Leading for Growth and Effectiveness Initiative
The leading for growth and effectiveness initiative uses Umoja- Umoja is a Kiswahili word; it is a Multi-Level & Value Based Decision Making Framework of reference for a Volatile, Uncertain, Complex and Ambiguity (VUCA) context. Umoja underpins the Levels of Cooperations and Mechanisms of Cooperations for Cross-Cultured and Knowledge based economic context. In this context cooperation agreements and alliances at organisations/ institutions, community, national and international level is performed in hybrid structures, forms and sizes by independent knowledge workers, self-management teams and functions which are not centrally controlled.
Umoja underscores the epistemological and ontological limitations within the James McGregor Burn (1978) Transactional and Transformational Leadership which led into criticism by Bernard M Bass (1985) who developed Authentic Transformational Leadership. In the Umoja we argues that, James McGregor Burn (1978) Transactional and Transformational Leadership which led into criticism by Bernard M Bass (1985) who developed Authentic Transformational Leadership are all effective leadership decision making framework of references but are addressing different stages and levels of hierarchy of growth within the Umoja Pyramid of Growth. Specifically, while James McGregor Burn (1978) Transactional and Transformational leadership used Shared -Leadership i.e “Ujamaa” as instrumental values and necessary for arriving at the Core Shared Values, his critic Bernard M Bass (1985) instead used Self-Leadership “Kujitegemea” as instrumental values and necessary construct for arriving at the end values of terminal values.
Leadership decision making effectiveness and lack of effectiveness depends on how one balances the two constructs. Umoja uses both the Shared -Leadership constructs and Self-Leadership constructs. Due to differences which are based diversity and social cultural value systems, failures to use Umoja, has fuelled the existing conflicts in cooperative agreements and short-term strategic alliances.
Umoja uses the Shared-Leadership Constructs as an instrumental value “mission” to arrive at Core Shared Value and it uses the Self-Leadership Constructs as an instrumental value for arriving at end values or terminal Values “Vision” during ideological framing processes. Thus, it is both a Transactional and Authentic Transformational Leadership Approach which seeks to refining, purifying and filtering knowledge through the Maturity Analysis of the integrated nexus of Knowledge Creativity, Moral Values and Social Cultural Behaviors.
Umoja as a hybrid model, through Crossvergence it aims at introducing the Shared-Leadership constructs which is based on the horizontal paradigms within the currently existing vertical and hierarchical paradigms. The Umoja achieves this through use of “trust building” and “tolerance to ambiguity” as moderating factors as well as emotions and feelings such as Affective and Cognitive contents ( Capelos, T, 2008) as tactics in the leadership decision making process and to manage perceptions of anxieties-worries, fears, enthusiasm, aversions – anger, sadness, disgust, irritation, bitterness, frustrations including non-verbal such as body language as well as the protagonist image or actors which is used as cognitive heuristics during negotiations or mediation within cooperation agreements.
Building on the currently existing and widely practiced leadership decision making frameworks and Maturity Analysis (James McGregor Burn (1978) Transactional and Transformational Leadership and Bernard M Bass (1985) who developed Authentic Transformational Leadership, The Leader-Member-Exchange (LMX) theory by Graen, G. B., and Uhl-Bien, M. 1995, The Victor Vroom, Philip Yetton, and Arthur Jago (1998) normative decision making framework) and taking into account of the knowledge based and cross-cultural based context, the Umoja argues for application of deontological theory and consequentialism theories in the leadership normative decision making process which requires leaders to use, Engaging, Developing, Enabling and Empowering approach during firstly the knowledge sharing process for design, development and delivery of services, products and solutions as well as in the strategy, policy, project and programme design, developing and execution and Secondly in Leading for Growth and Managing Performance, Accountability, Governance, Compliance and Risk Measures and Behaviours. This approach is different from the currently widely applied technical decision making systems and rationales to control, direct, guide and limit individual human capital rewards from social exchanges and economic exchanges.
Umoja as a both a Level of Cooperation and Mechanism of Cooperation is a Culture island (Edgar Schein, 2009). It represents an accepted and agreed level of Knowledge, Values and Culture which can be applied by individuals, organisations/institutions and communities for Cross-Cultural leadership decision making and organisational/institutional development framework. As a Cross-Cultural Leadership Decision Making and Organisational/institutional Development Framework – Umoja can be used firstly in the design, development and delivery of services, products and solutions as well as in the strategy, policy, project and programme design, developing and execution and Secondly in Leading for Growth and Managing Performance, Accountability, Governance, Compliance and Risk Measures and Behaviours in driving growth and effectiveness achievement at triple dimensions: achieving organisation and institution’s performance, profitability, innovation, sustainability and adaptability while also ensuring the individual knowledge workers experience work meaning or meaning of work as well as enhance the overall community social impact and well-being.
Specifically, this framework uses a Three-Five (3-5) Point Plan Action and Key Performance Areas to respond into key strategic decision questions:-
KPA I: How to make Knowledge, Values and Culture (Behavior) a key focus for achieving growth and effectiveness at the triple dimensions of Individuals, organisations and the overall communities.
KPA II: How to use Knowledge, Values and Culture (Behavior) as instrumental values for sustaining and developing our Core Shared Values.
KPA III: How to use Knowledge, Values and Culture (Behavior) as performance measures for growth and effectiveness achievement.
KPA IV: How to use technology to enhance Knowledge, Values and Culture (Behavior) application in the process of knowledge sharing for designing, development and delivery of services, products and solutions.
KPA V: How to use Knowledge, Values and Culture (Behavior) to improve stakeholder’s relationships
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