Adaptive and reflexive leadership: preparing leaders for an uncertain future
Much has been written and said about leadership in the South African public sector – beginning with the Constitution, whose preamble acknowledges the importance of leadership by “respecting those who have worked to build and develop our country.” The National Development Plan (NDP) Vision 2030 further emphasises the need for strong leadership across government, business, labour and civil society as a critical requirement for its successful implementation.
The National Framework towards the Professionalisation of the Public Sector highlights, among other priorities, the need for improved leadership, governance and accountability. Strong leadership is, therefore, essential to building a capable state and ensuring a functional, efficient government.
As both a concerned citizen and a public servant, I have found myself grappling with a persistent question over the past two years: How is it that we are experiencing a dysfunctional state when there seems to be an abundance of leadership in our beautiful country?
If we accept the idea that “everyone is a leader” – based on the understanding that leadership is fundamentally about influence – then we must also acknowledge that everyone, to some degree, influences others. Leadership expert John C. Maxwell puts it plainly: “Everyone is a leader because everyone influences someone.” This perspective suggests that leadership is not confined to formal roles or titles, but is a quality that resides in all of us and can be developed.
Maxwell further asserts that “everything rises and falls on leadership.” If this is true, then why are we not seeing effective service delivery in the public sector?
Service delivery
We are faced with a state that struggles to provide basic and critical services. Many communities are enduring water shortages – now referred to as “water shedding”– frequent power outages, deteriorating roads riddled with potholes and a healthcare system under immense strain. There is a visible lack of functionality within the security cluster and governance in general often appears inconsistent or absent.
This raises a difficult but necessary question: Is the problem truly a lack of leadership? Or is it a lack of courageous, principled and visionary leaders – leaders who are fearless, wise and committed to the public good?
Adaptive and reflective leadership
Perhaps the answer lies in the presence – or absence – of adaptive and reflexive leadership. This form of leadership challenges the status quo in favour of experimentation and continuous learning. It enables institutions to remain flexible in their decision-making, allowing them to navigate evolving environments and address complex challenges effectively. It is a collaborative approach that empowers individuals and organisations to adapt to change and find innovative solutions.
We witnessed the power of this kind of leadership during the COVID-19 pandemic. President Cyril Ramaphosa and his team demonstrated an adaptive response. The President led from the front, communicating regularly and transparently through his widely followed “family meetings”.
Recommendations
Developing leadership cannot be left to chance. All relevant institutions; such as the National School of Government, the South African Local Government Association, the Local Government Sector Education and Training Authority, institutions of higher learning, training bodies and professional organisations; have a critical responsibility to actively cultivate and build capable leaders across all levels of the public sector.
We need leaders who are equipped to thrive in complex and rapidly changing environments. This includes leaders who:
Exhibit emotional intelligence (EQ): Self-aware individuals who can effectively manage their emotions and relationships. EQ is vital for navigating the interpersonal complexities that arise during periods of uncertainty and transformation.
Embrace experimentation: In today’s unpredictable world, the ability to test new ideas, adapt quickly and learn from failure is essential. Leaders must foster environments where innovation and iteration are encouraged.
Leverage digital and artificial intelligence (AI): With the increasing integration of AI in governance and service delivery, leaders must be agile and capable of using digital tools and frameworks. This agility enables rapid responses to community feedback and empowers teams to continuously refine and improve their solutions.
We require leaders who not only respond to challenges, but also anticipate and prepare for them through proactive strategies. This includes:
Environmental scanning: Continuously monitoring emerging trends,ranging from market shifts to technological advancements and societal changes, to stay ahead of potential disruptions.
Scenario planning: Using foresight to consider multiple future possibilities and their potential impacts, enabling more informed and flexible decision-making.
Continuous Learning and Professional Development: Prioritising the growth of both themselves and their teams by investing in ongoing training and knowledge-building within their organisations.
Resilience building: Equipping teams to manage and recover from setbacks by fostering both mental and organisational resilience. This also involves adopting a risk-based approach that encourages innovation while remaining compliant with the legal and regulatory frameworks governing the public sector.
Adaptive and reflexive leadership is essential to building a capable state. The traditional, "business-as-usual" approach to leadership is no longer sufficient in today’s complex and rapidly changing environment. To drive long-term success, we must all embrace the ongoing challenges of continuous learning, innovation and adaptation.
If we truly aspire to be adaptive and reflexive leaders, we must be willing to take calculated risks, challenge the status quo, and provoke meaningful and lasting change for South Africa.