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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.

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UFS research sheds light on service delivery protests in South Africa
2015-01-23

UFS research sheds light on service delivery protests in South Africa

Service delivery protests in the country have peaked during 2014, with 176 major service delivery protests staged against local government across South Africa.

A study by the University of the Free State (UFS) found that many of these protests are led by individuals who previously held key positions within the ANC and prominent community leaders. Many of these protests involved violence, and the destruction had a devastating impact on the communities involved.

This study was done by Dr Sethulego Matebesi, researcher and senior lecturer at the UFS. He focused his research on the dynamics of service delivery protests in South Africa.

Service delivery protests refer to the collective taken by a group of community members which are directed against a local municipality over poor or inadequate provision of basic services, and a wider spectrum of concerns including, for example, housing, infrastructural developments, and corruption.

These protests increased substantially from about 10 in 2004 to 111 in 2010, reaching unprecedented levels with 176 during 2014.

The causes of these protests are divided into three broad categories: systemic (maladministration, fraud, nepotism and corruption); structural (healthcare, poverty, unemployment and land issues); and governance (limited opportunities for civic participation, lack of accountability, weak leadership and the erosion of public confidence in leadership).

In his research, Dr Matebesi observed and studied protests in the Free State, Northern Cape and the North-West since 2008. He found that these protests can be divided into two groups, each with its own characteristics.

“On the one side you have highly fragmented residents’ groups that often use intimidation and violence in predominantly black communities. On the other side, there are highly structured ratepayers’ associations that primarily uses the withholding of municipal rates and taxes in predominantly white communities.”

 

Who are the typical protesters?

Dr Matebesi’s study results show that in most instances, protests in black areas are led by individuals who previously held key positions within the ANC - prominent community leaders. Generally, though, protests are supported by predominantly unemployed, young residents.

“However, judging by election results immediately after protests, the study revealed that the ANC is not losing votes over such actions.”

The study found that in the case of the structured ratepayers’ associations, the groups are led by different segments of the community, including professionals such as attorneys, accountants and even former municipal managers.

Dr Matebesi says that although many protests in black communities often turned out violent, protest leaders stated that they never planned to embark on violent protests.

“They claimed that is was often attitude (towards the protesters), reaction of the police and the lack of government’s interest in their grievances that sparked violence.”

Totally different to this is the form of peaceful protests that involves sanctioning. This requires restraint and coordination, which only a highly structured group can provide.

“The study demonstrates that the effects of service delivery protests have been tangible and visible in South Africa, with almost daily reports of violent confrontations with police, extensive damage to property, looting of businesses, and at times, the injuring or even killing of civilians. With the increase of violence, the space for building trust between the state and civil society is decreasing.”

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