Progressive leadership focuses on a continuous journey, the constant reshaping of a vision, and outcomes to navigate specific challenges. Progressive leaders tend to manage volatile situations well, welcome change and often seek out ingenious solutions that are both challenging to replicate. They understand the need to develop sustainable value and longer-term assets as well as shorter term returns. 

One of the facets of progressive leadership is broad coalition and collaboration. There is a willingness to work with a broad spectrum of people outside the traditional scope to attain the desired results. 

 Collaborative networks serve to broaden and deepen the perspective on decision-making; they enable progressive leaders from throughout the organisation to help make critical leadership decisions. 

 One works with the general populace to ensure there is consensus – and all that input, if relevant, is taken up for consideration. For national development, the leader must be in engagement with all demographics of the society – whether with those in approval or disapproval. 

 The leader can sift out and identify those parties that share some combined visions and harness them for the communal good. A progressive leader further spurs all around to participate in the realisation of the common good. 

 Another critical facet of progressive leadership is mentorship; grooming understudies to take over the mantle once one’s tenure is exhausted or when there is a realisation that new and invigorated insight is required (Henry & Richard Blackaby). 

 One must always ensure some people are competent and versed in the requirements of the leadership position to lead after one has left. 

 Not only does this ensure there is continuity but comfort in the rest of the organisation that a tried and proven member of the team, aware of all challenges and demands, is now left to take the reins. 

 Fewer things cause chaos and confusion than an army unsure of its leadership. 

As a leader, one has the benefit of experience, which is handed down as anecdotes and learnings to an aspirant leader, who can provide a smoother and more efficient leadership regime once one has left. As Benjamin Franklin said, “Tell me and I forget; teach me and I may remember; involve me and I learn”. 

 Aspirant leaders are often full of ideas, but they are often clueless about the finer arts of diplomacy and tact. Youthful exuberance often clouds tempered action. This is why, for progressive leadership, conveyance of this information and the inner workings of an organisation is necessary. 

 Leaders should aid their subordinates or teammates realise, harnessing and developing innate skills and capacities they may not be aware of having. 

The leader, as a mentor, even when having handed over the mantle of leadership, will always be referred back to for encouragement and insight, further adding value to the initial input the said leader had made. 

 All great leaders underwent some form of mentorship that sharpened their focus and guided their vision. Benjamin Disraeli said, “The greatest good you can do for another is not just to share your riches but to reveal to him his own”.

 Grass that is here today and gone tomorrow does not require much time to mature. A giant oak tree that lasts for generations requires much more time to grow strong. 

 So, it is with the person chosen or being groomed to take over in leadership. Their stay under mentorship by the leader ensures the core of the organisation, its principles and foundations are always maintained and proliferated for years to come.

Progressive leadership and the amalgamation of its facets will ensure that national development is an incessant and unrelenting goal. 

 The progressive leader abides by the statement made famous by President John F Kennedy: “Ask not what your country can do for you, but what you can do for your country”.

 Progressive leadership ensures the ideals of those who brought the country together are always appreciated, enforced and made a reality.  

* Reverend Jan A Scholtz is the former chairperson of //Kharas Regional Council and former !Nami#nus constituency councillor. He holds a Diploma in Theology, B-Theo (SA); a Diploma in Youth Work and Development from the University of Zambia (UNZA), and a Diploma in Education III (KOK) BA (HED) from UNISA