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One of India’s greatest revolutionary leaders to ever live, Mahatma Gandhi, once said, “You must be the change you wish to see in the world.” His words bring to the fore a critical yet mostly overlooked aspect of leadership: change must always come from oneself first.
In today’s dynamic institutions, where efficiency and accountability are critical, leadership goes beyond giving orders; it’s about living the values that propel organisational success.
Recent discussions within key institutions highlight an urgent need for leaders to lead by example, setting a standard of excellence for their teams to follow.
With young professionals increasingly aware of leadership gaps, setting a positive example is not only desirable but also essential for fostering trust, boosting performance, and fulfilling institutional goals. It is an ideology that has been put to the test and has worked.
James M Kouzes and others in their research, “The Leadership Challenge, show that exemplary leaders using the “model the way” approach create good following from the actions they demonstrate.
Leading from the front means aligning actions with organisational objectives. Leaders must regularly review their teams’ mandates, pinpoint challenges, and collaborate swiftly to resolve them.
This proactive stance prevents small issues from becoming major crises that could strain relationships with external stakeholders, investors, and development partners.
When leaders engage in collective problem-solving and address issues promptly, they model a collaborative spirit that inspires their teams. For instance, delays in responding to or acting on stakeholder requests can violate legal and regulatory frameworks, signaling to staff that urgency is optional. Conversely, when leaders prioritise timely action, they encourage their teams to follow suit, creating a culture of efficiency and accountability.
A critical aspect of exemplary leadership is ensuring teams work purposefully and within legal guidelines. Leaders must be aware of their teams’ current projects, establish clear objectives, and facilitate effective implementation.
Without this oversight, gaps in performance emerge. This disconnect can lead to disengagement, the morale of the teams fades, productivity reduces, as emerging talent may not respect leaders who demand accountability but fail to practice it. By holding regular team meetings to identify and tackle challenges, leaders foster ownership and unity, boosting morale and ensuring the institution delivers on its commitments.
As this happens, transparency and communication also come in as core pillars of effective leadership. Failing to confront or tackle issues is a serious oversight, often outlined in regulatory guidelines. Leaders must communicate openly, both externally and internally.
Instituting regular open discussions on deliverables promotes transparency and breaks down silos. When leaders view colleagues as partners in addressing shared challenges rather than competitors, they build a collaborative environment.
If the staff are the greatest brand ambassadors for an institution, the leaders should be the lighthouse. Leaders who delegate and explain expectations to management and staff for discussion or resolution show strategic thinking and humility, preventing unrealistic promises that could harm credibility.
Moreover, in an era where rigorous audits are a priority for compliance, continued support from development partners or to maintain certifications, leaders must first audit themselves instead of deflecting blame.
This is the foundation of humanised leadership as espoused by Martin Oduor in his book, ‘The first act of leadership is leading yourself’. Lax oversight risks creating perceptions of leniency, which younger staff may mimic, perpetuating underperformance.
When leaders falter, let’s say by neglecting deliverables or failing to provide oversight, they risk alienating stakeholders and inviting external interventions.
The call to action is clear: Leaders must focus on the broader vision, transcending individual egos to build cohesive teams. By doing so, they fulfill their roles and inspire a legacy of excellence. Leading from the front is the foundation of institutional success. It requires leaders to embody diligence, transparency, collaboration, and accountability. For institutions navigating complex mandates, this approach is non-negotiable.
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By Nyambura Muhoro