Masterminding Spiritual Intelligence and Management in Modern-Day Workplace. THE MADEI MANGORI / PITSHOU MOLEKA BOTHO / BISOISM STRATEGIC LEADERSHIP PERSPECTIVE

By Pitshou MOLEKA and MADEI MANGORI

The need for spiritual intelligence in the modern workplace is increasingly being discussed in international circles and by experts. Surprisingly, this topic is relatively unknown in some parts of Africa. This book is one of the few in Africa that combines soundness, morals, culture, and spiritual intelligence in an Afrocentric perspective, for all-around improvement of leaders and their organizations, with a two-fold commitment: on an epistemological and theoretical level, and on a practical level. The current book contributes to epistemic decolonization by using African paradigms (Botho/Bisoism) as sources to transform knowledge into strategic leadership and management, with implications in areas such as intercultural management, spirituality in the workplace, organizational anthropology and theology. On a practical level, this book offers practical leads for innovative, creative strategic leadership, to achieve maximum efficiency and effectiveness, based on models that have been tested for several years at the international level, with NGOs, public and private corporations, universities, international organizations, government services and the private sector. In short, the book provides a total solution

• Language: English
• Publisher: Game Changers (PTY) Ltd
• Release date: May 27, 2023
• ISBN: 9798223624752

Pitshou MOLEKA

Pitshou Moleka holds a Ph.D. in organizational leadership, an M.A in social work, and a bachelor's in missiology. He is a pastor and teacher. 

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Acknowledgements

his work is an integration of Prof Madei Mangori’s ideas, concepts and models with those of Dr Pitshou Moleka. It is a well researched work arising from   portions of our Doctor

of Philosophy (PhD) theses. We see the connection of our ideas theoretically and practically. We beautifully and convincingly argue for spiritual intelligence and management’s incorporation into the modern- day workplace. It makes sense because both leaders and followers are human and so issues of body, soul and spirit have to be addressed to enhance organisational effectiveness through unlocking the human potential, motivation, creativity and innovation in a multidimensional way. We address issues of leader and follower integrity in society and the modern workplace well e.g., issues of corruption, dishonesty, stealing etc and so the concepts are relevant to current problems in Africa. We also understand and see the connection between the Dr Pitshou Moleka five stage conversion model in that when a leader gets to stage five i.e., transformation they would need to do personal strategic planning and management addressing the whole person. In addition, they would need to also ensure that their organisation embarks on a strategic planning and management process that addresses both the individual and the organisation to get maximum efficiency and effectiveness. Consequently, the Botho Strategic leadership DHU Dimensions model will help them with the assistance of facilitation experts to go through that process to ensure transformation happens. We have used the model for over twenty-three years for the private sector, Non-Governmental Organisations, (NGOs,) Public sector i.e., Government ministries as well as parastatal bodies and it works. We have also used it for Churches. We have one charismatic Pentecostal church that we have taken through the model. We have also used it for international organisations as well as universities. So, we do have concepts that complement each other and most importantly that practically help individuals and various organisations to undergo change. This is our perception that you will come to also hold after reading this book. We have a total solution. We

extend special gratitude to the following people and institutions whose contribution were instrumental in the completion of this work.

•  Mrs Susan Mangori, my wife, for all her encouragement and support (Madei Mangori)

•  My children Rejoice and David for the encouragement. (Madei Mangori).

•  We give thanks to God for life (Madei Mangori & Pitshou Moleka)

•  I give thanks to my wife Julienne Mujinga and my children: Shekinah Moleka and Elyon Moleka (Pitshou Moleka).

•  We give thanks to our PhD supervisors for overseeing the birth and development of the ideas, concepts and models in this book entitled, Masterminding Spiritual Intelligence and Management in the Modern-Day Workplace: The Madei Mangori & Pitshou Moleka Botho Bisoism Strategic Leadership Perspective.

Prof Madei Mangori Dr Pitshou Moleka 2 August 2021

Table of Contents

Contents Page No.

Acknowledgements...................................2

Table Of Contents....................................3

List Of Tables.......................................6

List Of Figures......................................7

List Of Abbreviations Used.............................8

CHAPTER ONE: Corporate Strategy: A Critical System In An Organisation  10

Introduction......................................10

Organisations And Spirituality........................13

Two Fundamental Dualities..........................17

The Botho Strategic Leadership Model.................18

Conclusion.......................................30

CHAPTER TWO: Introducing Spiritual Intelligence In The Modern Workplace  32

Introduction......................................32

Introducing Spiritual Intelligence......................34

Implications Of Spirituality In The Modern Workplace......36

CHAPTER THREE: The Pitshou Moleka Model Of Leadership Conversion  51

The Necessity Of A Multidimensional Conversion.........51

Causes..........................................53

Results..........................................54

Conclusions......................................55

Toward Hermeneutic Conversion......................56

What Sense Can One Give To All These Experiences?......56

Pitshou Moleka’s Model.............................57

CHAPTER FOUR: Managerial Functions And The OLF DHU Dimensions Model  71

Introduction......................................71

Strategic Leadership Influence........................72

Active Strategic Leadership Creative And Innovative Process.72

Managerial Functions...............................73

Planning, Controlling And Measurement.................74

Controlling, Monitoring And Measurement...............74

Planning, Controlling & Measurement..................74

Strategic Planning, Monitoring & Organisational Measurement 74

Organisational Measurement Derivation.................75

DHU Dimensions Model.............................76

Conclusion.......................................76

CHAPTER FIVE: OLF Strategy Formulation Wheel DHU Dimensions Model  78

Introduction......................................78

DHU Dimensions..................................78

DHU Dimensions: An explanation.....................81

The Downward Dimension...........................82

The Horizontal Dimension...........................88

The Upward Dimension.............................90

Building An Organisational Measurement System Using The DHU Dimensions  91

Progress And Result Measures........................95

Conclusion.......................................96

CHAPTER SIX: Implementing the Strategic Leadership DHU Dimensions Model  97

Introduction......................................97

OLF Strategy Formulation Methodology: Step By Step Process 97

Consulting Instrument 1 Sf Review And Development Instrument. 99 Mission Statement  100

What Is A Mission Statement.........................100

Questions A Mission Statement Should Address...........100

Examples Of Mission Statements......................100

Vision Statement...................................100

What Is A Vision Statement?.........................103

Features Of Vision.................................104

Examples Of Vision Statements.......................104

Value Statements..................................106

What Is A Value Statement?..........................106

Steps In Developing Values..........................106

Examples Of Value Statements........................107

Consulting Instrument 2:Strategic Themes And Goals Improvement 110 Strategic Themes  110

What Is A Strategic Goal............................111

Examples Of Strategic Themes And Goals...............111

Strategic Goals....................................111

Consulting Instrument 3: SWOT Development And Refinement Instrument  114

Stage 1..........................................115

Strategic Goals....................................115

Consulting Instrument 4: Current Reality Influence Rating Instrument  118

Stage 1..........................................118

Stage 2..........................................118

Artificial Current Reality: Explanation..................122

Consensus Current Reality: Explanation.................122

Stage 3..........................................122

The Team’s Ips And Eps : Consensus Current Reality.......122

Consulting Instrument 5: Strategies Formulation Instrument..133

Stage 1..........................................133

Converting Strategic Actions To Strategies...............133

Consulting Instrument 6: Utilising The Kaplan / Norton Strategy Map Model.  137

Stage 1..........................................137

Stage 2..........................................137

Consulting Instrument 7: Utilising The Kaplan / Norton Scorecard Model  143

Stage 1..........................................143

Stage 2..........................................143

Consulting Instrument 8: Developing The Action Plan And Milestones  147

Conclusion.......................................147

CHAPTER SEVEN:Topnet Enterprise Private LTD OLF Strategy Formulation Wheel  149

Introduction......................................149

Example Of Topnet Enterprise To Aid In Concept Understanding  151

Topnet Strategic Focusing............................153

Topnet SWOT and Current Reality.....................154

Topnet Consensus Current Reality and Strategic Actions Formulation  162

Topnet Consensus Current Reality And Strategic Actions....164

Topnet Anticipated Results...........................166

Topnet Annual Results And Action Planning.............170

The Horizontal Dimension...........................172

The Upward Dimension.............................174

Dhu Framework Cause And Effect Relationship In The Upward Dimension  177

Building A Measurement System Using The OLF Dimensions Concept  179

Progress and Result Measures.........................181

Conclusion.......................................182

Bibliography......................................183

List of Tables

Table 1 The Botho Strategic Leadership Model Platforms.......22

Table 2 The Botho Strategic Leadership Model Platforms Explanation. 23 Table 3:  Using the Botho Strategic leadership 8 (eight) platforms  28

Table 4: OLF Consulting instruments 1-8...................80

Table 5: Base Line Data...............................93

Table 6: Steps and Consulting Instruments..................97

Table 7: Topnet Strategic Foundations.....................94

Table 8: Topnet Strategic Focus Areas and Strategic Goals......95

Table 9: Topnet Artificial Current Reality...................96

Table 10   Steps in the Development of IPs and EPs.............99

Table 11   Topnet Consensus Current Reality and Strategic Actions.100

Table 12   Topnet Strategies.............................104

Table 13   Topnet Results...............................106

Table 14   Topnet Part Action Plan.........................109

Table 15   Upward Dimension............................113

Table 16 DHU Framework and Cause and Effect vis a vis Upward Dimension  115

Table 17   Progress and Result Measures....................117

List of Figures

Figure 1 The Botho Advocated Model......................19

Figure 2 The Botho Advocated Model......................20

Figure 3 Botho Strategic Leadership Model..................21

Figure 4 OLF Strategy Formulation Wheel...................27

Figure 5 Moleka Interrelation Model (Between Low Economic Condition& High Survival Conversion)  58

Figure 6 Moleka Interrelation Model (Between High Economic Condition & Low Survival Conversion)  59

Figure 7 Moleka Interrelation Model Or Moleka’s Four Stages Of Linear Conversion  60

Figure 8 Moleka Model Of Multidimensional Conversion: The Fifth Stage  61

Figure 9: Moleka Interrelation Model (Between High Spiritual Conversation And High Economic Condition)  62

Figure 10: Strategy Formulation Wheel......................75

Figure 11: Strategy Matrix...............................86

List of Abbreviations Used

AFLIA Africa Library and Information Association

APP Annual Performance Plan

BNPC Botswana Productivity Centre

DHU Downward, Horizontal and Upward Model

EP External Perspective

FOTIM Foundation of Tertiary Institutions of the Northern Metropolis

IP Internal Perspective

KPI Key Performance Indicator

KRA Key Result Area

NGO Non-Governmental Organisation

OLF Organisational Life Focus Pty Ltd

PESTEL Political, Economic, Social, Technological, Environment and Legal

PM Progress Measures

RM Result Measures

SF Strategic Foundations

SWOT Strength, Weakness, Opportunity, Threat

CHAPTER ONE

Strategic Leadership: A Critical System of an Organisation, Community and Country.

Introduction.

trategic leadership is a critical system of any organisation, community and country. Richard Lynch argues that corporate strategy is concerned with an organisation’s basic direction for

the future. The focus is on its purpose, ambition, resources and how it interacts with the world in which it operates. He argues further that every aspect of the organisation plays a role in this strategy. These he names as its people, finance, production methods, customers and environment. (Lynch, 2000).

He argues that corporate strategy can be described as an organisation’s sense of purpose. (Lynch, 2000). It certainly includes a sense of organisational purpose. On close examination, however, of the organisation’s corporate strategy it goes beyond a sense of purpose. A sense of purpose could be interpreted to mean a sense of its mission.

The search for appropriate corporate strategy development and implementation systems and models that take into account the African context, is crucial. Many scholars underline the fact that leadership concepts, techniques and systems developed are often Euro and East- centric. Euro centric in this context means they originate from the West i.e., Europe and USA. East centric denotes origins are from the East i.e., Asia e.g. Japan, South Korea, Taiwan, Hong Kong, Malaysia and other countries in the eastern part of the globe.

Consequently, it is postulated that the leadership concepts, techniques and systems may not work as intended if transferred to

Africa as they are. This is especially if they are not used properly. This might mean that the ideas are not adapted to the local environment. The reason is that they were birthed in a different cultural, social and economic milieu or environment. It cannot just be adoption as usual. Adaptation of leadership concepts, techniques and systems has to be a large part of the solution building in Africa.

Cultural differences, too, if not understood, could be significant barriers to the implementation and success of a business venture. This is because; one can only see what their cultural lenses allow them to see. It is postulated that all managers and employees only see what their cultural filters allow them to see. Professor Lovemore Mbigi argues that the clay material of management is subjectivity. He argues that management by its very nature is emotional, social, spiritual, political and rational. He argues that any approach to the study of management should reflect this complexity and diversity (Mbigi, 2010).

If leaders understand practical corporate strategy development and implementation, it will greatly enhance production and productivity. It also creates continuity as well renewal of organisations in Africa. This is amidst shifting and changing internal and external i.e., local, regional and global environmental conditions. This enhances effectiveness and efficiency of public and private organisations. This includes political and governmental systems. Creativity and innovation is enhanced. Consequently, the rest of society benefits.

Strategic leadership influence can be described as the dominant and overriding spirit of the organisation. According to Peter F Drucker as quoted by Mbigi in his book The Spirit of African Leadership, strategic leadership is important because the spirit of the organisation is created from the top. If an organisation is great in its spirit, it is because the spirit of its top people is great. If it decays, it does so because the top rots. (Mbigi, 2010).

When the top echelons of an organisation or country decay and indeed get rotten, inefficiency and ineffectiveness sets in. This is consistent with a Chinese saying that a fish rots from the head downwards. Strategic leadership influence normally emanates from the top of the organisation. It

inevitably, has to permeate to every level of the organisation. This is crucial for effectiveness and efficiency to be delivered internally and externally. Corporate strategy is a critical leadership system of an organisation. Sound leadership in an organisation seasons the organisational initiatives because everything rises and falls on the metaphoric shoulders of leadership in an organisation and indeed in a country.

The strategic leadership of the organisation fundamentally influences the organisation. The influence is vis-a-vis an envisaged direction. The path to follow for the organisation is defined. This helps the organisation as it feels its way into the unknown future. The defined path to follow is usually contained in the strategic plan. The defined path to follow must be consistent with organisational persuasions, adopted beliefs as well as the picture that strategic leadership have about the tomorrow of the organisation as well as their perceptions of what their perceptions of the organisational dynamics and its surrounding environment.

The organisational mandate and operating environment act as the springboard of the strategic planning process. Strategic direction when decided guides all decisions and actions that take place in an organisation after the strategic direction and path is defined. Flexibility is normally built into the plan. When one strategically plans, they do not hold the future constant. Flexibility in the implementation process becomes paramount and necessary.

If the strategic leadership creative and innovative processes are active in Africa, they will create value and wealth for Africa. This would enable one to study Afrocentric strategic leadership models and principles, for instance, in an American, European or Japanese setting and vice versa. This process will produce synergy of experience and ideas which will enrich further the body of global strategic leadership models and principles. These can be used in the process of transformation of inputs into finished goods and services thus enhancing value addition which creates