1. Background

During the month of March, South Africa reflects on the significance of Human Rights. This is because historically, during pre-democratic rule, the rights of citizens were overridden in every possible way, not least, in the workplace. Therefore, 21 March has been set aside as a national holiday to urge South African citizens and leaders to remember the struggles and sacrifices paid for the attainment of democracy and the protection of human rights in the country. While every citizen must enjoy human rights, these must co-exist with responsibility. If we don’t balance rights and responsibilities, we might unwittingly breed an entitlement culture. This would be undesirable.

2. Role of leadership in the workplace

The balance of rights and responsibilities in the workplace starts with leadership creating a conducive environment for employees and all role players to also play their part. In this sense steward leadership seems the most appropriate way for leaders to navigate their role. Steward leadership is focused on the long-term management of organisational resources in pursuit of a higher purpose than financial profit, and for the sustainable well-being of all role players in the ecosystem of the organisation. In this instance, “role players” include employees, suppliers, customers, shareholders, as well as the community within which the business is located. In this sense leaders have given themselves the responsibility to ensure mutually beneficial relationships with every single role player. Steward leaders are driven mostly by a purpose bigger than themselves. This leadership approach is based on contracted relationships that the leader establishes, within his/her sphere of operation. This contracting relationship can also be referred to as a covenant. This suggests an unbreakable agreement, an obligation and commitment between the leader and the various role players that he/she is in service to. This covenant also implies a close bond among individuals whose closeness is driven by a higher purpose than financial gain. This approach to leadership focuses on service being about human flourishing, human wellbeing and long-term wealth creation, rather than a narrow focus on business financial growth.

Research on steward leadership outlines three key elements that make up the profile of a steward leader. These are Self-awareness; Awareness of multiple role players; and Perspective of time.

2.1 Self Awareness

Steward leadership starts with the awareness of self and one’s beliefs. These beliefs range from what one thinks about oneself, the awareness of his/her strengths and weaknesses as well as the interconnectedness of different aspects of life, including how the leader’s success is intricately linked to the success of all role players.

2.2 Awareness of multiple role players

Genuine care for all role players is an important hallmark of steward leadership. This is demonstrated in four ways: 1) Reciprocity – the gratitude for the give-and-take relationship that exists between customers, and the organisation, employer and employee as well as shareholder and executives; 2) Responsibility – the integrity that comes with living up to the commitments the leader has made to the various role players; 3) Reporting – keeping all role players informed of successes and setbacks ensures that the leader is accountable and enhances long-lasting, and trustworthy relationships; and finally, 4) Relationship nurturing – where connections are maintained for the sake of the mutually beneficial engagements. Awareness of multiple role players yields relationship-centered collaboration. This facilitates the achievement of common goals.

2.3 Long term Perspective

Steward leaders establish a positive cycle of intergenerational reciprocity by ensuring the wellbeing of future generations. Intergenerational reciprocity is about investing in the present state of the organisation, with the constant awareness that the beneficiaries of that investment will be future generations. Therefore, the leader’ decisions bear in mind long-term consideration and longevity of organisational results as well as the impact of those decisions the welfare of role players. So, the steward leader constantly evaluates alternatives that must be taken into account, in order to ensure sustainability. There must be consideration for trade-off between current gains and sacrifices versus the potential for future benefits and burdens. For this reason, such leaders act as vessels of the developmental interests of the society, “…they utilize resources in a manner that honours the past, serves the present and protects the future” (Vilakati 2017:154).

3. Concluding remarks

During this human rights month, Kisima invite all leaders, particularly those in executive positions to posture themselves as steward leaders. This is in order to model a demeanour that protects the rights of all role players. When they model this, then role players, particularly employees, will adjust themselves to take responsibility for living out stewardship values. In turn this will protect the rights of all role payers in the organisation’s system.

Written by Our Founding Director Phyllis Ndlovu