THE BIG-MAN
… the big-man has straddled and strolled the continent like a colossus for most of fifty years
If you are looking for a big man you will be disappointed. There is no big man. The Big-Man is a theory that made up for non- existent leadership models. The big man did not come in suddenly. He slipped in through the side door opened by the confusion surrounding the new circumstances in Africa and began to entrench himself as a viable leadership model. By the time dictators were coming to prominence on the continent the Big-Man had become established.
Some believe that the Big-Man evolved from a cultural setting of “chiefs”. Others feel that it was a result of the corruption of cultural systems by external influences. Others feel that the Big- Man of Africa was promoted by external influences for their own ends. Others believe that the Big-Man evolved from the way the colonialist leaders treated their subjects as patronizing benefactors. Whatever his convoluted origin the fact that the Big-Man theory dominated multiple social planes of leadership in Africa is our key concern. If we can recognize the Big-Man when we see him we can work out a strategy to outwit him. Where he came from may not be clear but it is clear that he needs to leave Africa.
The Big-Man is an image created (adopted) by leaders to dispel the notion that the leaders could not provide Leadership. It was a cowardly reaction by leadership to lead by fear, threat and domination. It was a smoke screen for leaders to claim immunity from error and distance themselves from the reality of the needs of the people. It was an illusion cast over the people to make them believe that their issues are being dealt with.
BIG-MAN CREDO
These are some of the credentials of the Big-Man they are not in any order but they reflect the fearsome nature and mystic aura that surrounded the Big-Man.
NATURE OF BIG-MAN-SHIP
The Big-Man surrounds himself with sycophants, and dismisses the advice of leadership on the basis of “power play”. The Big- Man does not share power. He is power. He uses informal organization to exercise power. The Big-Mans whims are organization policy and officially unquestionable. Opposition is not welcome neither are alternative views invited to the party. The Big-Man cannot be faulted because he is never formally involved. Organization headed by the Big-Man is invariably inept and corrupt. Inept because leadership abandons thinking. Corrupt because the organizations conscience is put to death. In these organizations the Big-Man rewards what he terms as loyalty; servile servitude, silence and compliance. Patriotism and any form of social heroics are not recognized. Effective performance by leadership in the Big-Mans’ organization is interpreted as creating an alternative center of excellence (power).
EFFECT ON LEADERSHIP IN AFRICA
The Big-Man theory stalled Leadership development in Africa by withholding Power, Resources, Responsibility and Authority. The Big-Man so frustrated leadership in Africa that much of it either went underground or migrated. The Big-Man did not appreciate the contribution of leadership to corporate success. The Big-Man ruled long and hard and did not develop anyone to take his place. Truly no one had the experience, capacity, sense or sensibility to take on the Big-Man. The Big-Man ensured that would happen. Leadership waited for a revolution, the big man to expire or somehow retire.
The Big-Man theory has been sold so successfully that many in Leadership in Africa still aspire to become the next Big-Man. The Big-Man is indeed a comfortable position at the top of the organization pile, but is also created at many stopgap points within organizations. Particularly in bureaucratic structures. Much of leadership thinking has been skewed by the Big-Man. By the way the Big-Man is not found only on the political plane but in community organization, institutional management, public office all the way down to the grass roots of society creating a major stumbling block and impediment to leadership development in society at large.
HOW THE BIG-MAN AFFECTED LEADERSHIP DEVELOPMENT
POSITIVE ELEMENTS OF THE BIG-MAN
The litany of grievances against the Big-Man are plenty and perhaps we may be flogging the man for things he was not responsible for. There may be positive elements of this theory. We have struggled to find a few:
SUMMARY
The Big-Man theory as a philosophy of leadership was damaging to leadership in general. It is easy to pass the theory off as relating to despotic leaders. But it must be remembered that leaders are in a position of authority and influence. For this reason alone the impact of the theory is far wider than just the political domain. The Big-Man will have influenced many businesspersons and young leadership minds. Many believe it to be the ideal of leadership. Many will not confess this, but will act like it. To correct this picture of Leadership in Africa may take more than a generation.
The achievements of The Big-Man in Africa are hard to define. The Big-Man exercised power individually, in excess and often selectively. There are those that believe that the Big-man acted alone and that the achievements of the Big-Man are not the collective responsibility of leadership in Africa because they were unwilling and often ignorant participants in the schemes of the leader.
Unfortunately the passengers are just as culpable for allowing the reckless driver to continue driving, as the driver is (culpable) for causing the accident. Leadership in Africa cannot run away from its responsibility. The failure of leadership was the main reason for the rise of The Big-Man. Leadership in Africa may have to carry some baggage into the millennium, but if leadership insists on journeying with The Big-Man it will do itself a great disservice. The Big-Man is an example of leaders dominating leadership. The net effect of this is the dismantling and destruction of leadership systems, structures and support. The Big-Man is a major find and our next entry to the Museum of leadership in Africa
THE LEADER QUESTION
Do leaders lead or are they led. Do leaders provide leadership or does leadership provide leaders. Do leaders determine where to take the people or do the people tell the leaders where to take them? And in all this who should be doing the listening and who should be doing the following?
If we depend on leaders for leadership then we must accept whatever we get. We must be prepared for the most fractious, discontinuous individualistic form of organization and social order that will be instituted by the leader. If leaders provide leadership then it will not be sustainable in the long term and will quickly become bankrupt in the short term. If leadership depends on the leader then it depends on the initiative, ideas and intelligence of an individual. We know that this, in practice, is limited. Leaders must facilitate the success of leadership in organizations in order to realize social success. Failed leaders are quickly and easily replaced; failed leadership on the other hand means replacing the organization.
Quiz