The role of an NGO leader involves much more than just ensuring that their organisations comply with all laws, policies and expectations. NGOs, for the most part, have been set up to have a positive impact on society, and so I believe that when necessary leaders should be "rebels" who can take on "the system" and be agents of change for good.

Some years ago, while working as a lecturer at the Wits School of Education, a student of mine asked me why it was that so many school rebels seemed to have good leadership qualities.

I asked her to explain. She said that in her experience, the learners selected to be prefects were not always good leaders. They were the students who were able to maintain the status quo and enforce the rules. On the other hand, the rebels, who were always in trouble, were far more dangerous in that they had a way of getting the others to revolt. Many, she said, were concerned with unfairness, liberation, and wanting to change the system for the better. They were the individuals who were truly counter-hegemonic. Of course, her answer upset many of her peers who asserted that in their experience prefects were good leaders.

However, the distinction she made stayed with me and so when I became the managing director of Themba Interactive (formerly the Themba HIV and AIDS Organisation), I was conscious of the fact that I wanted to be a leader and not just a "prefect". As I see it, the role of an NGO leader involves much more than just ensuring that their organisations comply with all laws, policies and expectations. NGOs, for the most part, have been set up to have a positive impact on society, and so I believe that when necessary leaders should be "rebels" who can take on "the system" and be agents of change for good. For me the following mnemonic sums up what I think might be some of the key aspirations of a CEO who L.E.A.D.S:

L: A leader is someone who is willing to listen to others and her inner wisdom. She is willing to learn, grow, change, reflect, observe, teach, and let her intuition guide her. She leads by example, lets others be involved in collaborative decision-making, and learns how to calm the mind and body so as to stay productive and healthy. A leader knows when to be quiet and when to speak.

"Authentic listening is about being generous - listening with a giving attitude that seeks to bring forth the contributions in someone, versus listening with limiting assessments, opinions and judgements" (Kevin Cashman).

E: A leader is someone who is ethically aware and who ensures that ethical policies and practices are pursued. She is concerned with enabling her staff to make complex ethical judgements and to take responsibility for decisions they make. Her concern with the well-being of others results in her prioritising human relationships characterised by trust and respect. She empowers herself and her staff, enables people to know and do their jobs, and encourages them to learn and grow. She is willing and able to express her true feelings and ideas in appropriate and empowering ways. When someone does something she does not like she can tell the person how she feels about the situation. However, she is normally able to maintain self-control in tense, angry conversations because she does not respond in automatic and often unconscious ways. She embraces life and life-s paradoxes.

"Words are sacred. They deserve respect. If you get the right ones, in the right order, you can nudge the world a little" (Tom Stoppard).

A: A leader is able to put ideas into action. She accepts and appreciates that people are diverse, that agreement is not always possible and that she cannot control people. She acts as an adviser to her managers, and is willing to admit to she does not know everything. She aligns her actions with her values and vision, so that there is no conflict between her behaviour and values. Because she stays true to who she is, and to what she values, she is able to say no to things that do not appeal to her. For her, choice comes from good judgement. She affirms others and is an agent of change. She is assertive and recognises that others have the right to be assertive. She does not become defensive in response to others, but stops, breathes and takes the time to think things through. She pursues the attitude of a winner.

"An authentically empowered person is one who is so strong, so empowered, that the idea of using force against another is not part of his or her consciousness" (Gary Zukav).

"To act decisively, and to take responsibility for one-s actions, while knowing and acknowledging that one may be proved wrong through no 'fault- of one-s own, and that there is no final way of knowing, is the mark of the great leader, the leader who shows 'greatness of spirit-" (Allan Kaplan).

D: A leader is concerned with her own development, the development and well-being of her staff and the development of an organisational ethos that. She is disciplined in her thoughts and behaviours, delivers on her commitments, and is able to deal directly with her issues. However, she is able to delegate and to trust that her managers can do their jobs properly. Of course, she is willing to help the managers to do their jobs well. She is able to dream and envision different ways of doing things or different things to do. She does not dwell on the trivial and is able to depart when the time is right.

"Unless you try to do something beyond what you have mastered, you will never grow" (CR Lawton).

S: A leader asks smart questions and is solutions-focussed. She is able to work synergistically and to sow seeds of greatness. She shares her talents and gifts, and surrounds herself with people, including other CEOs, who encourage and challenge her. When successful she shares the credit with her staff. She sustains her efforts and supports her staff in ways which do not invade their private lives. She sets goals that are reachable. These are goals that she really wants. They get her juices flowing and keep her inspired. She brings soul to work, and surrenders to the flow of things. She is sensitive to diversity issues and is able to strategise. She has an understanding of the secrets of success and supports others in developing their leadership skills.

"Do not seek to follow in the footsteps of the wise. Seek what they sought" (Basho).

Leadership in the NGO sector is no easy task. What is clear from the list of aspirations is that without support from our boards and each other, we will feel overwhelmed and inadequate. We may even resort to being "prefects" who serve the system instead of challenging it to make it better. It is good, therefore, for leaders (who may be managers or directors) to be part of social networks with other leaders so that they can support, inspire and advise each other.

*Eric Richardson is the Managing Director of Themba Interactive