The Leader as Visionary

A large part of what Buddhist training actually consists of is a form of leadership training.
According to Buddha, a good leader needs to overcome self, at least in some degree, because he
or she must act "for the good of the many" not just for personal advantage. Such people need to
be adaptable. The leader is the holder of the vision, vision is something detected rather than made.
It emerges. It is then a collective task to give the vision its form in a way that is fertile for further
emergence.

The Leader as Role Model

As a leader, the Buddha led by example. His simple and humble lifestyle is a reflection of his
teachings. In his daily routine, the Buddha wasted no time on idleness and playfulness. Compare
this with many world leaders who live in the laps of luxury while half of the world's population
suffers from poverty and hunger, and we can understand why many people lament the lack of
good leaders in our times.

The Leader as Manager

The Buddha was a great human resource manager. With an acute knowledge of human beings, he
knew the strengths and weaknesses of those around him. He delegated duties to his followers in
accordance with their abilities and temperament. In addition, he showed his appreciation by
conferring upon them due respect and recognition. Trainers of managerial leadership could learn
much from the Buddha in this respect to develop an effective workforce.

The Leader as Mentor

Another function of the leader is to spot and cultivate leadership talent. Leadership does not just
go on at the "top" or in the centre of an organization. There are many centers. There is, however,
also a need for co-ordination. All this makes personal demands. Being the leader in a new small
organization is not the same as being leader of an older more complex one. Time was when
nothing happened around here unless the leader was centrally involved in it. Not any more. As
things get more complex there is more reliance on checks and balances, but the exercise of
personal initiative at all levels remains a crucial factor in organizational health.

The Leader as Protector

Buddhist training teaches people how to do this. It also teaches us tolerance - a
hard lesson sometimes. Both these elements - taking responsibility and making allowance for
diversity and the bits one cannot reasonably control - are forms of "tough love" - tough on oneself
as much as on others. There are times when a leader's failure to say, "It shall be thus" creates
chaos and confusion. On the other hand, a leader is ill advised to make any such pronouncement
without having listened carefully and got a fine sense of the balance of forces in play. To a very
large degree the organization makes itself, but leadership is an essential catalyst.