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27 August 2021 | Story Lacea Loader | Photo Supplied
Dr Millard Arnold, UFS Council Member and Senior Consultant at Bowman Gilfillan.

Dr Millard Arnold, Council Member of the University of the Free State (UFS) and Senior Consultant at Bowman Gilfillan, recently contributed to a noteworthy book on leadership and a book on responsive universities. His experience as a journalist and later as a seasoned leader and keynote speaker positioned him well to participate in the book: The Book Every Upcoming, New, and Seasoned Leader Needs to Read – Lessons From Leading Business Minds and Thought Leaders. 

From surviving to thriving

Incorporating collective leadership wisdom for both the leaders of tomorrow and the leaders of today, the book is full of lessons, insights, pep talks, advice, and direction for building your own style and approach to great leadership, and not to shy away from the ecstasy (and sometimes agony) of becoming a significant leader. Packed with the contributions of 48 authors, the book is the antidote to the lack of mentorship in the field. Authors include Brand Pretorius, Edwin Cameron, Marnus Broodryk, Nyimpini Mabunda, and Roze Phillips – to name a few. 

Giving problems to solutions

Dr Arnold’s contribution focuses on fishing out the valuable leadership principles from the sea of leaderships that we are drowning in. “I have found myself in positions of leadership and have had to develop a number of thoughts on leadership which have helped guide me in determining how best to lead,” he writes. This guided him to discover the true essence of leadership, which is problem solving. He asserts that “if there are no difficulties to overcome, no problems to resolve, the leadership is unnecessary”. Leadership has its genesis in problems, he believes. 

Effective leaders make things happen

Among the profound insights that Dr Arnold shares, he highlights the notion that great leaders must understand the problem and have the vision to see the solution. Inevitably, this necessitates the leader to take some risks and to persuade others to get on board. This is only possible if the leader has integrity and ultimately deliver on the promise made. He advises leaders to “ask good questions, listen to the answers, assess the reality, be empathic, and spend a great deal of time on self-reflection”.

Universities must remain relevant 

Dr Arnold also contributed a chapter titled, Poverty, Inequity and Decolonisation: Are Business Schools Responsive to the Challenge? in a book by Chris Brink, The Responsive University and the Crisis in South Africa. The book brings together contributions on the issue of responsiveness from several international university leaders. Dr Arnold’s chapter presents an overview of the impact of colonialism and capitalism on the African mind set and stresses how different South African business schools have responded to the task of being responsive to the challenges confronting the country. It argues that, if carefully managed, business schools can, and should be, vehicles to promote and facilitate positive and constructive change.

News Archive

Leader of Bafokeng nation delivers a guest lecture at UFS
2011-05-05

 
Kgosi Leruo Molotlegi, leader of the Royal Bafokeng, Proff. Teuns Verschoor, Vice-Rector: Institutional Affairs, Jonathan Jansen, Vice-Chancellor and Rector of our university, and Hendri Kroukamp, Dean of our Faculty Economic and Management Sciences (acting).
Photo: Stephen Collett

Kgosi Leruo Molotlegi, leader of the Royal Bafokeng nation, asked the pertinent questions: Who decides our fate as South Africans? Who owns our future? in the JN Boshoff Memorial Lecture at our university.

He said: “It’s striking that today, with all the additional freedoms and protections available to us, we have lost much of the pioneering spirit of our ancestors. In this era of democracy and capitalist growth (systems based on choice, accountability, and competition), we nevertheless invest government with extraordinary responsibility for our welfare, livelihoods, and even our happiness. We seem to feel that government should not only reconcile and regulate us, but also house us, school us, heal us, employ us, even feed us.

“And what government can’t do, the private sector will. Create more jobs, invest in social development and the environment, bring technical innovations to our society, make us part of the global village. But in forfeiting so much authority over our lives and our society to the public and private sectors, I believe we have given away something essential to our progress as people and a nation: the fundamental responsibility we bear for shaping our future according to aims, objectives, and standards determined by us.”

He shared the turnaround of the education system in the 45 schools in the 23 communities of the Bafokeng nation and the effect of greater community, NGOs, the church and other concerned parties’ engagement in the curricula and activities with the audience. School attendance improved from 80% to 90% in two years and the top learners in the matric maths in Northwest were from the Bafokeng nation. 

Kgosi Leruo Molotlegi stressed the need for people to help to make South Africa a better place: “As a country, we speak often of the need for leadership, the loss of principles, a decline in values. But too few of us are willing to accept the risk, the expense, the liability, and sometimes even the blame, that accompanies attempting to make things better. We are trying to address pressing issues we face as a community, in partnership with government, and with the tools and resources available to us as a traditionally governed community. It goes without saying that we can and should play a role in deciding our fate as members of this great country, and in the Royal Bafokeng Nation, as small as it is, we are determined to own our own future.”

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