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Table of Contents Pages 1. Introduction 3 2. Mandela’s Journey 4 3. Transformative Leadership 11 a. Transformational Leadership 12 b. Charismatic Leadership 13 c. Level 5 Leadership 14 d. Principle Centered Leadership 14 e. Servant Leadership 15 f. Conventional Leadership 16 4. Leadership Lessons 17 g. Magnanimity Inspires 17 h. Education is Key 18 i. Quitting is leading 19 5. Conclusion 20 6. References 22

Nelson Mandela: Pacifist, Revolutionary, Prisoner, and President.

(Nelson Mandela: Anti-Apartheid warrior, n.d.)

Introduction
Nelson Mandela (Mandela) is a figurehead for the equality of people not only in South Africa, but also around the globe. Mandela has played many important roles throughout his life and although initially leading by being a pacifist, he has changed roles over time to lead as a revolutionary, a prisoner and a president. Many prominent leaders throughout time have established routes in time by effectively changing perceptions and Mandela is one of these leaders.

This paper examines the journey in which Mandela embarked and will identify Mandela’s leadership qualities and styles throughout his journey to becoming President of South Africa. Although Mandela exhibits many different leadership qualities, one can make a statement that Mandela is a transformative leader, in that he exhibits various characteristics of six distinct leadership perspectives. Mandela can be seen as any particular type of these six leadership perspectives, but this paper will analyze the extent of these leadership qualities and how they have impacted the life of Mandela and the world.

For the purpose of this paper, the distinct variance of whether Mandela was a freedom fighter or a terrorist will not be examined, but may make for an interesting distinction. This paper will ultimately determine Mandela’s leadership qualities and styles to conclude whether Mandela can be seen as a prominent and effective leader.

Mandela’s Journey
Born on 18 July 1918, in the small village of Mvezo, Transkei in South Africa, Nelson Rolihlahla Mandela has become a household name in the fight for equality. Mandela was a Xhosa born into the royal family of the Thembu tribe, wherein, after the death of Mandela’s father, Henry Mgadla Mandela, Mandela was to be groomed to assume the position of High chief in his village. Given the ever-changing environment of affairs, such as the oppression by the white South African’s and the ongoing feud with the Zulu tribe, Mandela’s rise to High Chief was cut short.

In 1939, Mandela, always striving for education, enrolled and attended the Fort Hare University, wherein he studied for a Bachelor of Arts. Mandela did not complete this degree, as he ran away to Johannesburg in order to relieve himself of an arranged marriage.

In 1943, Mandela enrolled at the University of Witwatersrand to undertake a Bachelor of Laws. Shortly after enrolling in university, Mandela joined the political party, the African National Congress (ANC), however, was unhappy with the old leadership within the ANC and thus in September 1944, assisted in forming the African National Congress Youth League (ANCYL).

By 1948, Mandela was heavily invested in the plight of his people and given his strong work ethic and values; Mandela was rising in the ranks of the ANCYL. In this same year, by general election, the Nationalist-Afrikaner Party coalition won the election on the platform of apartheid. Three years later this coalition formed Die Nasionale Party (the National Party) (Marquard, 1962). This all-white election encouraged the need for progress by the ANCYL, wherein they developed non-violent policies. These policies were soon seen to be the way forward and thus were adopted by the ANC in 1948. The ANCYL and ANC promoted peaceful demonstrations throughout the late 1940’s and 1950’s.

In 1951, the ANCYL formed an alliance with the Transvaal Indian Congress (TIC) and attempted to organize a work stoppage on 26 June 1951. This work stoppage was only partially effective, given the fear imposed by white supervisors on individuals. Shortly after this work stoppage, Mandela was elected as the President of the ANCYL. Together with the ANC, on 26 June 1952, the ANCYL adopted a new campaign named the Defiance of Unjust Laws Campaign. This campaign formed or caused the mergence of the ANCYL and the ANC and thus Mandela was soon elected President of the Transvaal division of the ANC. Through the emergence of a new leader, being Mandela, actions were taken against Mandela and on 30 July 1952 Mandela was arrested for violating the Suppression of Communism Act. (Nelson Mandela timeline 1950-1959, n.d.).

Mandela was shortly released, wherein he then opened the first black law firm in December 1952 in Johannesburg city center. Two years later, the law society of the Transvaal condemned Mandela for being associated with the ANC and thus attempted to have him disbarred for his involvement in the defiance campaign. Mandela successfully defended the action. Although still able to practice law, Mandela focused on his political endeavors within the ANC.

In 1954 the “ANC [under the leadership of Mandela], the South African Indian Congress, the Congress of Democrats, the congress of Trade Unions and the Coloured Peoples Organisation” (Nelson Mandela timeline 1950-1959, n.d.) formed ‘the Congress’. On 5 December 1956, Mandela was arrested along with “156 leaders of all races representing the leadership of most of the anti-apartheid organisations in South Africa” (Nelson Mandela timeline 1950-1959, n.d.). These 156 individuals, including Mandela were charged with high treason for their participation in the defiance campaign and forming part of the Congress. It is important to note that at this date the ANC was seen to have no activities that led to the death of any individual, however, other like-minded parities were not as peaceful.

The individuals accused were charged with high treason in that they drew up the ‘Freedom Charter’ which moved for the abolition of racial discrimination and the granting of equal rights to all. The current governmental regime saw the Charter as revolutionary, and the charge of high treason was pushed forward under two distinct categories. Firstly, that the Congress was attempting to overthrow the current regime and secondly for attempting to establish a communist state. It was also alleged that the Congress was conspiring to utilize violence as a means of achieving these goals. By majority, the Court found that the prosecution failed to prove that the ANC were communist and that the Freedom Charter did not allude to the overthrowing of the current government.

In 1958, the ANC had many internal disputes and power struggles and as such there was the formation of the Pan-Africanist Congress (PAC), which although fundamentally similar, attempted split the ANC. The ANC and the PAC were able to align their strategies and thus, the internal struggle dissipated. However, a turning point for both the ANC and PAC in their fight against oppression came on 21 March 1960, wherein Police opened fire into a crowd of peaceful PAC protestors at Sharpeville, killing 69 protestors and injuring 180 protestors. This protest has been named the Sharpeville massacre and was the catalyst for retaliation by both ANC and PAC, in that they disrupted food supplies, created nation wide work stoppages and took control of local townships. The State called for the military to cordoned off the local townships and a state of emergency was declared. Following these disruptive retaliations, thousands of individuals were arrested and the ANC and PAC were declared banned organizations. Mandela was one of the arrested during this time.

After various underground meetings, Mandela and the ANC announced the creation of an armed military division of the ANC and on 16 December 1961 the division of the ANC known as the Umkhonto We Sizwe (MK) or “Spear of the Nation” were formally introduced, with Mandela as their leader. Although, there is scares literature on the actions of the MK during the early 1960’s, they proceeded to undertake guerilla warfare tactics and bombed various governmental targets including buildings and train stations, with the first occurring on 16 December 1961. The formation of such an armed wing of the ANC, was said to be necessary by Mandela, where he states:

“At the beginning of June 1961, after a long and anxious assessment of the South African situation, I, and some colleagues, came to the conclusion that as violence in this country was inevitable, it would be unrealistic and wrong for African leaders to continue preaching peace and non-violence at a time when the Government met our peaceful demands with force” (Nelson Mandela`s statement from the dock at the opening of the defense case in the Rivonia Trial, 1964).

Furthermore, it is estimated that the MK perpetrated 190 acts of sabotage from late 1961 to 1963 (Nelson Mandela timeline 1960-1969, n.d).

In January 1962, Mandela was smuggled out of the country and attended conferences in various other African nations. At this time Mandela underwent “training in demolition and mortar firing” (Nelson Mandela timeline 1960-1969, n.d) and attended various army lectures in Algeria. Upon his return, on 5 August 1962 Mandela was arrested for leaving the South Africa without a passport and was also charged with incitement to strike. On 7 November 1962, Mandela was found guilty and sentenced to 5 years imprisonment.

During Mandela serving his five-year sentence, in January 1963, police raided a farm in Rivonia, just outside Johannesburg, and arrested various leaders of the MK. These leaders were charged with various crimes and given the documentation that police found in Rivonia specified Mandela’s involvement; Mandela was also made a party to these proceedings. Specifically, Mandela and the other MK leaders were charged with:

“(1) Recruiting persons for training in the preparation and use of explosives and in guerrilla warfare for the purpose of violent revolution and committing acts of sabotage; (2) conspiring to commit the aforementioned acts and to aid foreign military units when they invaded the Republic; (3) acting in these ways to further the objects of communism; and (4) soliciting and receiving money for these purposes from sympathisers in Algeria, Ethiopia, Liberia, Nigeria, Tunisia, and elsewhere” (Rivonia Trial 1963-1964, n.d.).

The trial commenced on 9 October 1963 and Mandela was found guilty of these charges and on 12 June 1964 was sentenced to life imprisonment. Although spending some of his sentence in Pretoria, Mandela spent most of his sentence on Robin Island. As leader of the MK and was seen as the face of the cause, being the pursuit of freedom and equality, Mandela’s prison term can be seen to have raised further praise for him by his followers.

Throughout 1984 and 1985, civil unrest started to appear more frequently and free Mandela movements started up, with the support of various African and non-African nations. In an attempt to quell the growing unrest, on 31 January 1985, the current President, Pieter Willem Botha, offered Mandela his freedom. However, this freedom came with a stipulation that Mandela unconditionally condemns violence for the purpose of a political instrument. This proposal was unfit for Mandela and thus he responded by letter, explaining that the apartheid must be dismantled and the government must unban the ANC, and only then will he accept the terms of his release. This response raised further unrest, given that it was the first time since Mandela’s incarceration that the public had heard his own words.

A major turning point in the political tide was with appointment of Frederik Willem de Klerk (De Klerk) as president in September 1989. By 2 February 1990, De Klerk unbanned all political parties and released all political prisoners that were deemed not to have committed violent crimes. This included Mandela and on 11 February 1990, Mandela was released from prison. The apartheid was abolished in 1990 and democratic elections were set to take place in 1994, which would allow for all races and genders to vote.

Mandela and De Klerk had a cold peace during his release up to the 1994 elections, in that Mandela, on various occasions, accused De Klerk of not doing enough to eradicate the violence that continued amongst African’s, of both ethnicities. However, by 1993, both these men were awarded with the Noble Peace Prize for the part they played in transforming South Africa (Greenberg, 2009).

Although official abolishment of the apartheid took place in 1990, it was not until 27 April 1994 that the world and African’s perceived the apartheid to be over, with Mandela’s victory and becoming president. Mandela appointed De Klerk as deputy president an during Mandela’s term in office, he accomplished great change, not just in attitudes, but also in the standard of living. Mandela provided housing, clean water and electricity to as many people as he was able and thus provided further opportunities for individuals and the country as a whole (Greenberg, 2009). Mandela did not undertake a second term in office and was succeeded by Thabo Mvuyelwa Mbeki in 1999.

Transformative Leadership
Transformative leadership is an ethical leadership model that is a culmination of ethically based features of six distinct leadership perspectives, namely those ethical features demonstrated by: transformational leadership, charismatic leadership, level 5 leadership, principle centered leadership, servant leadership and conventional leadership. Essentially, transformative leadership is that which is demonstrated when the individual leader demonstrates a commitment to his/her ethical obligations, the welfare of all his/her subordinates’ or followers, his/her stakeholders and the global community.

Mandela, although exemplifying more attributes in certain principles related to some of the six leadership perspectives, can still be seen to be a transformative leader, in that Mandela’s leadership at all levels of his journey can be placed in all six of these leadership perspectives. The diagram below outlines the six distinct leadership perspectives needed to demonstrate a transformative leader.

(Caldell et al, 2012)

Transformational Leadership
The major theme behind transformational leadership is the coupling of the interests of a leader’s followers and the overall organization, or in Mandela’s case, South Africa. Therefore, Mandela can be seen to have this leadership style, given that as a leader he was forced to balance between what was good for the ANC and the country or his countrymen. Mandela re-directed the focus of the ANC towards peaceful and non-violent policies through his work at the ANCYL. Furthermore, once he had formed the view that non-violent demonstration could not succeed in the implementation of a united South Africa, Mandela led the MK so that the outcome of the actions of the MK were not for retaliation, but rather for what he saw to be for the good of the ANC and his countrymen.

After Mandela became President in 1994, there was a push for the abolishment of the South African rugby team emblem, the Springbok. In this regard, it had become a symbol of oppression to some black South Africans; given the white South African suppressed any entry of black South African’s into the national team. Mandela, with the view of finding a balance between what is good for his followers and that of the whole country, refused to change the emblem. Mandela had formed the view that rugby was such a large part of white South African culture, that to do so would further segregate ethnic classes and his belief was to provide a means by which to unite the nation. In this regard, in 1995, South Africa won the rugby world cup, in what has been named ‘the game that united a nation’.

Charismatic Leadership
Charismatic leaders are often seen to be those that are “advocating a highly moral purpose that may rise to the level of a ‘calling’” (Caldell et al, 2012). In this regard, one would most likely place Mandela in this category in that Mandela saw past his realities and provided his people and the world with an ideology or vision of what the future should look like. Mandela has been able to inspire millions through his personal commitment to his cause (such as seeing out a 27 year prison sentence) and thus has done so not only by his actions, but also his words. Although, after seeing many speeches provided by Mandela, one would not generally view him as a charismatic leader, it is not only the charismatic personal traits of Mandela that should be viewed, but also the overall nature of such a vision and the undying resolve to inspire, commit and achieve support from individuals and countries. Therefore, Mandela would be classed as a charismatic leader.

Level 5 Leadership
Level 5 leadership “combines a leader’s personal humility with an unrelenting and almost ferocious resolve to achieve previously unachieved organizational goals” (Caldell et al, 2012). In this respect, Mandela will fall into this category in respect of his undying resolve to free his nation from oppression. In later life Mandela become a very humble leader, however, whilst running the ANCYL and starting up the first black law firm in South Africa, his humility was hidden by his ferocious resolve to succeed in implementing change in the class system of South Africa. In later life, Mandela never used ‘I’ when speaking of his beliefs or even what he wanted, but instead always used ‘we’ when discussing goals, actions and even achievements. Throughout the number of speeches and interviews that Mandela has conducted, this principal has remained constant (Greenberg, 2009 and O'Fallon, 2012).

By way of example, Mandela accepted a personal award, the Planet and Humanity Award, wherein he addressed the crowd and in accepting the award, he did so on behalf of all, by stating ‘we’ thank you (O'Fallon, 2012). This can also be seen in his autobiography, A Long Walk to Freedom, wherein he describes himself not as being responsible for the abolishment of the apartheid, but rather that although he may have been in the fight, ‘we’ won the fight (O'Fallon, 2012).

Principle-centered leadership
Mandela’s most telling leadership style is leading by principle-centered leadership. The fundamental ethical leadership traits of this form of a leader are similar to those of servant leadership, in that one will honor implicit duties that they owe to others. The distinction is that principle-centered leaders acknowledge their values and principles in governing themselves and the relationships that they have. Mandela’s core belief system and integrity was greatly tested during his 27 year imprisonment, in that he was given the opportunity for freedom in 1985 by President Botha and even after spending over 20 years in prison, the cost of loosing his values and beliefs was still to great. Mandela has always maintained his hope that he would see his country free and has exhibited tremendous courage in doing so.

As a principle-centered leader, Mandela led by example and adhered to his belief of universal principles and values. Not only did he become a beacon of hope for people in South Africa, but he also became a symbol for those beliefs and values for a free and united world.

Servant Leadership
The servant leadership perspective is very similar to that of principle-centered leadership, however, it is driven by the principle that the leader, leads to serve and serves to lead. Mandela whilst on trial for his freedom demonstrated this when he stated from the dock in Court:

“During my lifetime I have dedicated myself to this struggle of the African people. I have fought against white domination, and I have fought against black domination. I have cherished the ideal of a democratic and free society in which all persons live together in harmony and with equal opportunities. It is an ideal which I hope to live for and to achieve. But if needs be, it is an ideal for which I am prepared to die” (Nelson Mandela`s statement from the dock at the opening of the defense case in the Rivonia Trial, 1964).

Even before Mandela was imprisoned, he served his people and in fact was groomed to do so. From an early age, Mandela was groomed to be High Chief of his village and serve his people. However, whilst imprisoned he was not in any way selfish and thus remained a face of freedom. With his immense patience and magnanimous nature, Mandela forgave his oppressors and sort to better serve his people through leading them (Adair, 2002). In appointing De Klerk as his Deputy President, it can be seen that Mandela viewed his presidency as a means by which he was able to work with a member of the oppressive party, to ensure a united country. Thus it can be said that Mandela was selfless and made his sacrifices for a worthy end.

Conventional leadership
A conventional leader is one that integrates their role as an educator, exemplar and is able to release the passion of the individual. Mandela succinctly does this through his fight against oppression. Even after his term as president, Mandela still attempted to educate his people in the process of moving forward. Mandela himself was well educated and although he had greatness thrust upon him, he created a means by which to inspire and unite people for a worthy cause. Mandela has never perceived his vision to be a quick process, but he attempted to educate the country in order to create productive change. Given Mandela’s knowledge of the law and educational background, he was in a position to implement policies for the ANC and further educate his constituents in the manner in which to move forward.

These six distinct leadership perspectives all form part of transformative leadership and Mandela can fit into all of these forms of leadership, however, we can see from the above analysis that Mandela leans more towards the principle-centered leadership and servant leadership styles than the other four leadership perspectives.

Leadership Lessons
There are many leadership lessons that can be learnt by following Mandela through his years of leadership, whether they be prior or post imprisonment years or even while imprisoned. Greatness was thrust upon Mandela and the manner in which he chose to deal with adversity is what has made him a great leader for the ages.

Magnanimity Inspires People
During Mandela’s imprisonment on Robin Island, there was much to fear. Prisoners were often subjected to slave labor conditions, beaten, abused and some even had dogs set upon them. James Gregory, a guard on Robin Island, was Mandela’s jailer for over 20 years and is now his friend. In a book written by Mr Gregory, he describes his first encounter with Mandela to be inspiring. He describes a man standing tall with an extremely strong demeanor that portrayed a statement that he could not be intimidated. He describes Mandela as having a rare quality of magnanimity and as such Mandela lacked pettiness and rose above even justified resentment (Adair, 2002). Mandela had perfected hiding his fears and through strength of character and resolve was able to inspire his fellow inmates. Prisoners have said that watching Mandela walk across the courtyard appearing fearless, upright and proud was enough to keep inspiring them for days (Stengel, 2008).

Even after imprisonment, Mandela inspired individuals through his magnanimity, as he did not dwell on bitterness or revenge, but rather found common ground with the National Party, embracing and working together with those that had once persecuted him, in order to achieve his goal of uniting the nation and bridging the color gap (Ciares, 2013). Mandela has always attempted to lead by example, in that he would not allow anyone else to do what he was not willing to do in achieving his goals. He was able to motivate his supporters through his actions and words and inspire them to seek change and essentially seek equality within South Africa.

Education is Key
Education has played an important role in Mandela’s successful leadership, in that he has educated himself in order to educate others. He has stated, “education is the most powerful weapon which you can use to change the world” (Nelson Mandela, n.d). After studying a Bachelor of Arts and a Bachelor of Laws, Mandela continued to be a student and was extremely well read. In the late 1950’s, Mandela began studying Afrikaans, the language used by white South African’s, and did so with the knowledge that one day he would by negotiating in the said language. This provided Mandela with a distinct advantage as a leader, in that he was able to communicate with all those individuals who did not speak English, he was able to understand communications that would generally be lost in translation and further, he was able to demonstrate to his oppressors that he was willing to work together to seek a peaceful resolution.

Mandela also educated himself in Afrikaan’s history and was able to see similarities within the two cultures, in that the Arikaaner’s were suppressed and down trodden by the English for many years. This assisted Mandela in understanding the fundamental views of his opposition and enabled him to formulate better strategies when dealing with such individuals. He was able to understand the differences between cultures and could lead by seeing through the eyes of the people who were essential for change (Clearly, this is about styles of leadership, 2012). Furthermore, given his knowledge of the law and the Afrikaans language, Mandela assisted his warders with their legal problems from jail. In doing so he was able to change views and provide for a conducive relationship between prison guards and inmates. (Stengel, 2008).

Quitting is Leading
Although Mandela was elected in 1994, he did not wish to undertake another term in office. Mandela could have essentially remained President of South Africa for as long as he desired, given the vast support from the majority of Africans, however, Mandela chose to set an example for the rest of Africa. Unlike most African countries, Mandela believed that although he had given birth to a new nation of united and free South African’s, he would not hold it hostage. For example, President Mugabe has ruled Zimbabwe for many years and any attempts to elect new leadership have been thwarted by him and his military. Mandela’s belief system is clear, in that he did not seek power or title, but rather his goal was to free an oppressed nation. Mandela had achieved this goal and thus felt that his job was done. Mandela had set the future course for the country and then left office in 1999. Even after Mandela left office, he continued leading through the Nelson Mandela Foundation.

Mandela can also be seen as an effective leader, given that he would admit his mistakes and abandon failed ideas. He quickly abandoned the idea of lowering the voting age in South Africa to 14 years of age when he found that the general public did not support such a proposition. Choosing not to push a failed idea is seen as one of the hardest decisions a leader can make and although many leaders can be seen to hold on too tightly to their failed ideas, Mandela is not one of them. Further, Mandela publicly expressed his regret that he had not launched an HIV or AIDS campaign earlier. It was only after he left office that the Nelson Mandela Foundation set up an AIDS program named 46664, which is Mandela’s prison number (Stengel, 2008). Mandela learned from his mistakes and always attempted to fix them.

Conclusion
Mandela has been a strong and competent leader throughout his years and has achieved greatness through his persistence and strong beliefs, in particular, the abolition of the apartheid. Throughout time, Mandela has been patient and tolerant, but we see that his strength of character, his resolve and his strong sense of justice have provided Mandela with the means to achieve effective leadership. Given Mandela has an unswerving loyalty to his beliefs and his people, he has managed to inspire and promote these beliefs throughout his years (Adair, 2002).

When determining the specific leadership qualities of Mandela, the transformative model of leadership successfully outlines these qualities. Mandela has utilized the ethical features demonstrated by transformational leadership, charismatic leadership, level 5 leadership, principle centered leadership, servant leadership and conventional leadership, and therefore can be labeled as a transformative leader. Although Mandela may not be the best example of all these leadership perspectives, as he leans more towards principle-centered leadership and servant leadership perspectives, he still has qualities from all of these perspectives.
As outlined throughout this paper, Mandela has taught the world that magnanimity inspires people. By utilizing his attributes in not being concerned with pettiness and resentment, Mandela has effectively led people towards his goals and beliefs and has inspired individuals and countries to do the right thing. Mandela is not concerned with what has happened, but rather what should happen now or in the future. This has enabled Mandela to effect change and achieve great heights.

Mandela has always sought to educate himself and his country in order to create a long-standing relationship between people. By educating himself, Mandela was able to effectively negotiate and persuade many South Africans away from the oppressive regime under the apartheid. By breaking through the education barrier, Mandela was, in a sense, able to free his people. Mandela has shown the world what can be achieved through persistence and a strong value base. Even by leaving office, Mandela has given individuals the opportunity to continue the overall vision of a free and united South Africa.

References
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[ 1 ]. Transvaal is the province in which Johannesburg is located.
[ 2 ]. Under the legal system within South Africa, should a lawyer bring the profession into disrepute they are to be struck from the registry and barred from practicing law.