Robert Buddan THE QUESTION of leadership succession looms again for both political parties. It is not enough to compare possible leaders of the future on personal criteria such as colour, charisma, gender, age, education or style.
In comparing Portia Simpson Miller's chances against Peter Phillips in the People's National Party (PNP) likely race, some have said that because Dr. Phillips has a PhD., is brown and male, this endears him to some supposed middle class, intellectual, "Drumblair" circle that gives him the advantage. In the Caribbean, these kinds of characteristics are powerful criteria for judging status and our preoccupation with status naturally leads us to focus on such features.
Festus Brotherson, professor of political science in Guyana, spoke of Cheddi Jagan as a rare combination of morality and practicality, of idealism and pragmatism, of sincerity of purpose and personal integrity with the ideological anchor and charisma to give purpose and inspiration to his mission. There is much in this description that captures the kind of leader I believe Jamaicans want.
CHARACTER AND VALUES
Jamaicans might not regard colour or race, for example, as of much importance. A Stone Organisation poll of 1992 showed that 10 per cent of those surveyed said that they would prefer a black prime minister but another 10 per cent said they would vote for a white prime minister because he would get more respect. These voters were in the minority and cancelled each other out. The overwhelming 80 per cent said that to vote on the basis of race or colour would violate the country's motto, 'Out of Many, One People'.
Another Stone survey in the mid-1990s showed Jamaicans focusing more on character and values than on personal and physical characteristics. What they would like to see most in their leader were the ability to make tough decisions on the economy; to be compassionate and follow policies that helped the poor; and to have sound Christian values.
These responses point in the direction of moral leadership. Politics in the Caribbean has shifted from contests over ideology to contests over moral authority. A leader's moral authority counts for much at a time when there are such high levels of perception that politics is corrupt. A leader's personal honesty and integrity are important but his policies must also balance between the needs of the poor and incentives to the rich. He must find a balance, in this latter sense, between morality and pragmatism.
The Jamaica Labour Party (JLP) has embarrassed the PNP by highlighting a number of scandals. At the same time, P.J. Patterson has been praised for his consistent appeal for moral leadership and his drive for new values and attitudes. Moral politics and Government also require having the political will and structures in place that can identify and prevent or punish wrong and wrongdoers.
PERSONALITY
The value placed on the charismatic personality was downgraded at the end of the Michael Manley era. The charismatic personality was equated with showmanship, bravado and overzealous rhetoric. At the same time the charismatic politician lives on in the persons of Portia Simpson Miller and Pearnel Charles. Charisma is fine when it means sociability, charm, compassion and inspiring leadership.
When people reflect on Michael Manley and say we need someone like Michael now, it is these features that they miss.
Bureaucrats seem to have a view that good Government requires having politicians who can manage the people while having technocrats who can manage Government. Leadership in this view means managing people's aspirations (the role of the political personality) but leaving policy up to able administrators. Edward Seaga is certainly remembered as an able administrator even if not a good people manager.
WORK ETHIC
A leader's work ethic is also critical. Carl Stone regarded Jamaica as a country with a "low-intensity work culture". He meant that we were too laid-back with little respect for time and timely results. He applauded Mr. Seaga's kind of leadership in this regard but also pointed to its costs. In 1990, Stone said, Mr. Seaga "believes in tight party discipline and a strong chain of command that runs the party more like a military structure than a democratic organ. He has sacrificed democracy for organisational discipline."
Politicians are respected when they get things done and Mr. Seaga won respect for this. But his style of management has gone out of favour. The leader today must not only get things done but must include others in getting things done. This means consulting more and doing so more inclusively.
The dilemma of leadership is that while the latter method is more democratic and more open it costs more time and in a developing country, people need to solve old and stubborn problems quickly. One would nevertheless expect a new JLP leader to be more open and consultative. A strong work ethic must be matched with a democratic style.
PERSONAL CONDUCT
Personal style and proper behaviour are other traits that aspiring leaders should take note of. Future PNP leaders must remember the stern demands of the party's Appraisal Committee of 1980/81. It said, "The Party leadership must be exemplary in displaying public and private conduct consistent with the ideological position and in performing in the service of the people." It also called for "established standards of lifestyle, public behaviour, speech and conduct designed to demonstrate Party unity, commitment to Party principles and to build the respect and confidence of the public."
Mr. Patterson has certainly followed these standards. PNP critic Morris Cargill had to admit in 1993 that, "Mr. Patterson's great asset, in the view of many people, including myself, is that he conducts himself in public in a moderate and civilised manner."
Party leaders should be able to win elections of course, but to do this they must be able to cultivate party unity. Mr. Patterson has already said that in the succession process, the unity of the party must not suffer. He has placed great premium on party unity and his own success in winning elections has rested on this. Building unity requires special skills to get things done in the party without ruffling feathers and to rely on a technique that makes the party strong by quietly urging on colleagues.
Mr. Seaga's failing has been on this very point. He has not managed natural differences and disagreements well. In 1990 during the "gang of five" dispute, Mr. Seaga's own sympathiser, John Hearne, had to say: "Mr. Seaga is not an easy man for those of independent mind and strong character to work with. He demands absolute loyalty and is made uneasy by any disagreement too strongly expressed tact and proper regard for the feelings of others is also an essential of leadership."
Delroy Chuck was moved to remark in 1995 that, "There can be no denying that Mr. Seaga lost many friends and supporters by his authoritarian, contemptuous and combative approach to the settlement of the disputes in his party." Stubbornness is not a skill, it is an attitude. The PNP's succession has a unity to build with. In the JLP's case, the new leader must negotiate his moves without opening old wounds.
DEMOCRATIC AGENDAS
New leaders cannot simply think about taking over a party. They must think about how to make their parties so credible that they can win back the supporters they have lost. Mr. Patterson signalled at the last PNP National Executive Council meeting that the party must look to reform itself. Mr. Golding is a reformer in the JLP.
All those who join the race for succession must develop programmes for their campaigns that go beyond just making alliances to build up votes from delegates. The succession process is a good opportunity for candidates to galvanise support behind party reform. It is on competing visions for new party and state governance that the potential party leaders should run their campaigns.
In his public lecture to the PNP's Conference in 1991, Carl Stone said that party politics had redistributed power and equalised it more, but only partially.
The process needed to be deepened and broadened to empower more people. Our future party leaders must say how they plan to make the parties more of the people and for the people.
Robert Buddan lectures in the Department of Government, UWI, Mona. E-mail: rbuddan@uwimona.edu.jm
