LEADERSHIP CHALLENGES FOR A NEW MILLENNIUM · PDF filethat youth will look outside Trinidad and Tobago for their leaders if the country does not supply its ownCpinpoint the challenges

LEADERSHIP CHALLENGES FOR A NEW MILLENNIUM PERSPECTIVES FROM TRINIDAD AND TOBAGO

Jennifer Holder Dolly April 10, 1998

Policy Papers on the Americas

Leadership Challenges for a New Millennium

Perspectives from Trinidad and Tobago

Jennifer Holder Dolly

Policy Papers on the Americas

Volume IX Study 4

April 10, 1998

CSIS Americas Program

The Center for Strategic and International Studies (CSIS)The Center for Strategic and International Studies (CSIS)The Center for Strategic and International Studies (CSIS)The Center for Strategic and International Studies (CSIS), founded in 1962, is an independent, tax-exempt,

public policy research institution based in Washington, D.C.

The mission of CSIS is to advance the understanding of emerging world issues in the areas of international

economics, politics, security, and business. It does so by providing a strategic perspective to decision

makers that is integrative in nature, international in scope, anticipatory in timing, and bipartisan in

approach. The Center=s commitment is to serve the common interests and values of the United States and

other countries around the world that support representative government and the rule of law.

CSIS, as a public policy research institution, does not take specific policy positions. Accordingly, all

views, positions, and conclusions expressed in this report should be understood to be solely those of the

authors.

8 1998 by the Center for Strategic and International Studies.

This study was prepared under the aegis of the CSIS Policy Papers on the Hemisphere series. Comments

are welcome and should be directed to:

Joyce Hoebing

CSIS Americas Program

1800 K Street, NW

Washington, D.C. 20006

Phone: (202) 775-3299

Fax: (202) 466-4739

E-mail: [email protected]

Contents

Preface i

Introduction 1

Preliminary Analysis and Challenges 1

Major Findings 4

Sports 4

Culture 6

Politics 7

Business 9

Spirituality 11

Other 12

Skills and Qualities of Leaders 13

Methodology 14

Characteristics of the Sample 15

Conclusion 16

About the Author 16

i

Preface

Leadership Challenges for a New Millennium is part of a series of reports prepared by members of the

Caribbean Leadership Group (CLG). The CLG, created by the CSIS Americas Program in 1996, forms a

network of young, emerging leaders from throughout the Caribbean who discuss both the challenges facing

the region and fresh strategies for addressing those challenges. Other issues addressed by CLG members in

1997 and early 1998 include the role of local leaders in policymaking, the possibility of forming a national

youth development program in the Bahamas, the benefits and difficulties of linking Haiti with Caricom,

and the role of biodiversity in the Caribbean.

The issue of leadership is now more important than ever in the Caribbean. The region faces

challenges arising out of a new environment that includes a movement away from preferential trade

arrangements toward market-driven economies; strains on governments from the increasing use of the

Caribbean as a drug transshipment point by South American source countries; and pressures emanating

from the need to balance environmental considerations with strategies promoting economic growth. Strong

and visionary leaders are needed in the region; Jennifer Holder Dolly has attempted to identify the

qualities those leaders should possess.

Leadership Challenges for a New Millennium focuses essentially on the basics of leadership:

based on a survey of Trinidad and Tobago=s school-aged youth, Holder Dolly identifies what youth are

looking for in their leaders. The resultsCwhich indicate that leadership qualities are largely situational and

that youth will look outside Trinidad and Tobago for their leaders if the country does not supply its

ownCpinpoint the challenges that Trinidad and Tobago, and the rest of the Caribbean, face.

This valuable insight into the expectations of youth in Trinidad and Tobago makes clear the

challenges that current leaders in the Caribbean face. It is our hope that this assessment will prompt a

dialogue of the role of leadership in shaping the Caribbean and U.S.-Caribbean relations into the next

century.

Joyce Hoebing

Assistant Director

Americas Program

1

Introduction

The Caribbean countries, notwithstanding their various economic fortunes, all face the complex demands

of the social sector. Within this sector lie both the greatest potential for development and the most visible

indices of underdevelopment. The overt focus of this sector is people. The social sector, therefore,

concerns itself with people=s well-being and the distribution of resources to facilitate that well-being.

Success in this sector has been difficult to enumerate, in large part, perhaps, because of the complexity of

its primary systemCthe human being. Nevertheless, the social sector has the potential to damn the

soundest economic planning. Mobilizing the prime resource of this sector, people, is one of the most

challenging of the tasks that leaders in the Caribbean face.

In order to gain some understanding of this task, it is important for leaders to understand the

individuals to be mobilized. One dimension of this understanding is the appreciation of the people=s expectations of their leaders. This study seeks to arrive at some of this understanding through examining

the perceptions of young people in Trinidad and Tobago about leaders and the impact those leaders have

had on the young people=s behavior. Young people were chosen because they represent those who will

ultimately determine the course of Caribbean history.

This study focused on the perceptions of young people in Trinidad and Tobago with respect to

those whom they identified as their leaders. In an attempt to look at the impact of both community and

national leaders, the study explored several spheres of leadership; namely, sports, culture, politics,

business, and spirituality. By defining spheres of leadership, two main issues were intended to be explored:

(1) the situational nature of leadership, and (2) the validity of personal attributes and skills in determining

potential leaders. The resulting data were intended to identify and illustrate the challenges that face leaders

in Trinidad and Tobago as we approach the new millennium.

This paper begins with an analysis of the future of leadership in Trinidad and TobagoCwho the

leaders will be and what will distinguish their leadershipCfollowed by a summary of the findings and

review of the methodology.

Preliminary Analysis and Challenges

The challenge of Caribbean leadership is essentially to answer two questions: AWho shall lead?@ and

AWhat shall distinguish their leadership?@ The data from the study give us some clues from the perspective

of the next generation of Caribbean leaders and followers.

Who Shall Lead?

The data show that the admired or desired qualities and skills of leaders are situational. That is to say,

expectations shift based on the identified sphere of activity. This is

2 Leadership Challenges for a New Millennium: Perspectives from Trinidad and Tobago

supported by the literature on leadership, particularly in management where a clear link is seen between

the role of leadership in influencing behavior and levels of productivity.1

In respect of the business leaders, for example, the young people clearly believed that skill and

hard work were the factors critical for success. For the political leaders, however, there was a much greater

emphasis on personal attributesChonesty and responsibilityCas indicators of success. Similarly, a mix of

skills and personal attributes seemed important for the leaders in sports, particularly with respect to people

skills. For spiritual leaders, the personal qualities identified related to the religious expectations of

behavior and the ability to respond to the needs of the individual in a caring, confidential fashion. For the

cultural leader, on the other hand, the qualities of creativity and responsibility were the most admired, even

though there was an expectation that the individual will be hardworking.

Notwithstanding these differences, some qualities were consistent across spheres of leadership,

namely, being responsible and hardworking and having the ability to motivate others. Those who will lead

in Trinidad and Tobago, then, based on the perceptions and expectations of young Trinbagonians, will

have a mix of personal attributes and skills that will be primarily situationally determined. They will,

however, have some common qualities and skills.

The challenge, it seems, is to consider the appropriate combination of skills, qualities, and

attributes that are likely to be effective in different spheres of leadership. Those that are admired by the

young people are clearly articulated.

Because a critical part of leadership is to influence others, Caribbean leaders must understand and

heed the call of their constituencies for particular skills and behavior. The quality of honesty, for example,

needs to be looked at closely, particularly in the light of the Aturn-off@ toward politics that some young

people feel, even where they have identified a leader as representative of their choice. If political leaders

have influenced some young people to think about politics as a career choice and these young people go

into politics with the combination of skills and attributes which they now admire or desire in their leaders,

the image of politics is likely to change for the better.

Of the top 10 leaders whom the young people chose as the leader they most admired, three were

local (two political figuresCthe prime minister and the leader of the oppositionCand one athlete, Ato

Bolden). The other seven leaders identified were international, including the president of the United States.

At least six of the leaders (Fidel Castro, Princess Diana, Martin Luther King, Malcolm X, Mother Theresa,

and Mahatma Ghandi) can be described as charismatic leaders, that is to say, they have the capacity to

motivate people to behave outside of their comfort zone. The influence for

1 Richard L. Daft, Management, 3rd ed. (Chicago: Dryden Press, 1994), and Judith R. Gordon, A

Diagnostic Approach to Organizational Behavior, 4th ed. (Boston: Allyn & Bacon, 1993).

Jennifer Holder Dolly 3

this comes primarily through the ability to raise people=s level of consciousness on an articulated vision.2

On an even more poignant note, five of these leaders are deceased (King, Ghandi, Malcolm X,

Princess Diana, and Mother Theresa). Moreover, while the last two died within the year preceding the

survey, so that the memory of their work and perspectives was quite fresh, the other three leaders have left

a legacy of as many as 30 years of their work.

Three main issues flow from this data.

• Young people are definitive about the qualities and skills that they want in their leaders. The

identification of both current and past leaders indicates that the young people have a sense of

understanding about what they admire based on their own experiences of the person, as well

as on what is written posthumously about the person.

• There appears to have been a void and some yearning for an admirable type of leadership for

many years. While some of this void seems to have been filled by Mother Theresa and

Princess Diana, it is heartening to see local leaders emerge.

• There are considerable external influences on the behaviors, attitudes, and aspirations of

young Trinbagonians.

Leadership in Trinidad and Tobago will need to give attention to the harnessing of young leaders

to facilitate a balanced outlook, that is, between external and internal influences that will ensure that the

developmental needs of the country are facilitated in accordance with local imperatives.

What Shall Distinguish their Leadership?

Leadership has the potential to distinguish itself by the dynamic engagement of two main forces: (1) the

attributes and skills that the leaders brings to the situation, and (2) the resources that are available to the

leader. The ability to mobilize these resources in pursuit of goals is the distinguishing mark of a leader.

It is clear that young people are open to the influences of their leaders. To the extent that leaders,

both current and potential, behave in ways deemed admirable to these young people, the young people will

be motivated to work hard and to achieve. They will be likely to consider education important, to be

disciplined, to be more tolerant and accepting of differences, and to have a positive outlook.

2 Gordon, 1993.

In addition, the identification of a range of leaders whom they admire, both locally and

internationally, and their associated spheres of activity, suggest a discerning and educated youth

population. There is also considerable consistency between the range of areas in which the young people

would choose to contribute as leaders and the range of areas from which their leaders were chosen.

Further, there is clearly the desire to contribute to the development of the country in a range of areas. The


young people=s aspirations and the qualities and skills they believe their leaders should have make it clear

that these young people are likely to be more assertive and more demanding that their leaders take the time

to listen to them. Additionally, they expect their leaders to be concerned about the national good and to be

goal-oriented and honest. The challenge for leaders in Trinidad and Tobago is clear.

Leadership in this context will distinguish itself by its ability to harness the wealth of this human

resource in the direction of the development of the country. The extent to which leaders will be successful

in this task bears direct relation to the perceptions of young peopleCthe next generation of Caribbean

thinkers, movers, and shakersCthat their leaders are acting responsibly and with integrity.

Major Findings

In the findings that follow, the top 10 responses have been identified, unless specifically indicated

otherwise. Where the data outside this number were particularly interesting or gave a fuller picture of the

situation, they have been recorded and identified.

Sports Leaders Respondents identified both international and local sport personalities as

their sporting heroes. Among the most popular were:

Michael Jordan NBA basketball superstar (United

States)

Brian Lara Captain, West Indies Cricket Team

(Trinidad and Tobago)

Ato Bolden Athlete; double Bronze winner 1996

Olympics; 100 meter World

Champion, 1997 (Trinidad and

Tobago)

Martina Hingis Tennis star (United States)

Shivnarine Chanderpaul Member, West Indies Cricket Team

(Guyana)

In addition, 29 young people chose Ato Bolden as their Aother@ leader.

The qualities and skills most admired by the respondents suggested

that they expected their sports leaders to have not only mastery of the

sport, but also to exhibit the personal attributes that would sustain their

level of skill. The most popular responses included the leader=s understanding, persistence, perseverance, patience, enthusiasm, ability to


work hard, skill in the sport, responsibility, ability to motivate others, and

discipline.

Influence on attitude In respect of the effect that the leader chosen by a respondent had on that

respondent=s attitude, the most significant influence was to increase the

young person=s level of confidence. Respondents believed in the main that

their attitudes were influenced in ways that increased their persistence,

determination, respect for authority, and discipline, and improved their

outlook on life. The leaders also helped them to appreciate the importance

of goal-setting as a continuous process.

Many respondents noted that they had a greater appreciation for the

importance of sports. They also became more focused on sports, which

perhaps explains why the overwhelming majority chose sports as the area

in which they would like to lead.

Though not in the top 10 responses, some responses included the

young people=s learning to control anger, to be courageous, humble, and

flexible, and to be role models.

Influence on behavior In respect of the influence that a leader had on a respondent=s behavior,

the most popular influences were that the respondent became more self-

confident, persistent, disciplined, positive, focused, and better organized.

Some of the young people believed that they had become more assertive.

They also believed their self esteem had increased and that they could Abe

themselves.@ Two specific behaviors identified were increases in

punctuality and observational skills.

Influence on aspirations By far the most popular response to this question was that their leaders

influenced the young people to be persistent. The majority of aspirations

related to striving to be their best and the behaviors associated with

achievement, such as staying focused, setting high standards, never giving

up, and being goal-directed.

Culture Leaders The majority of leaders identified in this sphere were local artists,

including calypsonians, singers, dancers, media personalities, musicians,

and mas designers (designers of Carnival costumes used to portray a

particular theme). In a few instances community leaders were identified,

and a few international artists were identified. Leaders from both major


ethnic groupsCAfrican and East IndianCwere identified.

In this sphere as well, respondents were not only impressed by their

chosen leaders= skill, creativity, and accomplishment in the performance

of their art form but also in the responsibility, consistency, patience,

honesty, and understanding that they displayed. In addition, their chosen

leaders= ability for hard work and organizational skills were admired. An

interesting feature of the responses to this question was the range of

responses that indicated the respondents= concern with issues such as their

leaders= ability to mix cultures, to enlighten, to Apromote the culture,@ to

be non-judgmental, impartial, knowledgeable of their history, and to

express the experiences of their ethnic group. These responses also

suggest a broader interpretation of the term Aculture@ than the chosen

symbols of the culture.

Influence on attitude The predominant impact of their cultural leaders was to help the young

people develop a more positive outlook on life, to be more confident and

conscious of their heritage, and to appreciate and cherish their own

cultures. They also were influenced to be more tolerant and respectful of

others; for example, they believed they were less aggressive and more

open-minded, and better respected the views and cultures of others. As

could be predicted, the cultural leaders influenced them to be more

creative.

Influence on behavior The respondents identified the following influences on their behavior:

they now acted in a more disciplined fashion and worked harder, and

were more polite, respectful, and accepting of others. The cultural leaders

also influenced them to more actively pursue their education. They

reported that they were more peaceful, respected themselves more, and

had become more self-confident and courageous.

Less popularly held but interesting influences included the young

people=s perception that they were acting out of unity, that they could

now appreciate culture and were actively seeking out and becoming more

educated about their own and other cultures.

Influence on aspirations The leaders influenced the young people to believe that Athe world is their

stepping stone.@ They popularly aspired to reach the sky and be

successful. AGoing forward@ and being hardworking and determined were

seen as necessary behaviors to achieve these goals. In addition, they

aspired to promote Athe culture@ and the country and to respect different

cultures.


Politics Leaders The young people identified a range of political leaders, both national and

international, including:

Basdeo Panday Prime Minister, Trinidad and Tobago

Bill Clinton President, United States

Fidel Castro President, Cuba

Eugenia Charles Former prime minister of Dominica

Arthur N. R. Robinson President, Trinidad and Tobago

Martin Luther King former civil rights leader, United

States

Nelson Mandela President, South Africa

Brian Kuei Tung Minister of Finance, Trinidad and

Tobago

Patrick Manning Leader of the Opposition, Trinidad and

Tobago

Tony Blair Prime Minister, United Kingdom

Of the skills and qualities that the young people seemed to admire most in

their chosen leaders, the attribute of honesty was overwhelmingly the first

choice, followed by responsibility. Other qualities and skills most admired

included patience, effective communication skills, self-confidence, being

helpful to and respecting others, a keen sense of timing, determination,

and personality. Though not popularly held views, some interesting

responses were the perception of some leaders as promoting Apeace

among nations@ and having a Apositive attitude on race issues.@

Influence on attitude The leaders chosen in this sphere influenced the young people to affirm

that education was important. They also thought that discipline was

important and that a love for country and the citizens of the country was

desirable. They were also influenced to be more disciplined, independent,

positive, responsible, hardworking, and brave. The leaders reportedly

encouraged the respondents to be more race conscious and to be less

racist and therefore to seek racial equality.

Influence on behavior The most popular response was that the young people had become more

politically conscious. They believed they were working hard at schoolCa


behavior corresponding to the positive attitude toward education earlier

mentioned. In addition, respondents claimed to be bolder and more

productive, assertive, expressive, and outspoken. They tended also to be

Astrong minded@ and to aim for success.

Other responses of note were that they desired to behave in an

unselfish fashion, to be independent, to be more in control of their

actions, and to be willing to admit their mistakes. Corresponding to the

dislike of politicians, some respondents claimed to have been influenced

to avoid politics.

Influence on aspirations Many young people aspired to be in politics. They also aspired to inspire

others, to make changes in their society, and to be good role models. On a

personal level, they aspired to set and achieve their goals, to be self-

motivated, optimistic, serious, and unbiased. Though less widely

expressed, some interesting aspirations were to be fearless, truthful, and

wise.


Consistent with the finding that there was some dislike for politicians,

some young people aspired to avoid politics. The converse was true for

others for whom the influence was positive.

Business Leaders The eight most popular choices for business leaders were local

businessmen, with the exception of Bill Gates. They included:

Robert Amar Owner/Manager, Amar Industries

Krishna Ramlogan Chief Executive Officer, Tourism and

Industrial Development Company of

Trinidad & Tobago (TIDCO)

Wilbur Balgobin Owner/Manager, Willies Ice Cream

Bhoendradatt Tewarie Executive Director, Institute of

Business, UWI; former member of

government

Emile Elias Owner/Contractor; President,

Contractors and Builders Association;

President, Family Planning

Association

Bill Gates CEO/founder, Microsoft (United

States)

Lawrence Duprey Chairman of the Board, CL Financial;

Chairman of Board, BWI; Board

member of several local and Caribbean

companies

Naim Sabga Store owner

Individuals chosen as leaders in business included successful community

as well as national businessmen and women. Interestingly, one minister of

government, Brian Kuei Tung, was seen as a leader in business. Two

other interesting choices were an individual who is currently incarcerated

on drug charges (20 responses) and a South American associated with the

drug trade (three responses).

Among the most popular skills and attributes that resonated with

young people were that the individuals were hardworking, responsible,

good investors, and shrewd business people and possessed good

organizational, managerial, and entrepreneurial/business skills. Their


leaders were also positive, Arespectable,@ and influential. In this sphere of

leadership, the skills of the leaders seemed more important than their

attributes.

Influence on attitude The young people were principally influenced to have a more positive

outlook and to believe that Aeverything is possible.@ They were motivated

to be more responsible, to work harder, to seek education, to persevere

and to Astruggle,@ and to aim high and take risks in the pursuit of their

own potential.

For some young people, a significant influence was that they became

more conscious of their actions. They expressed a consciousness of

stability, the importance of family life, promoting positive values, and

good people skills, such as being a good listener and Aappreciating the

cobbler@ (interpreted to mean appreciating the value of every person or

the person whose functions are often overlooked).

Influence on behavior Again the most popular response was that the respondents behaved more

confidently. The next most popular influences on the behavior of young

people included their becoming more hardworking, optimistic, self-

reliant, ambitious, brave, and thrifty. They also believed that it was

important to promote positive values.

Several perspectives also underscored the development of mental

toughness, for example, learning to ignore the negatives and focus on

goal achievement, being optimistic, developing self-control, and choosing

better friends. Two other interesting responses were that the individuals

learned to accept people in low-income brackets and believed that it was

their responsibility to act as role models.

Influence on aspirations Overwhelmingly, the chosen leaders influenced the aspirations of the

respondents in the direction of aiming for success and being determined.

In this quest, they aspired to set and achieve high goals, persevere, and be

persistent yet cautious. One noted aspiration was the determination to

become well educated. They wanted to believe that they could do

anything and desired to improve their self-confidence. Specifically, they

aspired to develop managerial skills and to gain political power.

Interestingly, some of the responses focused on the value of honesty as

being an important aspiration to fulfill.

Spirituality


Leaders The largest percentage of leaders identified in this sphere included the

archbishop of Port of Spain and community priests, pastors, imams, and

pundits. Some international figures included Mother Theresa, Mahatma

Ghandi, and Pope John Paul II.

Many of the responses to the question Awhat do you admire most

about your chosen leader@ indicated that the young persons were

primarily concerned with the attributes of their spiritual leaders. They

admired their leaders= religious persona, their ability to motivate others

and specifically to influence youth Apositively,@ their discipline,

understanding, patience, and generosity. Also important to young people

was the ability of leaders in this sphere to be confidential, to Acalm

stressful situations,@ and to have good counseling skills.

Influence on attitudes Being open was the most widely held perception of how their spiritual

leaders influenced the young people. A significant response, though much

less widely held, was the idea that the self should be cherished and that

self-examination was critical. Respondents also noted that their leaders

helped them to be more Aphilosophical about life@ and to have greater

respect for it, to be more tolerant and accepting of others, to be forgiving,

to Abuild spiritual esteem,@ and to respect all religious or spiritual leaders.

Influence on behavior Working hard was the most widely reported influence that spiritual

leaders had on the young people=s behavior. Being more disciplined,

positive, and better guided were the next most often-mentioned

influences. More predictable responses included they were being Abetter

persons,@ calmer, more accepting of others, more optimistic, less

judgmental, and more respectful.

Less widely held influences were reported specifically in respect of

spiritual behavior; the young people believed that they behaved more

obediently and were more Areligious,@ prayerful, and Aopen to God.@

Influence on aspirations Through the influence of their chosen leaders the young people aspired in

the main to improve some aspect of their personal lives. For example,

they wanted to become more understanding, positive, and acceptable;

they wanted to improve their skills and be strong minded, humble, and

kind, and to demonstrate respect. They also aspired to have love for God

and to seek strength through God.


Other Leaders Given the opportunity to identify leaders in spheres other than those

identified for them, many of the young people chose parents, godparents,

and local leaders, as well as one notable sportsman (Ato Bolden), as

leaders. Though two additional spheres of leadership were

identifiedCeducation and socialCrespondents by and large did not specify

a sphere when identifying their leaders.

The most popularly held perceptions of skills and qualities associated

with these leaders were enthusiasm, ability to motivate others,

understanding, and competence. Several of the young people admired the

fact that their leaders were disciplinarians and were authoritative, which is

perhaps indicative of the need for structure in the developmental period of

adolescence. They also lauded their leaders= perseverance, ability to be

hardworking, intelligence, good morals, sincerity, and Aunbiased@ attitude.

Influence on attitude In this category as well, the most widely held responses reflected the idea

of being positive and believing that all things are possible. Indeed, there

was a distinct recognition of the need to work harder, to be more

meticulous, to use more self-control, to be better organized and

disciplined, to respect authority, and to be more independent.

Influence on behavior The influences on behavior included being more responsible, positive,

determined, tolerant, self-reliant, and disciplined. The respondents also

believed they behaved more independently and were more assertive and

Asettled.@ They believed that they were following better examples.

Influence on aspirations Among the most popular responses were that they aspired to be self-

motivated, think always in terms of success, to believe that anything can

be achieved and that one should not give up, and to believe that they are

in charge of their future and can therefore take control by goal-setting and

planning.

Skills and Qualities of Leaders

Respondents were asked to identify the skills and qualities that they believed a leader should have; the

skills and qualities that they believed their peers should have; and the qualities they believed they had as


leaders. The top 15 most popular choices are detailed below.

Skills and Qualities of Leaders in

General

Skills and Qualities of Peers

as Leaders

Skills and Qualities of Self as

Leader

responsible responsible dedicated

self-confident able to motivate good role model

able to motivate others caring caring

good communication skills positive attitudes responsible

understanding trustworthy reliable

patient religious hardworking

devoted persistent creative

accepting respect for others understanding

successful self-confident honest

independent encouraging able to work with people

honest generous courageous

genuine unbiased optimistic

self-respecting endurance motivating

integrity ambitious trustworthy

unbiased self-control strong personal ethics

Asked to choose one leader whose leadership they admired, the top 10 leaders identified were:

Bill Clinton President, United States

Ato Bolden Athlete; double Bronze winner 1996 Olympics; 100 meter World

Champion, 1997, Trinidad and Tobago

Basdeo Panday Prime Minister, Trinidad and Tobago

Fidel Castro President, Cuba

Princess Diana Royal Princess, Great Britain

Martin Luther King Civil rights leader, United States

Malcolm X Civil rights activist, United States

Patrick Manning Leader of the Opposition, Trinidad and Tobago

Mother Theresa Roman Catholic Nun, champion of the poor, India

Mahatma Ghandi Civil rights leaders and crusader for peace, India/Africa

Asked to identify the areas in which they wanted to be leaders, the respondents identified the following top

ten areas:

Sports

Business


Education

Religion

Politics

Academics

Computer science

Social activities

Sciences

Nursing

Methodology

A random sample of 550 questionnaires was administered to young people between the ages of 14 and 18

who attend school. To ensure the widest possible cross section of views, 11 schools were selected

throughout Trinidad and Tobago: three in the north, one in the east, three in the south, two in central, and

two in Tobago. Fifty questionnaires were distributed in each school; 401 questionnaires were returned. The

non-responses came primarily from male schools, which accounts for the skew in the population under

examination in favor of the females.

The schools chosen represented a cross section of traditional and established seven-year schools

(familiarly known as prestige schools) and relatively newer five-year and seven-year schools (composite

and senior comprehensive schools). The school population was chosen because of its relatively easy

accessibility.

Care was taken to ensure that the sample represented, as far as possible, a cross-section of young

people, capturing different ages, ethnicities, and school environments. Questionnaires were distributed to

students from different levels of the education system and who came from different communities. The

sample ultimately reflected the richness of the diversity that had been hoped for. The findings, therefore,

are potentially quite representative of those of young people in Trinidad and Tobago as a whole.

Participants were asked to identify persons whom they believed to be leaders in pre-determined

spheresCsports, culture, politics, business, and spirituality. The question format was primarily open-ended

in an attempt to ensure that the unbiased views of the respondents were derived.

Respondents were asked to identify the attributes and skills that these leaders possessed and the

ways in which these affected their attitudes, behavior, and aspirations. Participants were asked to identify

one person in the world whose leadership they admired. Finally, the young people were asked to look at

the leadership potential of their peers as well as their own potential for leadership, and to identify the skills

and qualities that their peers and themselves possess. These indices were then used to examine the

similarities, differences, and degree of consistency in responses.

Characteristics of the Sample


Of the 401 respondents, 37.9 percent were male and 62.1 percent female. Regarding ethnicity, 34.5 percent

were African, 23.4 percent East Indian, 19.7 percent identified themselves as mixed, and 22.4 percent did

not identify ethnicity or race.

Practically all the major religions and religious denominations and groups were identified. The

largest group was Roman Catholics (21.9 percent), followed by Hindus (16.7 percent), Anglicans (16.5

percent), Pentecostals (9.7 percent), and Muslims (5.5 percent); 21.7 percent were Aother@ (mainly

Christian religions), and 8 percent were undeclared.

Fifty-four percent of respondents were members of other groups or clubs. Group types ranged

from sports groups and youth clubs to arts and crafts groups, cultural groups, and business clubs. This

indicates not only a wide range of interest areas but, perhaps more significantly, a range of different

settings and situations in which to experience the dynamic of leadership on the functioning of the group.

Respondents believed that involvement with a group offered them many opportunities for self

development. Some of these opportunities included learning new skills, enhancing social skills (for

example, in improving their ability to participate with others), sharing with others, and self expression

(most notably in communication skills). Enhancing self esteem seemed to be a significant gain for some

respondents. In other instances, the group was seen as a mechanism to develop their social consciences

through engaging in work with disadvantaged members of the society. Not surprisingly for this age group,

meeting new people, their peers, was a significant benefit of group membership.

Conclusion

If Caribbean leaders do not heed the call from within, the population will likely look to the outside for

leaders. Already, leaders from all over the world find favor with the young people of Trinidad and Tobago.

Also, the easy facility brought on by the information revolution make access to the world stage a way of

life for this generation. This will be the medium of their existence in the next millennium.

Leaders in Trinidad and Tobago will continue to emerge. The young people are already discerning

of the leadership potential of their peers and of themselves, and there is apparently not enough cynicism

about leaders for the young to be disenchanted with leadership. There is also a sense that becoming a

leader is a desirable thing for many of the young persons who responded to the questionnaire.

About the Author

Jennifer Holder Dolly is a lecturer in the Social Work Programme at the University of the West Indies, St.

Augustine, and a member of the CSIS Caribbean Leadership Group. A social sector planner and policy

analyst with the government of Trinidad and Tobago for many years, she has deepened her focus on the

people sector by working more closely with women, young people, and communities. In support of her

vision of national change and development through people empowerment, she has facilitated a range of

workshops in communities throughout Trinidad and Tobago. She has also developed and conducted many

training programs for young leaders. Holder Dolly is a consultant on social sector planning and


programming and on employee assistance program development. She also provides consultancy services,

including program evaluation, to several NGOs, more particularly to those which meet the needs of women

and children. She is a cofounder of

Franklyn Dolly and Associates, a behavior change and management consultancy firm. Holder Dolly is a

graduate of the Columbia University School of Social Work, New York and the University of the West

Indies, Mona.

LEADERSHIP CHALLENGES FOR A NEW MILLENNIUM · PDF filethat youth will look outside Trinidad and Tobago for their leaders if the country does not supply its ownCpinpoint the challenges

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