In the realms of entrepreneurship, startups, and education, we often emphasise that leadership is the cornerstone of success. Whether steering a business, a community, or a nation, leadership determines not only the destination but the path to achieving it. Leaders, through their actions and inactions, shape the identity and trajectory of their organisations. It is well-documented across leadership theories that the right leaders- what we can refer to as the 'A team' - bring excellence, while the wrong leaders - the 'B team' - bring failure.
Today, as we look at the global stage, it is evident that our world is governed by a 'B team.' The symptoms are clear: rising costs of living, unresolved conflicts, and an alarming increase in the recurrence of crises, from wars to pandemics. These are not isolated challenges but indicators of systemic failures in leadership, which warrant a critical reexamination of what leadership should be in order to navigate this poly-crisis effectively.
An 'A team' refers to leaders who inspire us by embodying excellence, vision, and resilience. They are proactive, strategic, and deeply attuned to both immediate and long-term challenges. The 'A team' builds institutions that stand the test of time by fostering collaboration, innovation, and trust. They lead not by coercion but by being role models, aligning their teams with a shared vision of prosperity.
Conversely, the 'B team' consists of leaders who, while often capable and experienced, fail to rise to the demands of crises. They react rather than anticipate, often prioritising short-term gains over sustainable progress. Their leadership is characterised by indecision, a lack of foresight, and often a failure to galvanise the collective will needed to overcome complex global challenges.
Globally, we are witnessing the repercussions of 'B team' leadership. Take the United Nations Security Council, which, despite its mandate to maintain international peace and security, has repeatedly failed to mitigate conflicts and prevent humanitarian crises. Consider the leadership of figures such as US President Joseph Biden, UK Prime Minister Keir Starmer, Russian President Vladimir Putin and other leaders of regional powers. These leaders, despite their political clout, have been unable to prevent the escalation of wars, notably in Ukraine and the genocide in Palestine and the Levant committed by the Israeli Occupation Force and its allies, or address the ballooning cost of living caused by inflationary pressures and supply chain disruptions.
Instead of confronting these issues head-on, we often see bureaucratic gridlock, finger-pointing, and reactive measures. The rising cost of living, exacerbated by energy crises, conflicts, and inflation, has further widened inequality globally. As citizens across the world struggle to make ends meet, it becomes clear that 'B team' leadership is leaving the most vulnerable behind.
The 14th-century founder of sociology Ibn Khaldun argued that leadership is essential to the rise and fall of civilizations. In his theory of A’sabiyyah (social cohesion), he emphasised the importance of unity and visionary leadership in building a strong society. Ibn Khaldun’s insights resonate today: the failure of leadership to foster cohesion and social progress leads to societal decline.
For Khaldun, the legitimacy of leadership is grounded in its ability to mobilise people toward common goals. When leaders fail in this, societal fragmentation and stagnation ensue- precisely the situation we are witnessing today, as disunity and mistrust proliferate across the global stage.
As a global voice for reason and peace, we in the Sultanate of Oman have the opportunity to advocate avoiding the mistakes of the global 'B team' by adopting a more resilient, 'A team' global leadership model. This begins with encouraging the world to invest in leadership development across sectors - education, business, and government - that promotes strategic foresight, adaptability, and social cohesion. Oman has already laid the groundwork for this, with initiatives aimed at diversifying the economy and fostering innovation. However, more can be done to ensure that examplary leadership at all levels is prepared for the uncertainties of tomorrow.
By embedding leadership values rooted in collaboration and long-term vision, Oman can mitigate the potential long-term impacts of global crises. Prioritising policies that address socio-economic inequality, enhancing the resilience of critical infrastructure, and promoting regional stability are essential. This will not only protect Oman from external shocks but also position it as a leader in the Gulf and beyond.
In conclusion, the failures of the global 'B team' are stark, and they serve as a cautionary tale. The time for complacency is over. We must advocate for the rise of the 'A team' - leaders who will navigate the complexities of the modern world with vision, competence, and a deep sense of responsibility to future generations. The consequences of failing to do so will be borne not only by those in power but by communities across the globe. Oman, with its unique position, has the chance to lead by example.
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