Proceedings of International Social Sciences and Business Research Conference
4 - 5 December 2014, Hotel Himalaya, Kathmandu, Nepal, ISBN: 978-1-922069-65-8
Searching for the Great Heart: Holistic Leadership for the
Prevention and Resolution of Violent Disputes in Africa
Andreas Velthuizen1
This paper is inspired by the need for leadership that would ensure peaceful
relations among people. In articulating the research problem, the question was
asked: What kind of leadership reflects this “great heart” that is required for lasting
peace? The aim of the article is to propose some principles for community leaders,
business leaders and officials that can simplify the prevention and resolution of
conflict, accepting that conflict is a complex and wicked problem that calls for
practical solutions. Recommended solutions will be in the form of procedural
principles as well as best practices that can be adopted for the modern African
context and be applied in global context. The presenter will argue that the kind of
leadership required to sustain peaceful relationships would not only require skills,
knowledge and the ability to engage with people on an intellectual level, but would
also require a „great heart‟ with the virtue to pursue norms and values that are
universally accepted as „good‟. The argument is informed by a literature study, lived
experience of cases of violent conflict prevention and resolution, as well as
exploratory field research into specific cases studies.
Keywords: Leadership, Conflict Resolution, Conflict Prevention, Dispute Resolution
Field of Research: Conflict resolution
1. Introduction
This paper is inspired by the need for leadership that would ensure peaceful relations among
people. That means that a kind of leader is required who can prevent the distraction causes by
energy and resource sapping conflict or resolve conflict once prevention failed, ensuring that
organisations could focus on all-important tasks. This need was identified during a career that
spans over nearly forty years, including involvement in violent conflicts in Africa, of course
participating, and managing conflict in many different work situations. The realization that a
leader with a “great heart” is required for the prevention and resolution of disputes between
people, especially where a society is dealing with violent conflict or recovering from violent
conflict, form the background that the research problem. The question is asked: What kind of
leadership reflects this “great heart” that is required for lasting peace?
Obviously, many people attempt to answer this philosophical question. Therefore, I need to be
humble in what I set out to achieve in this presentation. The aim is to propose some principles
for community leaders, business leaders and officials that can simplify the prevention and
resolution of conflict, accepting that conflict is a complex and wicked problem that calls for
practical solutions. To delimitate this broad subject, the level of analysis focuses on the
individual leader in the context of broader society, applying the analysis to Africa as the research
“universum”.
I intend to achieve this aim by deploying an argument that the kind of leadership required to
sustain peaceful relations would not only require skills, knowledge and the ability to engage with
1
Dr Andreas Velthuizen, Institute for Dispute Resolution in Africa, College of Law, University of South Africa (Unisa),
Building 1, Unisa Sunnyside Campus, Pretoria, South Africa, Velthag1@unisa.ac.za
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Proceedings of International Social Sciences and Business Research Conference
4 - 5 December 2014, Hotel Himalaya, Kathmandu, Nepal, ISBN: 978-1-922069-65-8
people on an intellectual level, but would also require a „great heart‟ with the virtue to pursue
norms and values that are universally accepted as „good‟.
The argument is informed by reading and desktop research on the theoretical concepts of violent
conflict and examples of leaders who are popularly considered“great leaders" because of the
way they dealt with violent conflict. Own lived experience of cases of violent conflict prevention
and resolution as well as personal exploratory field research into examples of holistic leadership
guided my reflections.
2.
Conceptual framework
Leadership theory is vast and it is nearly impossible to presenting one authoritative paradigm.
Therefore, this conceptual framework will focus on how leaders deal with violent conflict. After
describing the problem of violent conflict in Africa, the concepts conflict leadership, peace
leadership, and leadership for peace in Africa will be discussed.
3. Violent conflict in Africa
According to Jonathan Jansen, the phrase „the better versions of ourselves‟ implies that there is
a worst version of ourselves. This mentality created the genocide in Rwanda, Syria and the other
problems in the Middle East. Part of the reasons behind these conflicts is that we as people
display the worst version of ourselves. (Jansen, 2014). During the International Conference on
“Conflict, Memory and Reconciliation: Bridging Past, Present and Future”, 10-13 January 2012 in
Kigali, Rwanda that analysed many genocides through the ages, it was concluded that most
people has it in them to kill others. All they need is a leader to convince them that the “others”
are less human and do not have the right to live. Whether I agree with this statement is not
relevant, but what we cannot ignore is that there are many examples of leadership attitudes that
resulted in the violent deaths of many people.
Today we are confronted by violent conflict as a wicked problem, meaning that violent conflict is
a problem that is difficult or impossible to solve because of incomplete, contradictory and fluid
conditions that are often difficult to recognize. If an effort is made to solve one aspect of a
wicked problem, complex interdependencies create other problems. For instance, every day we
are bombarded with news of violent crime, and the less fortunate among us are witnesses or
victims of violence. Current wicked problems that come to mind are violent conflict that
emanates from political power seeking (the protracted conflict in Libya), contests for scarce
resources (the continued conflict in the Sudan), the increasing reaction all over the world to the
deterioration of socio-economic conditions of people. (Velthuizen, 2012).
In 2009, Jesse Driscoll (Driscoll,2009), a Ph.D. student in political Science at Stanford University
wrote:
“A growing fraction of the world's civil wars seem to be breaking out
on the African continent, and in the last few decades it has acquired a
reputation as a hotbed of violence and warfare. Social conflict and
political violence in Africa is a complex subject, and it will be useful to
note a few trends in African civil violence, discuss common (but
misleading) explanations for civil wars in Africa, and then suggest two
alternative framing for the patterns observed.”
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Proceedings of International Social Sciences and Business Research Conference
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His view depicts the popular pessimistic view of how people from outside the continent views
Africa. Unfortunately, this perception is mostly correct.
An accurate view is the prediction by the Institute for Security Studies (ISS) in South Africa.
According to a recent paper, many African countries experienced violent transitions after
independence, which included civil wars and mass killings. The forecast is that violent armed
conflict and insecurity due to scarce resources will continue, mainly in poor countries where
weak governance, previous experience of conflict, overflow of violence from bad
„neighbourhoods‟ and extensive unemployment of the youth are present. Large portions of Africa
meet these criteria.
(Cilliers and Schünemann,2013).
It is in anticipation of these challenging circumstances that leadership remains a vital element to
prevent violence or at least mitigate the consequences when it occurs.
4. Conflict leadership
In the history of the world, many great conflict leaders emerged, made an impact on the lives of
people and passed on, leaving behind their legacy to remind people of what it takes to be a
great leader. Examples of these are:
Hannibal Barca, son of Hamilcar Barca (247 –183/182/181 BC) a Punic Carthaginian military
commander, generally considered one of the greatest military commanders in history. The
legend of his great bravery and leadership usually focus on his crossing of the Ebro River in
northern Iberia in the spring of 218 BC from where he departed for his overland invasion of
Rome, taking elephants with him passing through the Alps during winter to defeat Roman
Consular armies at Cannae in 216 BC, killing nearly 50,000 Romans. Hannibal was a
remarkable war commander, an eloquent leader, a man of great courage and inspired
unquestioning loyalty from his soldiers. Eventually Hannibal was defeated by Publius Cornelius
Scipio at the battle at Zama but appointed by Scipio Hannibal as regent of Carthage, Hannibal
displayed brilliant diplomacy and leadership causing Carthage to prosper.
Alexander III of Macedon (20/21 July 356BC – 10/11 June 323 BC), commonly known
as Alexander the Great was a King (Basileus) of the Ancient Greek kingdom of Macedon. At the
age of twenty, after succeeding his father Philip II, he led a military campaign through Asia and
northeast Africa, creating one of the largest empires of the ancient world. Alexander made
himself beloved by always putting the interests of his people first, displaying exceptionally
bravery by leading the most dangerous attacks himself. On a personal level thought it more
worthy of a king to subdue his own passions than the enemy. He was very conscious of the
super-natural, which guided his decision-making.( Scott-Kilver,1973).
Clovis (466 – c. 511) was the first king of the Franks to unite all of the Frankish tribes, changing
leadership by royal chieftains to rule by a single king. He was the founder of the Merovingian
dynasty, which ruled the Franks for two centuries. Clovis is desribed as a single-minded warrior
and a religious figure, who solidified a kingdom, corresponded with bishops, and converted to
Catholic Christianity. (Mitchell,2014).
Zahiruddin Muhammad Babur (14 February 1483 – 26 December 1530) popularly known as
“Babur” (lion) was the founder of Mughal Empire in India, which lasted for 331 years. Babur had
the qualities of a great leader. He was a brilliant general, a man of extraordinary energy and
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Proceedings of International Social Sciences and Business Research Conference
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strength and a man of faith (Islam). Unfortunately, he was also a drunkard and narcotic user for
most of his life. (Anon,2014).
Suleiman I, (6 November 1494 – 7 September 1566) known as “the Magnificent” in the West and
“Kanuni” (the Lawgiver) in the East, was the longest-reigning Sultan of the Ottoman Empire,
becoming a prominent monarch of 16th-century. Suleiman personally led Ottoman armies in
conquering Belgrade, Rhodes, and most of Hungary before stopped at the Siege of Vienna in
1529. He is described as a fantastic military leader who made a huge impact on history,
literature, the codification of the Ottoman law, and architecture. Within his reign, the Ottoman‟s
reached their height in expansion. However, he was a violent man who ended up killing his son,
Mustafa.
Võ Nguyên Giáp (25 August 1911 – 4 October 2013) was a General in the Vietnam Peoples
Army and a politician serving during World War II, the First Indochina War (1946–54) and
the Vietnam War (1960–1975), participating in many historically significant campaigns. Giap was
an effective commander and leader. He demonstrated substantial agility in his dealings with
others, extreme ambition and saw all of his peers as possible threats, recognizing that achieving
successful results was a means of personal survival. Politically he was a communist first and
commander second, a passion for his cause that had a considerable influence in many of his
military decisions.(Pascoe, 2005).
It is only when one stands on the shores of Normandy that you realize the enormity of the socalled D-day landings of 6 June 1944 and the tremendous demand on leadership on all levels.
Standing on the beach at Omaha only a soldier can imagine the enormous courage and
inspiration it took for thousands of enlisted men, assumingly of sane mind, to storm into intense
firepower delivered by an enemy. It is only great leaders who can inspire people to do that, also
taking in consideration the challenge of strategizing, guiding the planning, organizing the
resources of many nations, eventually leading them into uncertainty towards victory. History will
show that Dwight Eisenhower was such as man. How did he do that?
Nurture and nature shaped the person of Dwight Eisenhower (14 October 14 1890 – 28 March
1969). Inheriting a strong competitive streak, bad temper, and unquestioning love, stern
discipline, ambition, and religion from his parents, patience during his studies at West Point,
during WW II he proved to be an outstanding diplomat and politician. Trusted by everybody, he
displayed the human qualities of honesty, faithfulness, responsibility, modesty, generosity, duty,
and leadership, drawing the hearts of men toward him. When he entered into politics in 1952
(then aged 62), he developed an extreme dislike for war, starting his presidency to make peace
in Korea. As an inspiring and effective leader, he displayed simplicity, but was capable of “a
detached, informed, and exhaustive examination of problems and personalities” based on
knowledge obtained from intensive study.(Ambrose,1991). Criticism against his leadership is
that he allowed the CIA to violate the 1954 Geneva Agreement on Indochina that eventually
resulted in the Second Indochina (Vietnam) War, to pursue murder and terrorism in Indonesia, to
destabilize the Cambodian government of Prince Sihanouk and to assassinate Congo‟s former
President Patrice Lumumba.(Killian,2014).
There is no doubt that these people survived the verdict of history that they were great leaders.
What they have in common is that they were people of great courage who managed to muster
thousand (in some cases millions) of people (including leaders on all levels) and unimaginable
physical resources to achieve goals that changed the cause of history. However, what they also
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Proceedings of International Social Sciences and Business Research Conference
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have in common is that they had to rely on military might and political power to achieve what
they did.
The modern view is that the most effective leaders are extraordinarily competent at handling
conflict and respond to conflict constructively. Conflict leaders do not only keep potentially
damaging situations under control, but they discover previously unseen or unknown options,
solutions, and possibilities. They learn to embrace conflict not as an organizational enemy but as
an opportunity for growth and a source of creative energy.(Craig & Flannagan, 2007).
This is easier said than done. Is it possible to “embrace conflict” without using personal power of
coercive measures? The natural tendency for a leaders to resolve a conflict, whether it is on
national level or in the work place is to assess what power instruments are available to coerce
the disputants to stop fighting. In many cases, this leads to temporary peace, but fails to restore
lasting relationships.
5. Peace Leadership
Lederach (1997) suggests that peace leadership is a building block for peace. A critical mass of
of leaders in the domains of politics, diplomacy, defence, economics, education, media, religion,
health, is required to sustain peace. Leadership can be situated with the “elite”, “middle class”,
and grass root level.
Leadership on international and domestic level can include key political and military leaders in a
conflict. Leaders can also be highly respected individuals or persons who occupy formal
positions of leadership in sectors such as education, business, religion, agriculture, health, or
humanitarian organizations. “Grassroots leaders are community leaders; organizations carrying
out relief projects; health officials; and refugee camp leaders. Leadership is crucial to facilitate
peace negotiations at different levels; a democratic transition process; development programs;
the establishment of a secure environment; the creation of a climate that allows integrative
thinking, as well as international cooperation. Peace building leadership is successful when the
influence of leadership is greater than the influence of the spoilers of the peace building
process.(Reychler & Stellemans, 2005).
The Institute for Holistic Leadership (2012), suggests that a leader should be a holistic leader,
displaying behaviour that is founded on a multi-dimensional iterative relationship between
emotional intelligence, critical reflection, learning and making an impact in the real world. Holistic
leadership is about establishing and maintaining a learning culture, transforming behaviour of
the self and followers, promoting innovative thinking and collaboration among people. The
ultimate object of holistic leadership is to ensure equilibrium between the personal growth of
followers, the needs of society, the outcomes of the organization, humanity in general as well as
the environment.
The four distinct but interrelated domains of holistic leaders are explained by Scott et al (2007).
The analytical domain is about leaders who can manage the “individual trees in the forest” very
well, referring to leaders who can manage complexity. The traditional approach to leadership
development aims to develop the analytical leader. The conceptual domain contains the leaders
“who can manage the forest in which the trees are growing”. Such leaders are not only
competent at managing complexity, but can also foster creativity and innovation. In the
emotional domain, leaders are very skilled and knowledgeable about managing human emotion
and leverage it as a source of energy, shaping and influence the behaviour of followers. The
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Proceedings of International Social Sciences and Business Research Conference
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fourth domain is in the field of spirituality. In this domain, the leader enables followers to obtain a
mission while connecting to intrinsic moral and ethical values. In this regard, spirituality is not
removed from comparative corporate leadership in that many employees are no longer
motivated by lower order needs alone. In general, people are searching for the reconciliation of
their lives with higher order beliefs and a harmony among spiritual and religious traditions that
contributes to a global humanistic spirituality. Critical interdependencies between the analytical
domain, conceptual domain, emotional domain and spiritual domain are recognised.
These assertions imply that leadership cannot be a sole effort. A diversity of leaders is required
to ensure lasting peace. Where a leader can assert her/his will on people, the effect of the
coercion will be temporary, with forced arrangement to guide relationships (such as a peace
agreement or an understanding “that working together is in the interest of the company/country”.
However, there will be no binding commitment of the people involved. A new kind of leadership
is required to achieve this ideal, called holistic leadership, meaning a new way of engaging with
conflict, founded on a transformed thinking that focuses on collaboration; innovation; learning; a
balance of interests and managing complexity in a simple way by applying principles and
practices to build on the emotions and values that inspires people.
6. Great Heart Leadership for peace in Africa
In this regard, I think it is important to take note of the approach of one of the greatest
peacemakers of our time, the late Nelson Mandela (18 July 1918 – 5 December 2013). He
demonstrated that courage and standing for what a person holds to be true, is one of the
distinguished characteristics of great leaders, especially when that leader express thoughts on
behalf of a less powerful minority or to champion the poor. We learned from “Madiba” that
forgiveness is one of the most powerful and healing gifts a leader can possess. In most cases it
allows for the forgiven and forgiver to shift from nursing the wounds or misdeeds of the past to
engaging with other people in “a creative and liberating way”. Forgiveness releases energy that
would otherwise be used to deal with suppressed anger. The leadership of Mandela shows that
great leaders create trails that other people can follow towards own greatness allowing for the
rich diversity of personalities. Great leaders inspire, and their examples assist others to have a
vision of what to aim for while nurturing personal leadership styles. (Kalunga-Banda, 2008).
Ngambi (2010) defines the type of leadership required for Africa as the process of influencing
others to realize their full potential with passion and integrity in achieving a shared vision. Good
leadership means that the African leader should lead with the „head‟ (combining cognitive
intelligence; analytical and strategic thinking); with the „heart‟ (applying emotional intelligence,
spirituality, culture, integrity and trust), and with the „hands‟ (action orientation, empowering,
coaching and mentoring).
This viewpoint reminds of us of the fundamental African value of human togetherness, described
as the spirit of Ubuntu (Nguni), Kparakpor (Yoruba) and Ujaama (Kiswahili). Many authors
attempt to articulate the humanistic principles embedded in these traditional African concepts.
Faris (2011), describes these concepts as humanistic morality, encompassed in compassion,
sharing, reciprocity, upholding of dignity of personhood, responsibility to others, the recognition
of shared humanity and interdependence. Expressed in this fashion it is an ethical ideal and the
moral foundation for embedding individual and social values in holistic system of dispute
resolution that meets the needs of African societies in conflict.
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Proceedings of International Social Sciences and Business Research Conference
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Brock-Utne (2001) explains the application of this humanistic value system in practical
leadership terms, calling it “weaving ”as the traditional African practice of leadership by
consensus, during which the traditional leaders rule through arbitration and re-conciliation to
maintain harmony. In this tradition, the elders of the clan always consider the social context,
including the values, beliefs, fears, suspicions, interests, needs and attitudes of people.
The great African scholar Dani Nabudere (2012) describes the holistic and global norms and
values that underpin conflict as a holistic consciousness that calls for a new moral and „glocal
society‟ based on a „glocal citizenship‟, justice and peace. A society will emerge through
restorative learning and an understanding of the „divine word‟ from the „divine source‟ that
Nabudere calls „the heart‟, referring to the Egyptian believe that the heart was the source of
human wisdom, emotions, memory, the soul and personality. Although this conception of the
function of the heart may be more symbolic than tangible, ongoing scientific research indicates
that the heart is more than a pump. Indications are that the heart is a complex system that
serves as a carrier wave for information, about 60 times greater in amplitude than that of the
brain, infusing every cell in the body. This electrical field of the heart functions as an “antenna,”
which is tuned into and responds to the electromagnetic fields produced by the hearts of other
individuals.
According to Orlov (2003), to ignore the importance of what is in the heart of a person leads to
negative conflict, depression and under-performance. “The heart is the core of what motivates,
inspires and drives us”. In the new era of creative self-expression and where relationships are
the organizing energies, the leader needs to release control to create community and tap into
the power that resides in people‟s souls. The concepts transformational leadership and servant
leadership both emphasises the soul as source of empowerment, enlightment, motivation and
growth.
Introducing the leadership compass, Bob Larcher (2011) shows the heart, body, head and soul
at the centre of the compass, from where leadership activities such as facilitating, campaigning,
influencing, persuading, influencing, guiding, structuring, rewarding and motivating, expand.
If we accept these assertions, it means that a leader in conditions such as we experience on the
African continent, requires a broad spectrum of skills, knowledge and attitudes.
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Proceedings of International Social Sciences and Business Research Conference
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7. Conclusions
From analysing leadership examples in history, assertions on peace leadership, and Holistic
leadership for conflict prevention and resolution, and views on what is required for conflict
leadership in Africa, I would like to propose the following principles for “great heart leadership”:
Peace Activism. The peace leader in Africa should have the skills to influence others through
visible peace-building action. In practice, the leaders should be seen as a skilful person in
guarding the relationship among people by promoting non-dualism, teamwork and consensus in
the common interest.
Restorative Learning. Restorative learning means that people should engage in learning
activities that restore relations damaged by conflict, especially violent conflict. In practice, it
means that a leader should create an intellectual atmosphere where a diversity of people,
without exclusion is allowed to engage in restorative learning where the leader is an active
mentor and teacher, continuously challenging negative thinking, behaviour and vocabulary that
instigates conflict.
Great Heart Inspiration. The virtue to recognise and lever the social values, emotions, memories,
beliefs, fears, suspicions, interests, and needs that fill the diversity of human souls, makes a
person a Great Heart Leader. In practice, it means that the leader links the hearts or souls of
people through trust-building activities in a spirit of humanity, forgiveness, freedom, justice and
peaceful relationships.
“In the end, the cries of the infant who dies because of hunger or because a machete has slit
open its stomach, will penetrate the noises of the modern city and its sealed windows to say: I
am human too! (Mandela, 1996).
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