THE VALUE OF LEADERSHIP AND RESEARCH IN ENHANCING EMPLOYEE OWNERSHIP ”

1. THE VALUE OF LEADERSHIP AND RESEARCH IN ENHANCING EMPLOYEE OWNERSHIP ” By: Prof. DR Thakhathi Faculty of Management and Commerce University of Fort Hare

2. 1. INTRODUCTION • “Leadership is the capacity and will to rally men & women to a common purpose and the character which inspires confidence” – Montgomery • “Never for the sake of peace & quite deny your own experience and convictions” – Dag Hammarlskojold

3. “Developing excellent communication skills is absolutely essential to effective leadership. The leader must be able to share knowledge and ideas to transmit a sense of urgency and enthusiasm to others. If a leader can’t get a message across clearly and motivate others to act on it, then having a message does not matter” – Gilbert Amelio

4. “African Renaissance is a new manifestation of our pride and confidence in our own continent and its constituent nations. To win the global race, service excellence must be the most prevalent fundamental exhibited by all, in all walks of life” – Cyril Ramaphosa • “A leader is someone who can take a group of people to a place they don’t think they can go” – Bob Eatton

5. “Leadership is WE not me, MISSION and not my show, VISION and not division and community not domicile” • The leaders need to see directions and create a customer orientation, clear and visible quality values and high expectations.

6. 2. WHAT IS LEADERSHIP • Leading is the process of cheering people up and directing them towards organizational goals, vision and mission • Leadership is the influence and the ability to enable others to work willingly to accomplish their tasks well • A Leader is the one who exercises his or her leadership authority or mandate • Leadership is a function and not a position

7. 3. The importance of THE INTERACTIVE LEADERSHIP in promoting eo • This is the leadership which enhances active participation and involvement of workers • This leadership creates a space for a special relationship between the leader and the workers in particular their values, attitudes, needs and expectations • The role, functions and goals of the company are discussed freely between the leader and the workers

8. Through this leadership style, the strategies and tactics to attain the organizational and individual goals are established and agreed to together • This leadership allows open discussions on all issues including contingencies, rewards, employee ownership, organo-gram and systems • This leadership model establishes an emotional relationship with the employees to perform excellently and to be creative and innovative • The workers’ contributions and inputs are valued and recognized. They are taken into account when strategic decisions and policies are taken

9. 4. SUCCESS FACTORS OF INTERACTIVE LEADERSHIP • Self-awareness, Self-empowerment & self-motivation • A firm commitment to achieve service excellence • The Power of positive thinking • Becoming a winning Leader of all seasons • A interactive leader promotes learning

10. a) Self-awareness, Self-empowerment & Self-motivation • Self-discipline and soul searching • Self-development & self-confidence • SWOT Analysis • Clear understanding of employee ownership • Doing a homework through research to reach a clear decision.

11. b) A firm commitment to achieve service excellence • Creation of an organizational climate that allows workers to excel with passion and love for their work • Employee ownership promotes service excellence and buy-in. • Employees make it a habit of meeting standards and deadlines • They implement Quality Assurance Policy

12. c) The Power of positive thinking • Positive thoughts make it possible to reach goals • Employee ownership promotes motivation and security • Employee ownership creates legitimacy and trust • This enhances High Quality of work & high productivity • This makes employees not to become passengers in their own lives.

13. d) Leaders and employees become a winning team of all seasons • Chinese Proverb: “If you are not part of the solution, then you are part of the problem” • Both the leaders and employees share the winning attitude for the interests of the company. • These ventures promote business discipline among the employees. • Both employees and leaders become enterpreneural for the company.

14. The employees provide and search for answers in problems instead of seeing problems in every answer • The employees see opportunities in difficulties instead of seeing difficulties in every opportunity • The employees become proactive and positive instead of becoming negative and reactive

15. e) The leaders promote learning and research • Employees become empowered as they learn and develop themselves through training programmes and research projects • Employees become the Think tanks of the company and engage in round-table discussions • Employees organise themselves into Quality circles in order to bring improvement all the time • Employees feel compelled to engage into Re-engineering and brain-storming processes which must adress leakages & gaps.

16. 5. THE NORMS AND VALUES OF LEADERSHIP on employee ownership ventures. • Constitutional Supremacy • Parliamentary Mandate • The Rule of Law • The Rules of Natural Justice • Audi Alteram Partem (Hear both sides) • Nemmo debbet esse judix in causa propria sua (You can’t be a judge in your own case) • The Rule against Bias (Treat everyone equally, don’t be influenced by your own bias)

17. Efficiency and effectiveness • Public Accountability, openness & transparency • Good Governance • Just, lawful, reasonable & fair business action & decision • Implementation of service delivery principles

18. 6. HEARTBEAT STRATEGIES OF EFFECTIVE LEADERSHIP ON EMPLOYEE OWNERSHIP. • Managing Judgment • Encouraging Teamwork • Structuring Interaction • Extending Group Effort • Appreciating employees as assets • Promoting a creative and positive climate

19. 7. THE QUALITIES OF LEADERS in promoting employee ownership • Effective Communication. • Professionalism, opennes n trustworthy • Positive work-ethic • Becoming champion of all seasons • A caring heart • Servanthood, passion and character • Competent, courageous and confident leadership • Team-builder, driver, creative & motivator • Charismatic and transformational • Visionary and good stewardship

20. 8. THE ROLES, FUNCTIONS & RESPONSIBILITIES of leaders • Revocracy and effective management • Policy developer and analyst • Strategic planner and thinker • People Management • Employee development • Valuing employees and guiding them

21. Empowerment: decision-making n delegation • Effective engagement and debates • Excellent Service Orientation n employee centred. • Results and People driven companies

22. 9. The importance of research in promoting employee ownership • The universities and colleges must run programmes for employee ownership. • Research projects must be introduced to come up with the best options. • Universities must run executive programmes to empower employees to have the skills and knowledge necessary to run employee ownership ventures. • Bench –marking process will be enhanced.

23. Annual conferences and seminars on employee ownership should be organised. • Best practices must be researched throughout the globe and be used locally. • More books and articles should be produced which must include some local case-studies • New journals and newsletters should be introduced to bring more awareness. • Companies must sponsor “ Research Chairs on employee ownership”

24. 10. CONCLUSION Employee ownership ventures are important. They promote , retain and attract excellent employees. Employees will always feel wanted, respected , honoured and valued. Employee ownership ventures will promote loyalty and peace between the employers and their employees. This will contribute immensely to the economic growth .