Nelson Mandela - An International Leader - Coursework Example

Bridging Theory and Practice: Nelson Mandela - An International Leader Introduction In 1918 South Africa gave birth to one ofthe most revered and recognized leaders in history – Nelson Rolihlahla Mandela (O’Fallon 2012). He is known for his struggle to end apartheid in South Africa. His involvement in the African National Congress (ANC) and the organization’s activities to end apartheid led to his imprisonment in 1964 when he received a life sentence. His dream was to end apartheid and after many obstacles including 27 years in prison his goal was finally achieved in 1994 when he became the first democratically elected black president of South Africa.

Nelson Mandela Dream and the Fight to End Apartheid Nelson Mandela’s dream was a united South Africa where everyone had the same rights. This dream started with his membership and in the ANC where he was soon elected to the executive committee of the Youth League. His struggle to end apartheid landed him in prison where he won the respect of fellow inmates. While there he continued to work towards his dream. In fact, he indicated that the struggle was his life (Mandela 1994). He was not about to give up but had to change his approach (tactics) to achieve his goal.

In prison it was never easy but his optimism kept him going (Henderson 1996). From his seven by seven foot prison cell he communicated with and influenced his fellow prisoners. His skills at negotiating were obvious. In fact, in an article published in The Journal of Blacks in Higher Education in the summer of 1999, Mandela was described as very charismatic with great negotiation skills. His dream started to show signs of realization when he started to receive offers for release. There were other signs that ‘the tide was turning’ but Mandela rejected all offers for conditional freedom (Mandela 1994).

He was determined nonetheless and his cause was supported by leaders worldwide. This led to a softening of the position of the South African Government. In 1990 he was freed from prison and became leader of the South African people after being democratically elected in 1994. Conclusion Nelson Mandela’s attempt to transform South Africa was successful but not without challenges. The fact that he overcame them is a testimony of his hard work and dedication to the task. He directed all of his energies towards achieving this goal and in the process he energised others.

In fact, Glad (1996) indicated that the reaction from the approximately 50,000 people who gathered in Cape Town to see him after his release from prison is synonymous with that of Moses when he handed down the Ten Commandments. In his speech at the soccer stadium in Soweto he displayed leadership when he indicated that whites are also fellow South Africans and therefore should be convinced of this fact as this will make South Africa a better place (Mandela 1994). In both situations Mandela resonated with his audience.

Clawson (2011) suggests that in this exhibition of resonance the fit between Mandela and his surroundings was clear. Mandela showed his strengths when he rejected certain forms of leadership. He sought to convince his followers that the path he took was the right one by sighting stories of many liberation movements that failed to gain re-election because they made promises that were not economically viable (Hitchings 1993; cited in Glad 1996). Simmons (2006) indicates that stories are used to inspire, motivate and persuade.

Mandela certainly knew how to. Mandela was also successful in gaining a law certification from the University of South Africa. This was also one of his life’s dreams and so he caught up where he left off when he went to prison. In an article published in the Time Magazine on July 9, 2008, Stengel (2008) outlines Mandela’s eight (8) lessons of leadership. They include leading from both the front and the back; he stressed the importance of appearance, and especially, a warm smile which resonated with people he came in contact with.

References Clawson, J. G. (2011). Level Three Leadership: Getting below the surface. 5th ed. USA: Prentice Hall Glad, B. (1996). Passing the Baton: Transformational Political Leadership From Gorbachev to Yeltsin; From de Klerk to Mandela. Political Psychology, 17(1), p. 1 - 28 Henderson, W. (1996). Review - ‘The Struggle is My Life’: Nelson Mandela’s Autobiography. African Affairs, 95(379), p 288 – 293 Mandela, N. (1995). Long Walk to Freedom: An Autobiography of Nelson Mandela. New York, USA: back Bay Books O’Fallon, S. (2012). Nelson Mandela and Unitive Leadership.

Integral Leadership Review. [Online] Retrieved from http://integralleadershipreview.com/7460-nelson-mandela-and-unitive-leadership/. [Accessed 19th October 2013] Simmons, A. (2006). The Story Factor: Inspiration, Influence and Persuasion through the Art of Persuasion. 2nd ed. USA: Basic Books Stengel, R. (2008). Mandela: His 8 Lessons of Leadership. [Online] Retrieved from http://www.dlalston.com/PDFfiles/Odyssey/Mandela's8LessonsofLeadership.pdf. [Accessed 19th October 2013]