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Dubrin says that over 30,000 research articles and magazine articles etc have been
written in the last century alone. Another, Maylor suggests that an electronic library
reference gave over 6, 000 references on leadership theory alone!
. As can be seen,
this definition states that for one to be effective, they must have a wide knowledge in
many a field and be able to make the most of every opportunity that presents itself.
The leader, among other things, must be visionary and able to inspire confidence in
others by being a challenge, trust others, a mentor, coach, motivator via compliments
and rewards, approachable, able to seat with subordinates and give a sympathetic and
empathetic listening ear. The said leader does not content him/herself to know about
the general things regarding the workmates but goes out of his/her way to know the
back ground details which might affect out put as well as the best ways to delegate
and build a team spirit among workmates. This may well mean taking time off to visit
team members on the job, at home, in a social gathering, having informal chats over a
drink or cup of tea as well as going for workouts together after hours. This has the
effect of reducing suspicions and prejudices that people harbour. Once people feel
valued and needed, they open up and are willing to take on bigger challenges as well
as risks to innovate and promote the cause of the organisation rather that remaining
indifferent and aloof. They own the goal as it were, due to the effective leaders
contagious influence.
The effective leader is systematic, highly organised and focused on what he/she wants
to achieve. He/she sets benchmarks of quality, time frames and is determined that
others catch the ropes as well. This further means that the said leader is continuously
willing to listen and learn from others who ever they may be (Whether young or old,
subordinates or superiors etc), gains experience by the day, and makes every effort to
master own function as well as others functions. The time has arrived when one must
be multitalented and have a good working knowledge about other disciplines. Gone
are the days when the Manager knew next to nothing about Marketing or finance, for
example. The 21
st
century leader must have a firm grasp of all the areas in order to
confidently lead. Apart from the afore mentioned points, the leader must ensure
he/she is able to detect strengths and weaknesses in others and positively facilitate the
strengthening of the positive sides while gently correcting the weak sides. Having
done the above, in the leader hurtles along to deal with the preparatory work to
leadership, which culminates into forming teams over which the selfsame leader,
The rare jewel of effective leadership Billy C Sichone 11
operation. THc TAaLc acLow ATTcmTs To summAnisc THc
oirrcncNccs:
MANAGEH MANAGEH MANAGEH MANAGEH LEADER
1. Ensures things are going according
to plan
1. Can face change, leads into new
frontiers optimistically.
2. Usually directs, controls resources 2. Inspires confidence in others
3. Authority base is the Office 3. Not necessarily an office holder
4. Usually limited in operations 4. Not limited and can think big/
strategically
5. Will not usually take risks 5. A dreamer & risk taker
6. Short term in out look usually- The
manager is operational rather then
forward looking.
6. Long term out look and visionary
7. Uses vested power to get things
done
7. Gets on well with people &
solicits their support
8. Not necessarily creative and /seeks
to maintain standards
8. Creative and encourages
innovation
9. Task oriented-Plan, implement and
control budgets etc.
9. Not really task oriented but
visionary & goal oriented
10. More concerned with results rather
than mentoring
10. Builds others & hires other leaders
11. Is above everyone considered boss,
self sufficient, always correct
11. Good team player, coach and
mentor
1
1
People like Hary Chamers believe that one can be appointed a
manager, not a leader, meaning that leadership is not automatic upon
assuming management status. Executive excellence volume 16 # 12
August 1999.
2. Harvey maylor: project management pp168
. We can see then that a person can wear both caps but the degree is what
varies from person to person, though some will still argue that leadership is automatic
when one assumes management status. Further still, another school of thought seems
to suggest that all managers must of necessity be leaders
. Druckers statement is
worth quoting at this stage in relation to management leadership:
The manager is the dynamic life giving element in every business, without his
leadership, the resources of production remain resources and never become
production. In a competitive economy above all, the quality and performance of the
managers determine the success of the business, indeed they determine its survival.
For the quality and performance of its managers is the only effective advantage an
enterprise in a competitive economy can have Peter Drucker, one of the fore most
respected management gurus of our time, is correct in asserting that leader- managers
are critical to the progress and success of any entity.
In a nutshell then, management and leadership are different in their functions, scope,
power base and the extent of influence. The one largely depends on the office while
the other (leadership) emanates from personal attributes and qualities.
Having differentiated management from leadership, we do well to state that successful
managers are usually faced with a mammoth task to the extent that their health
degenerates leading to death, in some extreme cases. Stress builds up as a result of
someone excessively exerting themselves without rest until the body begins to feel
tired all the time as no avenue to vent out excessively piled loads. The first sign of
stress are fatigue, forgetfulness, restlessness & failure to concentrate for long. It is
reported that it is almost like Japan, the stress levels are so high to the extent that it is
almost a decree that people must go on leave at least once a year. Although on paper
this maybe true, the vast majority cannot imagine abandoning their office even for a
few hours. Thus, many a leader suffers health breakdowns later in life. Many have
suggested ways to handle stress, and mailer suggests the four Ps* as follows:
1. Plan your way out of a situation sit and strategise before hand.
2. Pace yourself Dont try to do everything alone and at the same time or at
once.
3. Pamper yourself reward yourself for goals accomplished or plans completed
4. Piss yourself laughing the healing power of laughter is enormous the Bible
says laughter is good for the heart Proverbs
Many a manager falls into the trap of wanting to achieve as much as possible at the
expense of health but a good leader will recognise the danger and seek to avert it. But
how can a leader protect him/herself against extremes?
1. Know yourself, limits, strengths and weaknesses
2. Do some exercise dont ever convince yourself that you are too busy to do
some workouts, go to a club etc
3. Socialise there is time for everything under the sun. There is time to work
and time to relax. Walk around, visit friends, workmates and just take your
mind off work
4. Switch off your cell phone or buy another sim card when on leave. Nowadays
with the advent of modern technology, we can trace someone almost at every
point on the earth. If you are to switch off the outside world, then give your
Check also john kotters article leadership engine, Executive Excellence magazine April 2000 pp 7
The rare jewel of effective leadership Billy C Sichone 14
Fig 1 The egocentric autocratic leader always centres on self, authority and
power
As we veer to the other extreme of the leadership chart, the total democrat almost has
no control over the situation at hand. People do as they please; For example, they
report or knock off work at any time, unless of course they belong to the virtual
office. The underlying belief and principle is that people are completely mature, self-
regulative will do the reasonable thing at all-times. Fig 2 below illustrates how the
radiant overly liberal leader always gives out with little interaction and feed back
from team mates.
But nothing could be further from the truth because training alone does not straighten
up people. People need an attitude change consistent with their profession & calling in
life. In the total democratic environment, nobody questions or is accountable to any
one. Varying views on issues will hold sway and the goal not uniform.
The rare jewel of effective leadership Billy C Sichone 15
Fig 2 The overly liberal leader drives people away by not guiding them or showing
the strategic direction
In dealing with styles, we must not fail to state that leaders are all persuasive and in a
way manipulative though the effective leader is sincere and trustworthy in all
circumstances. Other attributes such as the open consultative styles, the benevolent,
the goal centred or the people centred are true and come in various degrees depending
on what side of the pendulum one falls. Fig 3 below attempts to show the ideal
effective leader that interacts with team mates thus leading to higher output.
Fig 3 The effective leader interacts with team mates, gives and gets prompt feed back
The rare jewel of effective leadership Billy C Sichone 16
Thus, we have seen that styles differ widely and apply differently in varying places
and circumstances. We now turn to zero in on Coveys principle centred leadership
approach because I believe highly effective people do not only have the seven habits
reverted on the tablets of their hearts but these habits orbit around a central principle.
In other words, all other orbiting traits emanate from a firm personal principal that
directs and influences all steps taken.
As earlier intimated Stephen Coveys excellent book Principle centred leadership
lays down many valuable truths that are critical for one to be effective and
revolutionary. In as much as people must begin with the end in mind, have multiple
paradigm shifts; they must have a firm principle base from which to propel their
actions.
Principle centred leadership, to borrow Coveys phrase, is an excellent point from
which to begin operating. What this teaching basically advances is that whatever we
do, there are no short cuts to things. If a farmer wants to reap a rich harvest, he has to
first clear the area, plough the ground, plant seed and wait for rain, or better still,
irrigate the field. As the case may be, he will have to wait for the natural phenomenon
like the rain to fall and let the plants germinate. This entire activity takes time and will
have to be patiently followed through until harvest time. In a nutshell, for one to
operate effectively, they have to work within a certain framework or else short circuit
progress. No one has ever short circuited nature and escaped unscathed. Further more,
the person must go through multiple paradigm shifts where they see things in a totally
different light as well as put a finger on the source of strength-the inner self. Arriving
at this stage requires one taking a critical and honest introspective look and then
resolving to break with the past so as to achieve new and higher heights. Breaking
with the past requires courage, maturity, humility and determination whilst working
with a reasonable but highly set goal framework. The principle centred leader must at
all costs avoid the Seven deadly sins or pitfalls that seek to creep in the way. These
are stated as the quest to quickly get wealth without labour, indulge in pleasure
thoughtlessly (especially after some success), have an abstract knowledge minus
character, go about business without ethics, using modern technology without human
touch, being unsacrificial and finally waxing politically eloquent without principle. In
every endeavour and sphere, there are rules to be obeyed much like the Christian Ten
commandments (Exodus 20:1-17, Bible)
Having successfully surmounted and evaded the pitfalls, the principled person must
know where their power base lies and from whence it comes. The knowledge is
critical for prudent utilisation when needed. Also, the leader must leave all
communication lines open so that information can freely flow to and fro the person.
Clear and timely communication is cardinal for success. Finally, under this head, the
person ensures that the family life is equally properly cultivated and not merely
relegated to the terraces. Usually, the danger is to be so engrossed in the pursuit of
excellence at the expense of the other equally important aspects of life. This is
scandalous for a leader. To the contrary, the effective leader is balanced and well
rounded recognising the centrality of the family unit. As we know, people thrive from
a strong base of a highly effective family where every one is aware of what is going
on, is participative and kept within the loop. The smaller private victories are
achieved first within the confines of the home and then later mature to bigger and
Consult Coveys 7 Habits of highly effective people-an excellent manual for all to read.
The rare jewel of effective leadership Billy C Sichone 17
greater victories. The family is the foundation upon which the superstructure of
success is built. In a nutshell, the principled leader sharpens all the family members
from the youngest child to the spouse by way of coaching, interacting, complimenting
as well as giving them the confidence and vision to succeed. The adage Teach them
how to fish today for tomorrow
Anonymous
The rare jewel of effective leadership Billy C Sichone 18
the heart where it will affect the will to accept the situation and do the best to reap
maximum benefits both for the organization, employees and the local community.
Half the time, the will revolts to stay in a given place and thus, the manager,
though knowledgeable and apt will pack his/her bags and return home as a failure.
5. Good attitude and effort- this aspect is closely connected to the above-
mentioned point but has more to do with the mindset and the inward disposition
that one has towards life. If one is strictly ruled by his/her SRC
|
, they will display
a bad attitude and thus put in very little effort. Usually, such have a defeatist
attitude to a point where even their minds cannot think objectively or strategically.
6. Positive out look- having said the above, the good manager then must
cultivate and have a positive out look to whatever situation that confronts him.
Optimism should be the hallmark of a good International Manager.
But that is not all, some further traits are:
(i) Communication- We live in a world of interdependence as well as an information
age. It is therefore not advisable to keep to oneself and only release Press statements
at irregular intervals while the rest of the time, pitch darkness reigns within the
organization. Clandestine, authoritarian and commando like managers are out of step
with the modern management trends. Effective communication is the key to every
thing today.
(ii) Respect-The manager must have due regard for others and not ride a high horse
where no one is viewed as important as the self. Many an international manager has
wrecked their potentially glittering career by arrogance and pride, although they had
unrivalled plans.
(iii) Tolerate ambiguity- The Manager must have a high tolerance of uncertainty
because of the nature of the international scenario. Some people cannot stand being in
limbo for long and easily get frustrated, but not so the good manager. Instead, he/she
watches the motions of the market and comes up with a pattern over time and yet
always giving allowance for sudden change. This calls for patient endurance and
resilience. Analytical and logical people are the most in need of this grace.
(iv) Display empathy-Must be able to feel and imagine oneself in the shoes of the
person needing help. Without empathy, it is impossible to appreciate and rightly apply
the right remedy in a given situation.
(v) Non judgmental- half the time, without our consciousness, our SRC affects the
way we judge things and situations. Our prior training ,orientation and culture have a
more potent influence than we realize. For instance, what we have termed as moral
and right may not necessarily the same else where. Thus, the manager must not be
dogmatic nor condemn others for holding on to a varying opinion and practice.
(vi) Recognise and control the situation aptly and quickly. The astute Managers eagle
eye must see things and quickly devise a solution long before it happens. This is a rare
strength but the good International Manager possesses that discernment and uses it
appropriately to handle issues.
(vii) A good sense of humour- Laugh off things and not take things to personal. Care
of course must be taken not to trivialise even important and critical issues.
The work of the international Manager who leads people has to contend with various
attitudes, beliefs, cultures, and values of the local condition. For instance, in the
United States, the company business takes precedence over family and relations
where loyalty is given to the entity. In Latin America, the opposite is true. Further
more, in the USA, the entity concept of the organisation is espoused strongly while in
|
SRC = self reference criterion
The rare jewel of effective leadership Billy C Sichone 19
other places, the entity cannot be separated from the people. Another difference is the
way people view their jobs in a particular organisation. In the West, working for a
particular organisation is not viewed as life long while in places like Japan, people
devote themselves to one for life along side other relatives and friends. The work
relationships are more personal and founded from culture and family while in the
States, the grounds of hiring some one is not family attachment or prior knowledge
but largely on merit. We may even add the attitude towards working hours as a
difference! A Japanese worker will toil tirelessly until the work is complete everyday
without minding the knocking off time while an American will content him/herself
with the 8 hour schedule, pack bags and go home, whether the work has been
accomplished or not! All the above attitudes influence out put and reactions of people
towards their vocation. The international manager must contend and contain all these
variations.
As we continue to look at leadership in general, perhaps it is fitting at this stage to
reassert that leadership is different from management because the former has more to
do with ones traits to influence change rather than to control activities. Various
people have said that leadership deals with interpersonal aspects of a managers job,
whereas planning, organisation & controlling deals with administrative aspects
.
This shows that the leader has to have certain attributes that are fitting to relate to
people in a motivational fashion. Further, Dubrin says that leadership deals with
change, inspiration, motivation and influence
From the above stand point, the principled person progresses to accomplish more
feats outside the home by being open minded creative, quality driven and passionate
to transform situations into better places. This is done in a number of ways by firstly
Ambition is a tender and sensitive plant that needs constant care and nurturing
every hour of the journey. It will not live and keep growing if it is not nourished;
and the moment we begin to disregard it, we begin to go down hill...
Thus, if
your ambition is not alive, you should strengthen it in every possible way.
Visualise the thing you want to be
: Executive excellence: "seven traits of great leaders April 1999 Page 13 Vol 16 N
o
16
:
The rare jewel of effective leadership Billy C Sichone 24
issues, evaluate and then set personal goals afresh. This has a way of
recharging the brain cells so that one is fresh to clearly plan and improve
performance. This is a trademark of effective leaders. Some take a deep
breathe and relax in their chairs before they begin any business each day.
They also plan the day hour by hour.
Use results as the litmus test for any leadership or management
practice in use new, proposed or initiated. The effective leader is never
content with part achievements nor does he/she sit on the laurels or
past glories. Each day has new challenges that must be faced as they
come. As such, closely knit to the aforementioned points above,
effective leaders always set high goals segmented by bench marks
against which periodic evaluations are done. From the results, the
leader learns whether the practice is convenient, efficient or indeed
ideal. Furthermore, the leader always looks for easier and better ways
to achieve the same goals. The results act as a litmus test for either
leadership or management style.
Know and use every group members capabilities to the fullest and
provide everyone with appropriate developmental opportunities.
The effective leader is one who spends time studying the various members
of staff to ascertain their strengths and weaknesses and thus know which
part of the team to put them. Like a football team coach, he/she identifies
strengths and shuffles people around, of course having consulted them, in
the various positions so that they fully develop their potentials. In addition,
the leader throws challenges to people by allowing them to lead groups,
from small ones to big ones over time. In this way, people will exhibit
leadership traits that were hither to latent. Also this motivates people and
adds to their self esteem. For example, at the Namuso ADP
1
, almost all
members of staff have acted as manager, and others have respected them!
Experiment & Innovate in every realm under your influence, looking
constantly for new ways to improve performance.
The effective leader is diligent learn new things from anybody whether
superior or not and quickly grasps things. In this way, he / she is constantly
updated and never caught unaware at all. In addition, the said leader is not
afraid to take risks. There is always a thirst to try out new things and ways
of doing activities to the end that current practices may be improved. The
effective leader is not archaic, rigid nor autocratic but ready to venture into
any realm.
Increase the number of standards you measure and the rigor with
which you measure them.
Effective leaders have a broad mind and by that token are able to have a
comfortable appreciation of other spheres different from their speciality.
For example, the leader is able to intelligently interact with and interpret
figures and metrics thus drawing conclusions. Apart from maths, the leader
should have a technically analytical and yet pragmatic mind so that he/she
1
Namuso ADP is the name of the World Vision International Program at Mongu. ADP stands for
Area Development Program. Refer to Appendix II for a case study at Namuso ADP
The rare jewel of effective leadership Billy C Sichone 25
can use various parameters to measure the results that come to the fore.
Results tell a story and must thus be measurable in some way.
Constantly take action; results wont improve without it.
The effective leader must act to produce results rather than just sitting back
storing at a glaring problem or a past success. Rather, the leader must be
proactive, and never be satisfied with the status quo. Leaders focus on
opportunities for results. This entails focusing on what people can do
rather than what they cant. Exploiting their strengths encourages results
and avoids paralysis.
Increase the pace or tempo of your group
Not only is it good to get results but it is equally important to ensure that
the results are timely. Thus, the effective leader ensures that each time, the
pace and tempo of the group gets better and faster. This may well mean
doubling up efforts as people become experts and thus reduce on the time
spent doing a particular job. When people visibly see it in the leader (in
increase in pace & tempo) they will emulate. The leaders pace usually
sets the pace for the entire group. To some extent, leadership traits an
infectious
Seek feedback from others about ways you and your group can
improve your out comes.
Sometimes, it is good to stand aside and observe how you do things. Better
still, it would be good to ask other objective people to assess all of you and
give a feedback, giving ways you & other group members can improve
outcomes. Effective leaders are not afraid to be evaluated by out siders
who will give an objective report whether good or bad.
Make sure your colleagues perceive that your motivation is the
achievement of positive results and not personal or political gain.
Many aspire for leadership for the wrong reasons. Effective leaders cannot
afford to have such a calibre of colleagues whose egocentric and
clandestine agenda will not help anyone but themselves. Usually, such
selfish people are shrewd organisational politicians who gravitate towards
the warm side and flee when the going gets though. The effective leader
ensures that he/she is sincere and consistent when he/she does little things
to motivate people rather than using the rewards and compliments to bait
people so that they are forever tied hand & foot.
Model the methods and strive for the results your group wants to
use & attain.
When a leader is chosen, usually they are role models for others to imitate. This
means that hither to, the person was a good example of consistent good behaviour.
Good character is a powerful advocate for leadership. It goes before the person.
Effective leaders deliver on their promises and are faithfully consistent on promises
no mater how insignificant.
Have an internal locus of control of the whole scenario but this leadership is not the
assertive sort, this one is interactive in nature. In other words the leader is above
The rare jewel of effective leadership Billy C Sichone 26
everyone in the organisation in terms of abilities and acts as a resource person and
facilitator. The same does not bash everyone in his or her way but rather works side
by side with colleagues to achieve a particular goal.
Trusts people and delegates many tasks to them while he or she concentrates on other
things. He or she is not bogged down with the details of planning and implementing
(although he /she has the ability) activities but rather looks for easier and better ways
to do a job and the shares it with team mates
Never clandestine in his/her dealings but is open, communicates effectively and
ensures that no one is left in the dark. Since this is information-sharing age, the
effective leader shares skills, information that enables others to work well too.
Another colleague educated and empowered is one way of freeing oneself from that
load to concentrate on other more important needs. This communication is through e-
mail, person to person, visitation or regular reflective meetings that brain storming
sessions.
Never high goals and goes full throttle to achieve them. In the quest to appropriate,
he/ she involves everybody and makes them see the urgency and importance of the
matter. In the end, people view hurdles as a challenge he/ she carries every body
along.
Have an unusual analytical eye and yet does not suffer from analysis paralysis. In
other words, the leader ensures that they receive data, process it and analyse the
results. Where issues are not clear, the leader freely asks or gives information as the
case maybe. Effective leaders need not be experts in every field but they have enough
grey matter to capture issues and articulate them to all without much ado.
Not only have analytical powers, they are the best resource person available. As
intimated earlier, he/she has an interest in every area and is able to grasp things fast so
as to sit back and lead from behind. In other words, the leader is an oasis of data,
information and skills. The effective leader can articulate issues outside his/ her
sphere of training having appreciated other areas. Gone are the days when managers
would say ask the
finance people, its not my area! For a modern leader to speak like this
spells disaster. In a nutshell then, the effective leader is in control of all his faculties
and in constant up date, with the whole picture in mind. In a capsule form, the
effective leader motivates others, creates and establishes a vision. In other, words
generates ideas, manages openly, an achievement booster and is competitive.
Keeps their heads in all circumstances. Some people lose focus when they
succeed but the effective leader can handle the limelight and sustain their
leadership.
Are not easily flattered nor rest on their laurels. They do not get bogged
down with the trappings of past success.
The rare jewel of effective leadership Billy C Sichone 27
Have great visions that turn into reality. Such leaders can change entire
towns
In summary form, we can say that effective leaders are:
1. Visionary
2. Have an excellent whole picture
3. Excellent strategic thinkers and planners
4. Creative & open minded.
5. Trust others
6. Team players, coaches & mentors
7. Empathise with associates
8. Value people
9. Determined
10. Good time managers
11. Disciplined & keep the right priorities Not all urgent things are
important
12. Systematic
13. Free to delegate tasks
14. Consistently setting high goals
15. Inquisitive & have a wide range of knowledge
16. Ever learning
17. Achievers & performers.
18. Motivators & inspirers
19. Approachable
20. Influential
21. Proactive
22. Self replicative
23. Work Smart rather than only hard
24. High capacity to forbear and forgive
Refer to the United States Information agency magazine entitled Leadership: Seven profiles in local
Government We have live pictures of individuals that changed towns.
The rare jewel of effective leadership Billy C Sichone
DEVELOPlNG LEADEHSHlP QUALlTlES DEVELOPlNG LEADEHSHlP QUALlTlES DEVELOPlNG LEADEHSHlP QUALlTlES DEVELOPlNG LEADEHSHlP QUALlTlES
n talking about developing leadership skills we cannot avoid encountering the question as to
whether leaders are born or made. Admittedly, this is a very difficult question upon which
thousands of writers have shed their blood, with no conclusive answer. There are basically
three schools of thought and each school has its own variations. As hinted before, many
authors either support one doctrine in opposition to the other two. The first school asserts that
leaders are born and not made because certain people and families seem to have a natural flair
for leadership that hallows them unsolicited. Examples abound in that regard. But this school
has one problem because they cannot tangibly prove that leaders are born. The second school
of thought is that leaders are made, that is, built up due to various environmental factors such
as background, training, exposure, circumstance and opportunity They argue that given the
opportunity of in a vulnerable situation, one realises & reactivates their latent leadership
traits. Further they argue that these leadership traits have to be developed over time as
circumstances show themselves. They state that one only discovers their potential when
confronted with a situation that they have encountered before and from that situation, they
pluck some lessons to apply in future. For example, while a towering leader to whom
everyone looks is in their midst, the others will lie low and be subservient to the said hero but
should that person leave, another will arise to take over, although s/he may not be with the
exact traits and degree of charisma as the predecessor. Thus, the new leader first encounters
the challenge & is afraid and feels inadequate, looks around and decides to rise to the
challenge as best as possible. This scenario happens again and again and in some cases, the
new leader brings in innovations, which the previous did not focus on. Unconsciously, we
learn from our leaders and members, while in the same breathe taking note of their pitfalls
and strengths. When the circumstantial leader rises to prominence, s/he avoids the pitfalls and
imitates the positive traits from the predecessor before finding his/ her own feet. In my own
experience, this has repeated itself so many times. Before the illustrious leader departs, I have
tended to sit back and support the same but as providence would have it, the leaders upon
whom I relied heavily have either moved town or been transferred. There has been as initial
fear tremor that has passed through my heart and mind but then I discovered that no one else
would stand in for me. I pulled my self together and went ahead to achieve great things. This
kind of leadership thought appeals to the natural mind but is it true? Can we verify it by way
of research? Isnt it true that those people are already born leaders but do not simply have an
opportunity to express themselves? This theory also fails to stand on its own feet when we
consider myriads, which have miserably fallen by the way side after attempting to be leaders
against their nature. The third school of thought is the contingency theory where it is believed
that no particular style of leadership is the best but depends on the situation.
When considering leadership, we assume that the answer to the question at hand lies
somewhere in between the two extremes. I think every person is a leader of some sort in their
own right and also that the leadership ability can be developed. What differs is the degree of
manifestation some are more expressive and sanguine while others are choleric or
melancholic. Each of these differs and add colour to the vast array of the leadership rainbow.
Since we believe that leadership powers can be developed, how can this be developed? We
assume that the answer to the question at hand lies somewhere in between the extremes.
How can a leader develop effective ways of doing things? How can one do a job of one
morning rather than the whole day? The answer lies in the ability of the leader to get hold of
certain critical factors and master them. The primary thing that the leader must do to is begin
The rare jewel of effective leadership Billy C Sichone 30
focusing on quality in all his spheres. The said person must set the right priorities and exert
him self to attain the highest and best results in all spheres, whether in ethics or product
output. Many times a leader is content to church out results enmass but is that result quality?
Does it add value or send good massages abroad? The second thing is to be willing to learn
from others, no matter their status learning, background or profession. Half the time, people
are selective and prejudiced against certain areas. The leader must be willing to cross the
invisible departmental borders and grasp all he/she can. There is great value in willing to
learn, knowing that no man is entirely complete in knowledge in any profession. Having
learnt from others, the leader then resolves to gain experience and in the process master the
various factions. In the long run, the person becomes more proficient resulting in immense
cost cuts. As time goes on, the resourceful leader will become a resource person who will be
there to help strengthen other peoples abilities. As he/she helps others repeatedly, the same
person sharpens their own lot.
Thus, although some quarters believe that leaders are born, we can safely see that people can
develop sharpen their abilities with exposure and continuous training.
Further more, the leader is very strategic in outlook, highly organised and focused towards the
goal. Whereas the manager ensures things are going as per plan, the leader is an instrument of
change with clear goals and mission. The leader is proactive and works by plan though open
to any changes in the environment. The leader is a strategic risk taker and an agent of change.
The leader is on a journey and as such constantly finding innovative ways of doing things.
The status quo is not a resting place but a stepping-stone into higher lights orbs of service. To
achieve all these goals, the leader keeps focus & prioritises all the time. The burning motto is
First things first It is true that many things seem urgent but not all are important. Thus, the
effective leader must have the ability to pick and choose the critical issues. Sadly, many
leaders are buffeted by a plethora of urgent issues and try to do all things at the same time. In
the end, there is no tangible progressive achievement although much energy has been evoked.
In a nutshell said leader is clear minded, methodical, focused and consistently mutating to suit
environment.
Training
Exposure
Challenge
HcsuLTs ANo crrccTs or A cooo HcsuLTs ANo crrccTs or A cooo HcsuLTs ANo crrccTs or A cooo HcsuLTs ANo crrccTs or A cooo LcAocnsHi LcAocnsHi LcAocnsHi LcAocnsHi
The results and effects of a good leadership are manifest as we commence by dealing with the
marks of a good leader and then consider the effects of the same. The following is what I have
gathered and concluded as I have read books and interacted with effective leaders. Where an
effective leader has passed, the following blaze will trail:
The quality of the output will be high as opposed to mediocre.
The effective leadership is resilient, undaunted by quick tasks, threats or new
challenges.
The effective leader is a fast and open learner and thus diffuses the same to others.
The said leader gains experience and masters roles that he or she freely and
willingly passes on to others.
Strengths are built upon and people are helped to identify and cultivate their core
competencies. This is done via challenges and reflective training workshops.
Cohesive teamwork is built where every member feels responsible and part of the
team. The results do not belong to one person but to all.
Cohesive Team work
The rare jewel of effective leadership Billy C Sichone 31
High out put
A highly motivated team who willingly tackle their tasks
diligently.
Mutual concern for each other
Absence of infighting and jostling for positions or status
Goal focus & congruence
Innovation and creativity are enhanced where people are free to
bring in ideas from which the best practices are fished.
Flexibility, agility & open mindedness on the part of the leader
that ultimately rubs on to the rest of the team-mates.
People feel free & secure whenever they think of their jobs.
There is little uncertainty though the modern trends of re
engineering occur often. Because people are empowered, they
could either get another job or start another business altogether.
Self replication
More proactive rather than reactive
Continuity after the leadersexit
Impediments to effective leadership
1. Character flaws: a. Integrity lack, inconsistency, indecision, unethical
practices,
2. Little desire or passion. Low pulse for success or any cause.
3. Little or no self discipline
4. Blurred vision and goals
5. Little or no determination
6. Despair
Expected challenges for the leader
1. Misunderstanding
2. Threat
3. Resistance to change, refer to the Butros Ghali case
4. Dysfunctional parts in the chain and system
5. Organisational politics e.g. passive resistance, back biting, little
buy in, different egocentric ambitions etc.
ErrccTivc LcAocnsHi ErrccTivc LcAocnsHi ErrccTivc LcAocnsHi ErrccTivc LcAocnsHi Tomonnow ANo acYoNo Tomonnow ANo acYoNo Tomonnow ANo acYoNo Tomonnow ANo acYoNo
Having scanned through the wide avalanche of books available on effective leadership,
I fear that true and real effective leaders are exceedingly few and far between. The
times demand people who speak less with their tongues than those who vocalise their
mettle by their effects on a task undertaken.
When I look around, all I see is a great mass of theorists across the Globe. It is
gratifying however, that there is a new generation of Managers who are arising over the
horizon who will not stop at anything until they get the real genuine thing-Leadership.
In my own prediction, I see a time when we shall see more of an informal office set up
where people focus more on results rather than on petty squabbles such as what attire to
wear and which office to occupy etc. More frequently, people will not need to be
supervised and will be disciplined enough to work from home and churn out high
The rare jewel of effective leadership Billy C Sichone 32
quality timorous results through the use of IT. Todays talk is focusing on the paperless
office as well as the virtual office. Now for these to be realities, people will need to
reach a certain professional level and be self-governing. Already, we hear of self-
managing teams with all the members of the team qualified professionals. I envision a
time when every team member will have multiple talents and skills so as to take up any
task undaunted. The time of strict specialisation is fast coming to an end and is being
replaced by having a workable knowledge of many disciplines. Today, people are being
paid for their knowledge rather than on the amount of time they spend doing a
particular job. For a long time to come, leadership and teamwork will carry the day for
organisational transformations.
Tomorrows scenario will be pretty the same but at an accelerated level. More and
bigger challenges will surface and dynamic minds equal to the task will arise to meet
them.
CoNcLusioNs & HccommcNoATioNs CoNcLusioNs & HccommcNoATioNs CoNcLusioNs & HccommcNoATioNs CoNcLusioNs & HccommcNoATioNs7 7 7 7
STnATccics STnATccics STnATccics STnATccics
I have thus laboured to bring to the fore what proper leadership is in the modern
society, and having also zeroed in on effective leadership, it now remains for me to give
some recommendations of what I think is the best strategic way forward. We have seen
that much has been written on leadership lately, resulting in a plethora of volumes and
manuals on the topic. Although much has been documented on paper and otherwise, I
fear that very few people actually believe and practice what the purport to espouse. I
make this assertion based on what I have observed in various forums including my
short working stint. Thankfully, I worked with an excellent manager whom, in many
ways, I am indebted to because for three years I read and watched his life, exemplifying
an ideal leader. He was far more than a manager. Turning my scope to other work
places within and without world vision, I see vast stretches of work places infested with
autocratic managers rather than leader/ managers. Having asserted the last statement, let
me hasten to say that it has equally been gratifying to see people change, open up and
mutate to some semblance of the ideal manager after embarking on leadership training.
If I were to paste a before and after picture in your mind of those people, the stark
difference would be so great. But that is what continuous training and exposure can do.
What is my recommendation for the future? What ought we to do to salvage the office
from being a tyrants dungeon to a sunshine peace haven where people work freely
and diligently? A number of recommendations come to the fore, some new, others old:
1. There must be continuous & constant training for staff people.
2. There must be extended exposure of people to other environments,
either in the same industry or otherwise.
3. There must be increased encouragement of adopting methods of best
practice. Knowledge must migrate freely.
4. People must be given more opportunity to take up responsible
leadership positions re- to act as managers, directors etc-This worked
wonders at the Namuso ADP.
5. People must be challenged to believe they can do much more than they
presently envision.
6. People must be sometimes abandoned in risky & vulnerable
circumstances so that they are forced to use their latent leadership
The rare jewel of effective leadership Billy C Sichone 33
skills/survival instincts. This drags out to the fore the hidden strengths.
This also strangles the laissez faire attitude.
7. Leaders must be consistent, visionary & full of integrity. They earn
their respect.
The road has been long but enjoyable. We have successfully ploughed through the
whole subject of leadership, having zeroed in on effective leadership. The question
paused at the beginning, What is effective leadership? is now answered and as such, I
happily rest my case here!
Epilogue
The rare jewel of effective leadership Billy C Sichone 34
Bibliography
(1) Stephen Covey: Principal centred leadership New
York, London, Toronto, Sydney, Tokyo, Singapore
(2) Robert Heller: Effective leadership, Dorling Kindersley.
London. New York. Sydney. Moscow
(3) Robert Heller: Managing teams, Dorling Kindersley.
London. New York. Sydney. Moscow
(4) Executive Excellence Publishing 1999 April 2001
issues.
(5) Andrew J. Dubrin: leadership: research findings, practice
& Skills.
(6) Bower, Bastkett, Uyterhoeven & Walton: Business
policy: Managing Strategic processes, McGraw-Hill,
Boston, Massachusetts Burr Ridge, Illinois Dubuque,
Iowa Madison, Wiscosin New York, New York San
Francisco, California St. Louis, Missouri 8
th
Edition
(7) Zambia Daily Mail 05/03/1999 issue
(8) Cateora Phillip International Marketing: 9
th
Edition, 1996
Irwin McGraw-Hill, Boston Massachausetts,
(9) Donald R. Cooper & Pamela S Schindler; Business
research methods, MCGraw Hill International Editions,
Boston Burr Ridge, IL Dubuque, IA Madison, WI New
York San Francisco
(10) Kereitner & Kinicki: Organisational Behaviour 4
th
Edition Irwin/ McGraw Hill, San Francisco.
(11) Stephen Covey: 7 habits of high effective people
1990/91 Pocket books, London, Sydney, New York, Tokyo,
Singapore, Toronto.
(12) Moi Ali: Marketing effectively: Dorling Kindersley.
London. New York. Sydney. Moscow
(13) Mary Ohara Deveraux & Robert Johansen: Global
work Jossey Bass Publishers 1994.
(14) Ariffin Ricky W. : Management 5
th
edition Houghton
Uifflin Company Boston, Toronto, Geneva, Illinois, Palo
Alto Princeton, New Jersey.
(15) Thomas I Peters: In search of excellent: Warner books,
1984 edition.
(16) PJ Smit & ApduPlessis: Management Principles
workbook 1994 futa & Lo ltd.
(17) P. Bryans T.P Cronin: Organisation theory 1983,
Mitchell Beazley Publishers
(18) Charles B. Handy: Understanding Organisations J 2
nd
Edition. Penguin book
(19) Edwin B. Flippo: Personnel Management 6
th
edition.
McGraw Hill. Book Company. New York, St. Louis, San
Francisco, Aukland, Bogota, Hamburg, London, Madrid,
The rare jewel of effective leadership Billy C Sichone 35
Mexico, Montreal, New Delhi, Panama, Paris, Sao Paulo,
Singapore, Sydney, Tokyo & Toronto.
(20) The Holy Bible: New International Version,
International Bible Society, 1984.
(21) Chuck Swindoll: Leadership, wordbook publisher
Waco, Texas 1985.
(22) United States Information Agency: Leadership: Seven
profiles in local government. This is a magazine.
(23) Wendell L French, Cecil H Bell Jr: Organisation
Development, Prentice-Hall of India Private ltd New Delhi-
11001 3
rd
edition, August 1989.
(24) John L Thomson: Strategic Management, Chapman
Hall, London New York, Tokyo, Melbourne, Madras
(25) Samuel C Certo, J Paul Peter: The Strategic
Management process, Austin Press, Irwin Chicago, Bagota,
Boston. Buenos Aires, Caracas, London, Madrid, Mexico
City, Sydney, Toronto, 3
rd
Edition.
(26) Harvey Maylor: Project Management, Financial Times,
Pitman publishing, London, San Francisco, Kuala Lumpur,
Johannesburg.
(27) William J Stevenson: Production/operations
Management, Mcgraw- Hill companies, Inc., 1996 (IRWIN)
Chicago, Bagota, Boston, Buenos Aires, Caracas, London,
Madrid, Mexico City, Sydney, Toronto 5
th
Edition
(28) Vroman H William, Vincent Luchsinger:
Managing Organisation quality, Richard D IRWIN 1994 burr
ridge, Illinois, Boston, Massachusetts, Sydney, Australia
(29) Mark Graham Brown, Darcy E Hitchcock, Marsha L
Willard: Why TQM fails and what to do about it, Irwin
Professional Publishing. Chicago. London. Singapore 1994.
(30) John Maxwell: 21 Irrefutable laws of leadership-Audio
tapes.
(31) The Leadership pill
(32) Servant Leadership
The rare jewel of effective leadership Billy C Sichone 36
AcNoix l AcNoix l AcNoix l AcNoix l
The Kambule Baptist Church Scenario
The rare jewel of effective leadership Billy C Sichone 37
CAsc STuoY 1 CAsc STuoY 1 CAsc STuoY 1 CAsc STuoY 1
THc sccNAnio AT THc KAmauLc ATisT THc sccNAnio AT THc KAmauLc ATisT THc sccNAnio AT THc KAmauLc ATisT THc sccNAnio AT THc KAmauLc ATisT - -- - CHuncH 1979 CHuncH 1979 CHuncH 1979 CHuncH 1979 - -- - 19B9 19B9 19B9 19B9
From about 1979 a Mini religious awakening swept across Zambia. The said revival,
among many things, Occasioned the conversion of thousands to Christ, people
suddenly had a lively desire to know Christ and to do his work. Everywhere people
were conscious of the presence of God and attended every prayer meeting as well as
evangelised when opportunity availed itself. Among the key revivalists at the time
was a man called Jack Sokoni, who was a fervent and fine expositor of the word. He
adopted a systematic approach to expounding the Holy Scriptures to the end that
many people might be built up as leaders. Every Sunday, he exercised a powerful and
affecting ministry. He guarded his pulpit jealously. This activity went on for nearly
ten years when he suddenly left the Kambule Baptist Church to pursue further studies
abroad. An interesting phenomenon occurred because there was a latent leadership
crisis that surfaced. Having been such a fine sound leader, people thought Pastor
Sokoni would be there always and as such, never made plans to prepare to take over
his shoes after his departure.
As a result, no one was found equal to the task for over 3 years, yet his powerful
influence still lingered many years afterwards.
In the fourth year, the Church felt they needed another Pastor and thus called another
to take over but unfortunately, the new person did not last many years because Pastor
Sokonis Ghost still lingered powerfully in peoples minds. The question that still
begs answering in peoples minds today is why a vacuum was created and how that
crisis could have been really avoided. Could that problem have been avoided? Was
Sokoni a leader?
OascnvATioNs OascnvATioNs OascnvATioNs OascnvATioNs
After much careful thought and research we observe that though Pastor Sokoni was a
great leader, he probably did not successfully pass on the Body of Divinity to a
wider body of faithful men
shifts
in looking at the world as well as personal effectiveness. Without
question, this is the management book of the times! In only 320 pages
and in four parts, Stephen Covey succeeds to highlight what the effective
person is made of. For us to appreciate this classic volume better, it is
fitting for us to clear the path that we must shortly tread. When we talk
about habits, we mean much more than just the theoretical knowledge
but the skills as well that are cultivated as a result of a desired repeated
constant practice of some activity. As Emerson once said That which we
persist in doing becomes easier-not that the nature of the task has
changed, but our ability to do has increased
A paradigm is broad frame work/base from which we judge, perceive and interpret the world around
us e.g. the way we look at dancing by the wedding bridal party.
The seven habits of highly effective people, miniature edition pages 93 & 94, Running
press.Philadelphia.london 1989.
The rare jewel of effective leadership Billy C Sichone 110
outwardly. A paradigm shift entails a complete change in the way one
looks at something far removed from our stereo typed view of life.
Having laid the ground, Covey proceeds to give an over view of the seven
habits where he shows that an effective person first sets goals, takes
initiatives, sets out with a goal in mind, possesses a burning personal
mission statement, is an excellent time manager, has an independent and
objective mind, and knows what is at the centre of his/her life. Further
more, the said person builds powerful personal relationships with other
people, by meticulously managing an emotional bank account from
which he/she draws at optune times. Further still, the effective leader is
like a skilled surgeon who diagnoses the root cause of a problem before
prescribing a remedy. Having thus given a possible solution, the person
inserts safety gadgets to guarantee continual improvement and growth of
the traits.
The second and third parts of the book illustrate the fact that the effective
person commences by surmounting small private victories that foster self-
confidence. Our bigger public, outward victories come as a result of
smaller private victories as we are proactive, having clear goals in mind
before setting foot on the road to success and then put the first things
first-right priorities. Having excelled in the smaller inward victories, the
person then proceeds to score multiple public victories such as having the
right frame of mind while maintaining an objective mind, being
meticulous not to be overly side tracked by the self-reference criterion
(SRC). This is achieved as one aspires for a win-win out look to life
rather then the independent win-lose or any other archaic approach to life.
Remember, the assumption is that there is plenty for all to share and to be
satisfied by the same token, so why scramble for resources? Cooperation,
teamwork, collaboration and interdependence are the way forward today.
This goal is achieved as one seeks to understand others first before being
understood. Unfortunately, half the time, the tendency is to seek to be
heard and grab the best piece of the cake before anybody else does!
Further more, there must be a realisation that when two complementing
parties work harmoniously towards a goal, they produce synergy where
the output of the two is more than if the parties were working separately.
In other words, we can safely use the adage 1 + 1 = 3. This clearly
shows a much higher out put.
Having shown the inner and outward traits of highly effective people,
Covey then hurtles along to the fourth and last part where we see the
renewal that engulfs a person resulting from a radical paradigm shift. This
inward renewal is manifested in the seventh habit where the person in
SRC is the intrinsic faculty we use in judging the world outside. This SRC is shaped by our past
experience, culture and orientation/exposure.
The rare jewel of effective leadership Billy C Sichone 111
question spends more time sharpening the saw so that at one stroke of
the axe, the gigantic tree is felled! This approach is the opposite of the
common trend where one will labour away ineffectively trying to work
with a blunt tool! The 21
st
century highly effective person is one who
spends much time in secret each day, meditates, takes some sport,
exercises regularly and is abreast with the times. He/she daily at dawn
adjusts the heart akin to a wristwatch winding each morning-the chest is
full to sail freely at full throttle. This person is constantly setting
benchmarks, evaluating the progress and yet keeping a strategic eye upon
the future. Thus, this dynamic leader begins inside and works his/her way
outside. True and tangible and lasting change emanates from changed
heart and mind within which ultimately blossoms for all to see. All this
change must rest on the correct principles deeply embedded and riveted
on the heart of the effective leader.
With these points, Covey draws to a close of his monumental work that
has eked out a place for him among the modern management gurus. The
appendices A & B wrap up the book neatly. Thus, the work is done.
Reading through the book, one cannot help to pause several times along
the way and take a deep breathe as well as a critical self analysis. Covey
illumines those dark and secure cabinets of our hearts hitherto
undisturbed by light photons exposing the inefficiency cobwebs that have
clustered on the cardiac walls! How much sloth we harbour within these
wretched hearts of ours! How so slow to learn we are! How so captivated
by our nature we are! The good thing is that this classical work shows us
the way forward by giving us the tools by which we can venture into
those deadly caves of our hearts and remove the radioactive substances
without much ado. The seven habits can be learned once one is
determined to emerge a victor. Thus, throwing off sloth, we can discard
procrastination and head for the best that we can ever be. As one writer
once said, we ought to do our utmost for His highest
. This should be
our chief end in life.
Looking back at the book, I do so with some sense of wonder that a mere
mortal could enter the human mind, open up the heart, diagnose the
problem and then repair it! As earlier stated, this volume is a must for
every manager! Arise then and commence the book hunt!
Bibliography:
1. The seven habits of highly effective people-wisdom and insight from
Stephen Covey, Miniature edition. Running Press, Philadelphia. London
2. The seven Habits of highly effective people, Stephen Covey. Pocket
books. London. Sydney. New York. Singapore. Toronto
Oswald Chambers
The rare jewel of effective leadership Billy C Sichone 112
-----------------------------------------------------------------------------------------
----------------------------------
Inde
The Ieudership pyrumid
Eecutive IeveI
TucticuI IeveI
usic IeveI
Fewer options uvuiIubIe us one goes higher
Dr Maxwell teaches that as the leaders ascends the organisational ladder, they tend to have
fewer options and flexibility for themselves. There is a trade off. He says, to go up, you have
got to give up How true! There is more sacrifice as one flies to the higher orbs.
The rare jewel of effective leadership Billy C Sichone 113
lNocx
A
administrative ................................................ 21
ambiguity ....................................................... 20
ambitious.................................................24, 50
assertion .......................................11, 15, 34, 57
attitude....................... 16, 19, 20, 22, 35, 43, 77
autocratic......................................15, 26, 34, 73
B
behaviour .....................................13, 14, 21, 27
Bossy .............................................................. 10
Business .......................... 52, 56, 60, 64, 66, 70
C
Charisma ........................................................ 21
Clandestine..................................................... 19
coach ....... 10, 12, 25, 26, 39, 77, 81, 82, 83, 91
commando...................................................... 19
Creative ....................................................12, 29
culture. 3, 18, 19, 20, 22, 23, 48, 51, 52, 53, 54,
57, 61, 63, 67, 68, 69, 72, 73, 76, 87, 88, 89,
91, 92, 94, 99, 104, 115
D
decisions 12, 15, 22, 24, 44, 51, 62, 72, 73, 81,
95, 101, 103, 106
decree .......................................................13, 15
delegate ........................................10, 14, 29, 73
Determined..................................................... 29
diverse ................................................19, 75, 83
dreamer........................................................... 12
E
EFFECTlVE EFFECTlVE EFFECTlVE EFFECTlVE........................................22, 23
effective leadership ......... 3, 7, 8, 10, 21, 34, 35
Empathise....................................................... 29
expound.......................................................... 21
F
facilitate....................................................10, 91
faith................................................................ 24
fatigue............................................................. 13
finance................................................10, 28, 79
focus... 8, 19, 23, 25, 27, 28, 31, 32, 33, 48, 55,
57, 65, 66, 84, 106
G
Globe.............................................................. 33
H
hierarchy......................................................... 15
humour ........................................................... 20
I
influence .10, 11, 13, 15, 20, 21, 22, 23, 26, 39,
44, 60
Influential .......................................................29
lNTcnNATioNAL4, 7, 18, 19, 20, 26, 36, 37,
42, 62, 103
interpret ................................................. 26, 114
L
leadership ... 3, 4, 6, 7, 8, 10, 11, 12, 13, 14, 15,
17, 18, 20, 21, 22, 23, 25, 26, 27, 28, 31, 32,
33, 34, 35, 36, 37, 39, 40, 42, 44, 47, 51, 60,
64, 65, 67, 68, 72, 77, 80, 83, 84, 85, 87, 88,
102, 117
M
management7, 8, 10, 11, 12, 13, 14, 19, 20, 26,
42, 43, 46, 48, 49, 50, 51, 54, 57, 58, 60, 62,
63, 65, 66, 71, 73, 76, 81, 87, 88, 89, 91, 93,
94, 97, 103, 104, 106, 114, 116
Marketing .................................................10, 36
mentor.................................... 10, 12, 39, 77, 83
motivating.............................. 11, 12, 14, 78, 79
motivator ..................................................10, 83
O
operational ............................. 12, 60, 67, 92, 95
Organisation.......... 9, 11, 21, 37, 44, 51, 59, 60
P
paradigm.................................. 17, 83, 114, 115
Plan...........................................................12, 13
Principle centred.............................................17
Proactive.........................................................29
Q
quality.....10, 11, 13, 21, 24, 32, 34, 37, 42, 43,
51, 53, 54, 55, 57, 62, 65, 68, 69, 71, 72, 73,
78, 79, 80, 81, 84, 85, 86, 87, 88, 89, 90, 91,
92, 93, 94, 95, 96, 97, 99, 100, 102, 103,
104, 105, 107
R
redeems...........................................................23
risk taker ............................................ 12, 32, 58
robust ............................. 11, 53, 54, 73, 91, 107
S
Self replication ...............................................33
self-regulative.................................................15
skills.10, 18, 19, 28, 31, 34, 35, 44, 78, 87, 114
strategic thinkers ......................................29, 63
strategically ...... 12, 19, 51, 81, 88, 91, 98, 101,
103, 104
stress ............................................ 13, 14, 44, 73
The rare jewel of effective leadership Billy C Sichone 114
SWOT ............................................................ 11
systematic.....................................10, 39, 44, 76
T
team player...................... 12, 39, 40, 43, 69, 70
tempo ............................................................. 27
Ten commandments....................................... 18
traditional .............. 7, 10, 15, 48, 74, 87, 90, 91
U
undaunted .................................................32, 34
V
vision..7, 11, 18, 21, 24, 25, 28, 33, 34, 42, 43,
51, 59, 62, 79, 105
Visionary ........................................................29
The rare jewel of effective leadership Billy C Sichone 115
About the Author
Billy Sichone trained as an Accountant and worked as a Program Accountant at one of World
Vision Zambias large scale Area Development Programs for seven years. He studied the
Zambia Diploma in Accountancy (ZDA), is a Fellow of the Institute of Financial Accountants
of UK (FFA) and holds an MBA (Preston /Azaliah University, USA).
He is married to Jane and they have one daughter, Zevyanji together. Billy now works as
Program Manager at a large scale World Vision international program.
Among his interests are studying, research, reading, meeting people and adventure.