On selfless leadership versus a corrupt system

Leaders, rulers and stewards are three words that have near similarity in meaning and usage to many people in society, especially in public representation for service delivery (and who emerge through appointment, selection, elective, or competitive process) to communities, associations, corporate organisations, constituted bodies or nations. Such public tasks and functions are performed with a given amount of legitimate power and authority by mandate, to operate from designated hierarchical positions. From close analysis that has been carefully conducted and closely observed in a recent study, the three are completely different in the ways, means and manners of their respective service deliveries (namely, autocratic headship, servant-leadership, democratic governance, sacrificial service, and so on). For instance, a “leader” is someone that stands with his fellows and bears the difficulties with them (he personally guides his followers on how to accomplish a mission). On the other hand, a “ruler” unilaterally gives orders by exercising his power and authority over others (he controls, dominates, coerces and imposes whatever he wills as a command, and  cares less about the feelings, pains and sufferings of his subjects or people under his constituency).

Furthermore, “stewards” responsibly allocate and manage resources to the benefit of others in a sustainable manner, by overseeing and ensuring that its long-term value positively impacts economically, socially and environmentally on all concerned. The three words therefore, cannot interchangeably have the same meaning.

Individual characteristics determine or could influence the nature and direction a system is moving, and to what extent it can go (success or failure, in terms of performance on any assigned duties). This is basically related to the personality of who is involved, who is in charge and the person’s temperamental aptitude ought to be positively focused in service delivery (no matter the magnitude of distractions and challenges in the way that might pose an obstruction on the path to success), while seeing ahead of others in a team; to have in content such emotional ability that overcomes challenges and effectively control situations; and to be richly endowed with unequalled capability and capacity that rarely fail in achieving desired goals and results for the common good of all concerned (stakeholders). However, all the conducts and performances of these three categories of “servant-hood” are psychologically tied to the degree of perception the very person(s) concerned have about “power” and the use of power (by persons under authority). It is always said that, “power intoxicates; and absolute power intoxicates absolutely”. So, whether a Ruler, or a Leader or a Steward, the major factor as to how public servants deliver their assignments boils down to individual ways of thinking, their mental perception, and psychological understanding about social relationship in the life every one of us lives (with pride or self ego, by assuming that being a Head gives one the absolute right and authority over others). To this extent, there are motivating factors at work here, or driving forces that strongly influence an individual’s thought-values, moral mindset and style of handling tasks and assignments. Some may be motivated by the gains they would get at the end of each assignment (which could be financial, or material, or otherwise).

This brings this discourse to the crux of the matter, “selfless service”. In a dysfunctional society, where things never work for nothing, except by the language of “you rub my finger, I rub your back” (that exists in a corrupt system or society), selfless service has very little or no chance to thrive under such hostile environment that lacks human compassion, patriotism by service providers for the citizens’ rights towards accessing free social services that are attached to good governance. Corrupt system is characterised by rulers (that might be found in very responsible positions in all cadres of public service) who are selfish and think only about themselves in every step they take on their duty posts because it’s always “pay before service” that occupies their mindset. In the actual sense, these hired public servants are duly and satisfactorily paid by their employers (their monthly remunerations) for the same services being unofficially charged for through such unlawful and unwholesome acts of financially induced service deliveries to the general public. At the top echelon of public service, progress (economic benefits and growth) can only be recorded where the personalities that occupy them are selfless, servant-leaders, that are majorly and willingly motivated to improve the lot of their subjects or colleagues. This they willingly do cheerfully (with contentment and a humble heart) without strings attached, all through their tenures of stewardship in their official assignments and functions. These fellows should not, in any way, be taken for granted, and must never be seen as fools or paupers in the larger society; but, as accomplished and respectable citizens in their respective professions. Their selfless contributions significantly promote the general growth of  the system under which they operate. Such leaders are always recognized and officially honoured in the society, in a payback, with dignified compensatory gifts and packages that might outweigh what they could have (otherwise) gotten illegally.

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