. If they start doubting their ability because of the behavior of their leader, production levels will drop considerably and the desired outcome could fail completely.

What is the heart of leadership?
Exactly want it says ‘heart’


Opinion by Gert Klopper APR

In my experience, leaders in all walks of life are characterised by three qualities, viz. vision/purpose, drive, and humility servitude. To expand a little on these three:

  • One of my favourite sayings is that “If you don’t know where you are going, any road will take you there”. In order to be able to lead, you must have vision and a clear idea of where you are going and what the route is that takes you there. This vision/ purpose must be so clear in your own mind, and you need to be so passionate about it, that you will be able to inspire others – enabling you to lead, as opposed to just managing a process.
    ·
  • Without energy and drive, the vision will remain a pie in the sky, and it will be just about impossible to inspire others to join you in the journey. As part of this, everyone you lead needs to know exactly what is required, why it is required and what their role is in achieving the objective.
    ·
  • My late father often told us that the only knowledge that matters is that which you gain once you have realised that you don’t know much. This is an essential component of being able to lead others, since it enables you to relinquish control and to allow others to become part of the journey by harnessing their ideas, hence giving them ownership. In this regard, “servant-leadership” is essential – except if you are a one-person business and the team is only you, your task as leader should be to provide the necessary support to everyone in the team so that they can execute what they need to do, and realise their full potential. Each and every great leader the world has had, ones like Madiba and Ghandi (and many more) come to mind, displayed this quality, in the process achieving much more than the mere sum of their abilities.
Gert-Klopper-2
Gert Klopper APR

The above is, in my view, what distinguishes leadership from management. The theory around this is not new; holistic views of leadership neither – the Herzbergs and MacGregors of the world have tried telling this a long time ago; it has just taken a terribly long time for the captains of all industries to catch on, it seems.

It is often said that leaders are born not made, a notion that I do not at all agree with. Very much in line with the behaviourist theory of management alluded to above, I firmly believe that – provided with the necessary context, space and support – anyone, in any setting, could and should be expected to provide leadership. This does not need to be leadership in a mega-project, but might be leadership with regards to achieving the specific sub-objective that they are responsible for.

Leadership is not a task, it is a frame of mind, one consciously adopted and driven by your essential beliefs and value system. It is the conviction that you can make a difference, by changing things from what they are to what they should be. It is therefore not something that you can switch on during working hours and put away when not at work; once you have assumed leadership, you will apply it in every context – social, political, family, and any other, that you find yourself in.

This requires applying your “type of intelligence” to the optimum, i.e. use your qualities and personal attributes/disposition in such a way as to make the biggest difference and contribution you can. The one type of intelligence that is indispensable to leadership though, and is closely related to the issue of humility/servitude, is emotional (EQ). For too long have those who manage processes (please note the deliberate use of the word “manage”) been selected on the grounds of technical IQ, and not on their ability to relate to, inspire, and LEAD people. Without this, you can at best manage, not lead.

This is a quality that many are born with (lucky!), but most of us mortal beings have to learn it. The good news is – it can be learnt; the principles thereof are basic to just about all ethical frameworks, be it religions or Bills of Human Rights. The uniquely South African concept of “Ubuntu” lies at the heart of this.

To get back to our profession – we talk about professionalization all the time, and in my view all of the above applies directly to Public Relations and Communication Management. In short: ·

  • We have to develop a shared and well defined vision for our profession, which clearly stakes our claim (the Melbourne Mandate comes to mind) and exclude what is NOT part of our world or constitute marriages of convenience;
    ·
  • Relentlessly and single-mindedly pursue it, inspiring our colleagues to do the same; and
    ·
  • Be willing to learn continuously, with a measure of humility and servitude often not associated with our profession.

A lot has been written and said (by social and political commentators, JP Landman comes to mind) about the biggest problem that South Africa is facing being the lack of Social Capital. By the nature of our profession, we are in a prime and unique position to be the catalyst that changes all that. After all, we are defined by building relationships through communication – the “bonding” and “bridging” ones that create Social Capital are surely then well within our ambit?

Apologies for not directly answering your questions, but this is the way I think about this issue. Let me know should there be anything unclear or additional.


Opinion by Rianette Leibowitz APR

As you grow, may you find your leadership within and share with the world

By Rianette Leibowitz, APR, Author, TV-and Radio Presenter and Speaker

The future of leadership development – traditional approach versus holistic approach
Perhaps society gets stuck on the ways we develop leadership and get into debates about semantics too much. Just as people with different profiles and personality types, enjoy different styles of learning, so will they respond better to certain leadership development approaches than others.

Rianette Leibowitz
Rianette Leibowitz APR

Instead, the question should rather focus on whose responsibility it is to develop leadership. Surely it starts at home, around the dinner table, parents who set a good example and teaching their kids how to make good decisions. Giving the next generation the tools to think and to challenge them to find better solutions, instead of force-feeding them answers to the problems.

Healthy and happy homes are the foundation and where we learn the basics of treating people with respect, where we get taught to take risks and get up when we fall. Where we learn to help and serve each other and a common goal. In the beginning this is to wash the dishes and to make your own bed, but with these humble beginnings, we are taught great lessons.

What suggested framework needs to be put in place for a holistic approach?
I really like frameworks that recognise team members’ brain profiles, personality types and strengths. Through this process, leaders can combine stronger teams and amplify their potential.

What leadership theories do and don't say about values, and what "having a value" means
There are many theories available and certainly more being developed, however the importance of value is underestimated. It is clear to see why teams won’t succeed if their values are not aligned. You can quickly see if someone’s value align to that of the company, by looking at what he/ she is posting on social media platforms.

Linkages of personal and professional lives 
When we understand that the woman who cleans the office floor and toilets, is actually playing a leadership role at home (as mother and provider), we realise that no matter the qualification, status or position, each one of us have a responsibility to take and to serve to the best of our ability wherever we are.

In the same way, a woman could be the CEO of a company, however at home she probably needs to accept the role as mother and wife to serve in a different way while accepting the authority of her husband.

What role does E.Q play in the process?
I find great value in understanding people’s brain and personality profiles (like Myers Briggs personality test, the DISC profiling system and Wealth Dynamics), because each person brings certain strengths and weaknesses to the team’s dynamic. Once we acknowledge these, we can work with and around it to ensure more effective and happy teams, with improved results. EQ definitely plays a role and I think people could get better at it if they are open to growth and willing to see it as part of the role they need to play within each environment.

Additional information:
Myers Briggs - http://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/
DISC - http://discpersonalitytesting.com/
Wealth Dynamics - http://www.wealthdynamics.com/

What is the heart of leadership?
Serving a purpose and not yourself.
And I echo what Brian Tracey said: “Become the kind of leader that people would follow voluntarily; even if you had no title or position.”

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