Pretoria - There is consensus that great leaders in history have in common a number of traits and intrinsic worth, such as a keen managerial sense founded on ethical precepts, the need to do the ‘right thing’ and a future vision that is strategically orientated. Moses, as outlined in the Bible, is one such example, having guided a race comprising slaves out of servitude in Egypt. Despite his actions being embedded in the theological and cultural world in which he operated, Moses’ managerial skills have come to inform many modern-day management principles.
Many of the great leaders in history materialised in reaction to crises that they faced from time-to-time. In the face of imminent danger and often death, they strove to realise their vision for the future and, in doing so, exhibited a wide range of special qualities. These qualities are in addition to their unique, inherent characteristics. It is argued, in fact, that having a vision on its own is often not enough to successfully overcome immediate constraints and challenges. Rather, individuals who can successfully harness both personal traits and skills are those who become great leaders.
While Moses is identified through the Bible as a special leader in many ways, to all intents and purposes he was a novel variety of anti-hero. A close examination of biblical texts reveals that Moses was a person without any initial appeal as a leader. His journey to become a compelling leader was a gradual process borne from experience and a lifelong reliance on the supportive counsel of trusted advisors and mentors.
The ultimate challenge for Moses - and one that would endure throughout the final quarter of his life - was to lead the people (Israelites) from Egypt to Canaan, the land of promise (largely acknowledged as corresponding to present-day Lebanon, Syria, Jordan and Israel.)
The journey was characterised by change, uncertainty and diversity. Those on the journey had been an ethnic minority in Egypt, with no formal organisation or national institutions. Described in theological studies as a barely organised refugee mob, it was the task of Moses to mobilise this group and lead them to function as a formal entity. For people who were used to an agrarian life in the well-watered Nile delta, the desert was a new and terrifying environment. Anxiety created conflict; Moses was blamed for the hardships that were being experienced. He also had to face rebellious followers.
The exodus reveals much about Moses’s managerial style. Although able to successfully mobilise the people, experience taught him to be aware of his limitations and continually review his strategies. As a manager, Moses had to learn how to co-ordinate the efforts of specialists and integrate knowledge for the benefit of the people. The harsh terrain of the wilderness in which they spent many years of the journey, undoubtedly called for creativity, innovation and speed of response if effectiveness was to be attained.
Leading and managing in this context was no easy task. According to biblical texts, Moses’ father-in-law and trusted advisor, Jethro, warned him during this time: ”What you are doing is not good. You and these people who come to you will only wear yourselves out. The work is too heavy for you; you cannot handle it alone.” (Exodus 18:17-18). Thus it was under Jethro’s counsel that Moses created a hierarchy of magistrates and judges to assist in the task of administrating justice.
As a manager, Moses understood the power of delegation but also acknowledged that positions should match the abilities of the incumbents. Consequently, he gave leaders those tasks that related specifically to their talents and personalities. Following guidance from Jethro, Moses appointed and mentored specially selected people to deal with certain issues and groups.
Where these ‘deputy managers’ were unable to deal with a given situation, Moses would take over the matter and seek to resolve it. Academics assert that Moses possessed skills that were in line with what the community required. In fact, the practices reported during the Exodus form the basics of modern-day human resource management.
At a point in the journey, academic research indicates that Moses tried to actively involve the people in the development of their own redemption. For reasons that might be guessed at – a lack of big-picture clarity, anxiety at the unknown, and the limitations of coping with the immediate task of survival – this idea did not take hold among the Israelites. Moses thus developed a further strategy, which required him to take on a greater responsibility for what was to happen concerning the redemption of the people. In this context, Moses was required to fulfil a wide range of leadership roles, ranging from negotiator and intercessor, to tactical genius, strategist and motivator.
Moses recognised the urgent need to manage resources during the Exodus. As effective resource allocation depends on good data, Moses took censuses to quantify the human and natural resources available for the economic and governmental affairs, including military service, religious duties, taxation and agriculture. He created a provisional government headed by tribal leaders, appointed a religious order (the Levites), and equipped them with resources to build the tabernacle of the covenant. Additionally, Moses laid out camp-housing for all the people, regimented the men of fighting age into military echelons and appointed commanders and officers.
There are a number of interesting aspects that can one deduce from Moses’ likely ethical decision-making style as a leader. From a normative ethical perspective, his concern was with the content of moral judgements and the promotion of the criteria for what is right or wrong. He followed a utilitarian approach and encouraged the people to achieve their own goals and ends. His ethical stance also provided him with a framework to navigate through difficult issues. Furthermore, he was cognisant of the power inherent in consultation and communication in order to avoid and resolve conflict. Amidst such conflict, Moses was aware of the importance to rely on collaboration and joint problem-solving in the day-to-day execution of decision-making.
Moses’ activities of organisation, leadership, governance and resource development are closely paralleled in virtually every sector of society today. In times of conflict and uncertainty, Moses was able to manage change, recognise those instances where hands-on management was essential, and temper the expectations of the people. His actions blaze a trail for managers, accountants, statisticians and economists, among many other disciplines in our contemporary world.
Prof Nicolaides and Prof Jansen van Rensburg are from of Unisa Graduate School of Business Leadership. The opinions in this article are their own.
IOL