UBUNTU - a model for humanity-based servant leadership

Many of us have in our careers experienced toxic leaders who see advancement as a zero-sum game, who gaslight their employees and take credit for the labour of others. These days, thankfully, more and more employees are refusing to work for toxic leaders and the corrosive cultures they engender in their companies.

In response, companies appear to be focussing on only one aspect of the problem, culture and values, as a way to attract and retain talent.

What seems to be missing is a focus on the leadership qualities that a great organisational culture recognises and rewards when selecting, developing and advancing leaders. A focus that permeates throughout all levels of the company.

In this article, I propose that the old African philosophy of UBUNTU warrants a close look as a model for success for both aspiring leaders, and companies striving to build productive, supportive, and resilient cultures.

Most people will recognise UBUNTU as the name of one of the world’s most popular free operating systems but dig a little deeper on their site and you will find this little gem.

ubuntu |oǒ’boǒntoō|

Ubuntu is an ancient African word meaning ‘humanity to others. It is often described as reminding us that ‘I am what I am because of who we all are. We bring the spirit of Ubuntu to the world of computers and software. The Ubuntu distribution represents the best of what the world’s software community has shared with the world."

The western world largely became aware of Ubuntu philosophy through the writings of Desmond Tutu who described a person with Ubuntu as.

“……..open and available to others, affirming of others, does not feel threatened that others are able and good, for he or she has a proper self-assurance that comes from knowing that he or she belongs in a greater whole and is diminished when others are humiliated or diminished…”

Ubuntu leadership was personified by Nelson Mandela who also distilled the essence so distinctly by describing Ubuntu as an African concept that means.

“the profound sense that we are human only through the humanity of others; that if we are to accomplish anything in this world, it will in equal measure be due to the work and achievements of others”.

When I first began to adopt Ubuntu as a leadership philosophy it was daunting and very unsettling for me. It forced me to let go of years of learned behaviour, especially in my years where competition for attention, profile, and advancement was fierce. However, with time and experience comes maturity and the tenants of Ubuntu finally started to resonate.

The philosophy is the polar opposite of the negative behaviours we see all too often in the workplace today. Greed, questionable ethics, expedient decision-making, and indifference to the welfare of others.

Ubuntu calls on us to believe and accept that, your struggle and pain is my struggle and pain, and your success is my success. Leaders with Ubuntu recognise our interconnectedness and humanity, that if others are diminished so are they, if others fail then so do they.

Personally, through my experience, I have found pleasure in the success of others in the knowledge that their success is everyone’s success. This is one tenant that I pushed with vigour in my teams, to get people to understand that the success of the team as a whole was of utmost importance, and the way to be recognised and rewarded was by living this value.

Leaders with Ubuntu result in cooperative and collaborative workplaces, where people are encouraged to support each other, be team players, and celebrate the success of others. Ubuntu is a values-based leadership model that encourages team members to adapt and develop and become proactive contributors to the team’s effectiveness. It is outcomes-based and focused on organisational functioning to the advantage of those involved.

Leaders with Ubuntu may wield power and authority and must be willing to take accountability, but they still create relationships based on mutuality of interest and respect.

They have an ability to create a culture where managing change, showing passion and conviction, taking risks, and having equal participation in the decision-making process are all elements of creating a shared belonging and belief in the shared goals of the team.

As Phillimon Zongo writes in his memoir

"Ubuntu is a deeply rooted belief that as individuals, our accomplishments are inconsequential, but as a village, we can rise past several seemingly insurmountable obstacles and solve big problems. As the African proverb goes, Sticks in a bundle are unbreakable."

Ubuntu is not a universal panacea for leadership and cultural issues, nor is it an easy form of leadership. It requires leaders to model the values and behaviours and legitimise their leadership by showing commitment to values such as honesty, compassion, empathy, dignity, and respect for others.

You can’t just do Ubuntu, you need to find your path to be Ubuntu.

In a follow up article I will outline some practical steps to find your own path.