The dilemma of leadership. Article in March 2013 issue of 'The Wits Business School Journal', Johannesburg.

1. cover story
The dilemma of
leadership
Douglas Bernhardt uses the example of successful
political leaders to show that business leaders are
not very different and that there is no one-size-fits-all
template for leadership, which differs from management.
T
he harsh truth about leadership is that 20th century. His leadership performance America where the Puritan tradition remains
defining it is rather like defining art – after the war, however, is questionable. A alive and well. Today, however, out of
it’s in the eye of the beholder. This wartime style of leadership is not necessarily office, Clinton continues to provide informal
becomes obvious when considering a select one that works in peacetime. leadership to, and promote, humanitarian
group of leaders from history. More recently, Baroness Margaret causes. Indeed, since leaving office, he has
Joseph Stalin (or ‘Uncle Joe’, as he liked Thatcher, a long-serving British politician been rated more highly in public opinion polls
to be called) was the de facto leader of (1979–1990) and the only woman to have of US presidents than towards the end of his
the Soviet Union from the mid-1920s until held the post of prime minister, radically term in office. Leadership does not have to be
his death in 1953. But few today would transformed UK political dynamics as she a function of formal rank.
be prepared to hold up Stalin as anything endeavoured to reverse Britain’s economic Finally, in this country, anti-apartheid
other than a brutal example of what political and political decline. She certainly made a activist and politician Nelson Mandela was
leadership should not be about. Post- difference – for better or for worse, as most the first president of South Africa (1994–
revolutionary Russia, of course, was not the political leaders do – but the poll tax her 1999) to be elected in a fully representative
easiest of times: war with Germany, internal government introduced, and her contentious democratic election. To this day, and despite
instability, economic upheaval and, ultimately, views on the UK’s future involvement advancing age, he continues to provide a
the early years of the Cold War, combined to with the European community, led to a sense of leadership to a nation that many
claim has lost its moral compass.
We find it interesting that ‘soft and fuzzy’ is seldom, if So, while it appears that political
ever, part of the leadership calculus. leadership comes in a variety of shapes,
sizes and textures, is leadership in business
challenge the very survival of the Soviet state. ‘palace coup’ by her own cabinet. In short, very different?
Thus, a strong hand and dictatorial leadership she seemed to have lost the pulse of her Not really. Possibly one of the world’s
style were probably inevitable outcomes. constituency – dangerous for any leader. best known corporate leaders, Steve Jobs,
Sir Winston Churchill, a contemporary Subsequently (1993–2001), Bill Clinton led co-founder, chairman and, until his death
of Stalin, but a very different man, is best America as a New Democrat. Unfortunately, less than two years ago, CEO of Apple, is
known for his leadership of Britain during his personal reputation became tarnished by described in the January–February 2013
World War II; indeed, he is widely regarded what evolved into a very public extramarital issue of Harvard Business Review as the
as one of the greatest wartime leaders of the affair. Personal morality matters, especially in number one best-performing CEO in the
8 www.wbsjournal.co.za

2. world, delivering a total country-adjusted
shareholder return of 6.621% (Jeff Bezos,
founder and CEO of Amazon.com, is ranked
number two). More than that, it was his
leadership that spurred Apple on to design,
create and deliver products such as the iPod
and iPad, which have changed the lifestyles
of millions forever.
Closer to home, Johannesburg-born
Graham Mackay, chairman and CEO of
SABMiller, the multinational brewing and
beverage giant, is ranked the number 16
best-performing CEO overall.
We have recently been researching two
fundamental questions:
1. Are there common principles of, or
themes to, leadership?
2. And, of direct concern to Wits Business
School, can leadership be taught (say,
to MBAs)? After all, what is of greater
importance to industry? More and better
administrators (bureaucrats)? Or is there
greater value to be derived from young
men and women graduates with leadership
potential?
Our findings suggest that there is no one-
size-fits-all template for leadership. This
is no surprise, although admittedly there
are a number of management texts that
offer some useful models, tips and insight
(one we like is Turn the Ship Around! How
to Create Leadership at Every Level, by
retired US Navy Captain L David Marquet).
Image courtesy of Jeff Moore/TheElders
Again, similar to art (think Picasso versus
Rembrandt), leadership seems to emerge
in response to context, or simple necessity
(albeit not always for the greater good).
Stalin played a defining role in saving the
Nelson Mandela, Archbishop Emeritus Desmond Tutu and Jimmy Carter Soviet Union from Nazi aggression, but
he can hardly be credited with advancing
democracy, freedom, individual liberty or
security for Soviet citizens. And Jobs, based
on all available evidence, would apparently
not win any human resources prizes for
his leadership and management style. The
leadership style of Jobs was, to paraphrase
the title of a 1955 Hollywood film, ‘a many-
splendoured thing’. He was entrepreneurial,
he was tough-minded, he was focused
and, as Walter Isaacson, CEO of the Aspen
Institute, put it in the April 2012 issue of
Harvard Business Review: “He acted as
if the normal rules didn’t apply to him,
and the passion, intensity, and extreme
emotionalism he brought to everyday
life were things he also poured into the
products he made.”
We, in fact, find it interesting that ‘soft
Margaret Thatcher Steve Jobs
and fuzzy’ is seldom, if ever, part of the
2013 • Issue 32 9

3. cover story the dilemma of leadership
critical trends [in particular, megatrends] and
potential discontinuities” over the next 16–17
years. After all, isn’t it a core responsibility
of leaders to anticipate and plan for various
alternative futures? That’s certainly one of
the key aims of business and government
leaders each year when they meet at the
World Economic Forum’s annual general
meeting in Davos, Switzerland.
Finally, a paradox: companies and
business schools sponsor an almost infinite
number of management development
programmes but, implicitly at least, they
tend to pack leadership training within
these events. We would argue that
Image courtesy of Robert Lz
management (which traditionally involves
control and long-outdated paradigms) and
leadership are two very different things.
Winston Churchill, Franklin D Roosevelt and Josef Stalin
Good managers are not necessarily good
leadership calculus. After all, what comes (human). And how about what we learned leaders, and good (or great) leaders are
to mind when you think of what leadership in Economics 101 about ‘rational actors’. not necessarily good managers of anything
involves? We find that the following seven Do they really exist? In any business, it’s an other than, perhaps, human relationships.
descriptors repeatedly emerge when increasingly tough call to ‘get it right’. But Yes, leadership can, to an extent, be
analysing the attributes of effective leaders, isn’t that precisely what we expect and need taught – it’s what they do, for example, at
whether in politics, the military or business: from our leaders? the US Military Academy at West Point,
1. clear and relevant vision; There is certainly little doubt in the Royal Military Academy Sandhurst, and
2. commitment; the geopolitical sphere regarding the on the advanced management programmes
3. competence; devastating impact the use of biological at top universities everywhere – assuming,
4. decisiveness; or nuclear weapons (by anyone) would of course, that those being trained possess
5. empathy (but seldom sympathy) with have. The more profound question, which the right personal qualities and ambitions
those who are led; both political leaders and the patchwork to start with. But it’s a challenge, one
6. inspiring; and of intelligence agencies that serve them which, in effect, balances the science of
7. self-confidence. grapple with, is this: will rogue states such leadership against the art of leadership. We
What terms would you add? And do they as Iran or North Korea, or possibly a non- recommend that businesses and business
characterise your leaders? Imagine a military state actor such as a terrorist organisation, schools de-emphasise the ‘managing’
situation in which you and your leaders are a proceed to use them? aspect of leadership training, and focus
part: would you follow them ‘over the hill’? In the world of business, examples of the more on boosting some of the more
big questions that now challenge corporate nebulous qualities of leadership we referred
Why does leadership matter? leaders include: what is the likely future of to above.
No one needs to be reminded that the the eurozone, and what does it mean for There’s an old adage that says ‘lead,
world is a far more complex, more confusing, us? What are China’s longer-term intentions follow, or get out of the way’. We suggest
and more interdependent place than at any and plans (in our industry in particular)? Are this has never been more appropriate for
time previously. Whether it’s the executive the recent measures taken in Europe, the meeting today’s, and tomorrow’s, competitive
board of a major multinational or the owners US and elsewhere to stabilise the banking imperatives. Just ask anyone whose company
or product offerings have recently been made
Good managers are not necessarily good leaders, and good irrelevant by better-led, more innovative, faster
and smarter competition.
(or great) leaders are not necessarily good managers.
Douglas Bernhardt is a part-time
of a small Garden Route bed-and-breakfast, sector sufficient to safeguard global financial
lecturer at Wits Business School,
the business environment of 2013 bears collapse or disruption? How do we as a
where he teaches the MBA
virtually no resemblance to that of a decade company, or as a nation, deal with the
electives Competitive Intelligence,
ago. Technology makes it easier and faster growing dangers posed by cyber warfare?
Industry and Competitor Analysis,
to communicate and therefore network with Opportunities are to be found everywhere,
and Strategy as Revolution. He
customers, colleagues or peers, say, but but so are threats. We believe that corporate
is the author of two books and
this only contributes to the perception of and government leaders everywhere can
numerous articles on the subjects
complexity. Take your firm’s approach to risk benefit from a review of Global Trends
of competitive intelligence and
analysis: it now means juggling an almost 2030: Alternative Worlds, a US National
strategy. He can be contacted at
overwhelming number of variables, the most Intelligence Council publication that aims to
douglas.bernhardt@gmail.com.
important of which are often subjective “stimulate strategic thinking by identifying
10 www.wbsjournal.co.za