By Simone Augustus, Corporate Communications Officer

In its ongoing commitment to food sustainability and environmental stewardship, the University of the Southern Caribbean (USC) has extended its initiatives beyond the confines of the USC Farm. On Friday, February 2, 2024, a notable tree-planting exercise spearheaded by Dr. Colwick Wilson, showcased USC’s dedication to fostering a sustainable campus ecosystem while enhancing the student experience.

The event marked the establishment of fruit trees in various locations around the Main Campus, symbolizing a tangible step towards integrating nature into daily campus life. With the vision that these trees will mature and bear fruits over time, USC students can look forward to the delightful prospect of picking and enjoying fresh fruits as part of their everyday campus experience.

Dr. Wilson emphasized the dual purpose of the tree-planting exercise: promoting food sustainability and contributing to campus beautification. By strategically planting fruit trees across the Main Campus, USC not only aims to provide nutritious and locally sourced produce but also enhances the aesthetic appeal of the university grounds, aligning with USC’s overarching strategic plan looking ahead to its centennial in 2027.

This tree-planting exercise underscores USC’s commitment to cultivating a culture of environmental consciousness and stewardship among its student body. By integrating food production into the campus landscape, USC fosters a deeper connection between students and their environment, promoting a sense of ownership and responsibility towards sustainable living practices.

As the fruit trees take root and flourish in the coming years, USC anticipates a bountiful harvest that will not only nourish the body but also feed the spirit of community and collaboration. With each fruit harvested serving as a testament to USC’s dedication to sustainability, the university sets a shining example for institutions seeking to create vibrant and resilient campus environments.

Looking ahead, USC remains steadfast in its mission to explore innovative solutions for promoting food security, environmental sustainability, and student well-being. Through collaborative efforts and continued engagement with stakeholders, USC envisions a future where sustainability is not just a goal but a way of life ingrained in the fabric of campus culture.

As the fruits of this initiative ripen, USC invites students, faculty, and staff to partake in the journey towards a greener, healthier, and more sustainable future. Together, let us nurture the seeds of change and cultivate a campus environment where sustainability thrives and flourishes for generations to come.

By Simone Augustus, Corporate Communications Officer

The University of the Southern Caribbean (USC) continues to spearhead initiatives aimed at fostering leadership excellence within its academic community and beyond. On Friday, January 19, 2024, the USC Leadership Academy (USCLA) hosted its second session, themed “Leadership Stories,” featuring insightful presentations from distinguished leaders in the field of higher education in Trinidad and Tobago and the wider Caribbean region.

USCLA, designed to cultivate ethical, visionary, and transformational leaders, targets key figures such as Administrators, Deans, Chairs, Directors, and Coordinators crucial to USC’s success. The academy combines theoretical foundations with experiential learning, aligning with the university’s mission, vision, and overarching objectives.

“If you are in a steady state, you are actually in reverse,” he asserted. The presentation delved into the expenditure on Research and Development (R&D) from 2011-2020, with a particular emphasis on Latin American countries. Dr. Nurse stressed the significance of pushing the boundaries of knowledge, stating, “The capacity to catch up becomes more difficult the further behind you are.”

The presentation concluded with a reminder of the richness of educational institutions and the imperative for a strategic approach to utilize this richness effectively.

His presentation contributed to a comprehensive exploration of the multifaceted landscape of higher education leadership. He echoed Dr. Keith Nurse’s assertion regarding the urgency of addressing the gap in education, emphasizing the need for proactive measures.

Addressing current challenges in higher education, Professor Persad advocated for a practical approach to education, emphasizing technical vocational training and industry integration. He stressed the qualities of honesty, care, and selflessness in leadership, highlighting the importance of serving others.

Expressing frustration at the lack of local engineering support for imaginative ideas, he emphasized the importance of embracing change and rejecting complacency.

Acknowledging his mother’s influence on his leadership journey, Mr. Arthur expressed gratitude and shared how challenges, such as being fired from USC, led him to give back to the institution. His inspirational conclusion centered on the question, “What if?” driving innovation and progress.

Her remarks echoed sentiments shared by the speakers, underscoring the importance of research for regional development and progress.

The USC Leadership Academy’s second session, “Leadership Stories,” not only exemplifies the university’s commitment to leadership development but also reinforces its dedication to forming impactful partnerships that contribute to the growth and progress of the Caribbean region.

As USC continues to invest in leadership excellence through initiatives like USCLA, the university remains at the forefront of shaping leaders who inspire, innovate, and drive positive change. Leadership matters at USC, and the investment in leadership development reflects the institution’s dedication to shaping a brighter future.

View full photo album on Flickr: https://www.flickr.com/photos/usctt/albums/72177720314493138/

By Simone Augustus, Corporate Communications Officer

On Monday, January 15, 2024, Mrs. Carol Daniel, wife of Dr. Eugene Daniel, proudly presented her husband’s latest literary achievement to Dr. Colwick Wilson, President of the University of the Southern Caribbean (USC). The book titled, “Saturday’s Child Becoming: Where Life Meets Growth Learning Thought and Service,” promises readers a profound journey into the realms of personal growth, purpose, and the interconnectedness of life’s experiences.

Dr. Eugene Daniel, a distinguished figure who previously served as President of the Caribbean Union Conference of Seventh-day Adventists and Chairman of the Board of Trustees of the University of the Southern Caribbean, delves into the intricate tapestry of his own life and experiences.

In conclusion, “Saturday’s Child Becoming” stands as a testament to a life well-lived and an exploration of the universal themes that connect us all. Dr. Eugene Daniel’s latest literary contribution adds another layer to the intellectual richness of the USC community, offering a timeless source of inspiration and reflection for those seeking meaning and purpose in their own journeys.

Editor’s Foreword

In this Holiday Season, we are privileged to present to you the second feature article of our leadership series – Leadership Matters. This article was written by the Antiguan-born Dr. Eugene F. Daniel. Dr. Daniel, before his retirement, served as an outstanding pastor, theologian and denominational administrator. He is a former President of the Caribbean Union Conference of Seventh-day Adventists and in this capacity he served as the Chairman of the Board of Trustees of the University of the Southern Caribbean, his alma mater during the critical period of its transition to university status. Dr. Daniel is also an author who very recently published a book entitled Saturday’s Child Becoming: Where Life Meets Growth Learning Thought and Service (available on amazon.com).

As we celebrate Christmas with its almost inescapable sensory appeals – its food, music, decorations, olfactory delights the warmth of the love of family and friends and all else that engenders joy and goodwill, may we never forget that in our low estate God chose to be with us, to be one of us so that we could be with Him. No greater example of leadership can ever be found – Emmanuel!

Happy holidays and God’s richest blessings for the coming year.

Jesus: The Quintessential Leader

When we consider leadership in human affairs, a crucial inquiry arises: Which individuals have the qualities to effectively perform this significant role? Answering this question incorrectly can have far-reaching ramifications, leading to serious consequences such as bankruptcy, conflict, military defeat, economic decline, and even the downfall of nations. Therefore, organizations should engage in thoughtful decision-making and allocate sufficient resources to gather and analyze data, enabling them to make informed decisions in appointing persons to lead.

The University of the Southern Caribbean recognizes the importance of leadership as a valuable skill, and this essay serves as a meaningful contribution to the ongoing discussion. USC’s primary aim is to instill and nurture strong leadership capabilities in every learner because leadership matters. This essay offers readers a comprehensive understanding of the dynamics that inform leadership from above, or within organizations.

We begin our conversation by defining the term ‘leadership’ and thereafter explore the various roles and responsibilities we task leaders with. These aspects are indispensable for the triumph of an organization. Without a clear understanding of the role and responsibilities of a leader, any organization risks its proficiency in achieving desired outcomes. This proficiency goes beyond just having expertise; it also involves the capacity to inspire, motivate, and influence others toward a shared goal.

A successful leader learns and develops leadership skills. The ideal candidate for this leading role should demonstrate the skill of self-awareness, identify their strengths and weaknesses, and be open to receiving feedback from their team. Cultivating an environment that fosters a feeling of security is part of their responsibility—empowering individuals to explore new avenues and courageously embrace diverse ideas and perspectives.

One of the major factors that determines the effectiveness of a leader, as discussed in the leadership literature, is their capability to prioritize the needs of others above their own. This approach gives priority to key elements, such as humility, service, empowerment, and sacrifice. Dedicated leaders create an inclusive and empowering work environment and prioritize serving their team, making sure that each individual feels valued and motivated to contribute through their unique talents.

Over the years, I have been involved in the discipline of leading and developing leaders with the craft and will to effect change. Sometimes I voiced the view that a leader in an organization is not necessarily the person with the title. Many times, the leader is the individual asking and answering the important questions relevant to organizational success.

In discussions about leadership styles and types, especially those based on positions or functions, we frequently find it effortless to navigate through them. This is because we inherently associate leadership with a hierarchy. We develop leadership theories to facilitate this, whether we are discussing democratic, autocratic, or transformational frameworks which we develop to produce efficiency toward ends.
While titles can be influential in earning respect and establishing authority, true leadership is ultimately determined by one’s actions and qualities, rather than by simply holding a position. I will now elaborate on the rationale behind this statement.

The essence of genuine leadership lies in the skill of influencing others. Leaders possess the talent to bring individuals together, motivate them to pursue a shared task, cultivate collaboration, and empower them to make their best contributions. If one wants to excel in this, it is necessary to have effective communication skills and unfeigned empathy.

As mentioned earlier, organizations delegate power to individuals to make decisions, allocate resources, and hold others accountable. However, this authority alone doesn’t guarantee effective leadership, for a title can signal experience and expertise, leading to a natural deference from others. However, leaders must consistently show their commitment to earning and maintaining respect through their leadership actions.

Hierarchical Leadership
While some individuals may exploit their titles to exert control or manipulate others, we should note that such behaviors do not align with the principles of authentic leadership. The significance of it remains the same, whether this occurs in a democratic, autocratic, or transformational manner.
The hierarchical leadership approach, known for its longstanding history, has gained widespread adoption among various organizations. The pyramid structure is commonly used to symbolize the flow of power and authority, with the top being the source and the bottom receiving it. It has its strengths and weaknesses, and understanding both is crucial for making informed decisions about leadership style.
Unfortunately, the abuse of hierarchical leadership is a recurring issue in many organizations and institutions, despite the benefits of efficiency. When individuals who hold positions of power engage in the inappropriate use of their authority, they create situations where those under their control become targets of exploitation, harm, or manipulation. There are multiple ways in which this can manifest, not limited to:

1. Verbal abuse: This can involve yelling, insulting, belittling, or threatening subordinates. The creation of a hostile work environment poses a serious threat to the mental and emotional well-being of employees, as well as the overall health of the organization.
2. Micromanagement: This involves excessive control over employees’ work, often to the point of stifling creativity and initiative. The potential consequences of feeling demoralized are twofold: not only can it have a detrimental effect on one’s morale, but it can also result in a decrease in productivity.
3. Favoritism and unfair treatment: A variety of factors can contribute to this, including discrimination and unequal advancement opportunities. When there are injustices in the workplace, it can weaken employee morale. This can also lead to a decrease in productivity, as employees may feel undervalued or discouraged.
4. Withholding information: Leaders keep important information or decisions secret from their employees. Unfortunately, when leaders conceal information, it leads to the development of organizational distrust.

When individuals abuse hierarchical leadership, the consequences can be quite severe, affecting not only individuals but also organizations. This harms various aspects of the workplace, including decreased productivity, increased employee turnover, higher rates of absenteeism, and the potential for legal action. It also creates a toxic work culture that stifles creativity, innovation, and collaboration.
Leadership theories, particularly those that address ethics and integrity, aim to prevent the misuse of power and positions of authority by proposing proactive measures. Ultimately, leadership is not about titles, position, privilege, and power; it’s about the impact on the prosperity, longevity, and well-being of people and organizations.

Relational Leadership
Leadership matters because it cultivates an environment of trust and respect. Through their commitment to fairness, honesty, and reliability, genuine leaders foster a strong bond of loyalty and support with their team. These leaders commit themselves to driving progress, overcoming challenges, and keeping their promises.

Wilfred Drath et al. (2008) argue that the conventional definition of leadership is becoming less effective. The past emphasis on leaders, followers, and shared goals is diminishing in its ability to explain the nature of leadership. Their integrated theory of leadership from within states: leadership is about direction, alignment, and commitment. Drath proposed a unique perspective on leadership, known as relational leadership theory. He challenges the traditional notion of leadership as solely residing in individuals and instead emphasizes the dynamic interplay as the true source of leadership.
Direction is the shared desired outcomes and collective agreement on vision, mission, goals, and aims to facilitate change from current reality towards a future state.

Alignment refers to the process of configuring organizational structures, skills, processes, performance management systems, governance, and technology to move the organization toward its desired future direction.

The ultimate result of commitment is the ability to inspire individuals to willingly dedicate their time and energy towards the advancement of a common aim. By shifting the focus of the conversation, organizations can address the subject of leadership by emphasizing the production of three outcomes: direction, alignment, and commitment.

The core tenets of Drath’s relational leadership theory are:

• The essence of leadership does not lie in one person at the forefront, issuing instructions, but it is a collective achievement.
• Systems create leaders, as leadership qualities are not innate attributes, but emerge through active participation in interpersonal dynamics within a group.

Drath’s theory provides a wealth of valuable insights that can enhance our understanding and application of leadership principles. By engaging in relational dialogue characterized by open, honest, and respectful communication, individuals establish trust, foster understanding, and develop a collective sense of purpose. This enables them to collaborate effectively toward the attainment of shared objectives.

The nature of leadership is not static but contingent upon the context in which it occurs. The exact styles and ways of leading will inevitably differ based on many factors, such as the specific circumstances, the individuals involved, and the unique obstacles being encountered.

Drath’s theory shifts the attention from individuals to integrative connections. By recognizing the significance of collaboration and open communication, organizations can foster leadership practices that are more cooperative and inclusive.

Despite its optimism, the relational theory has not been exempt from critique, with several valid counterarguments raised against it.

The emphasis on relationships and context can create ambiguity when trying to determine the actual leader or person responsible. Hence, transitioning from traditional hierarchical models to relational leadership practices poses significant challenges for organizations and individuals familiar with top-down approaches.

Notwithstanding these criticisms, Drath’s relational leadership theory has garnered attention in leadership practice. The focus on collaboration, communication, and shared purpose reflects the complexity and interconnectivity of the workplace. Individuals and organizations can foster more meaningful forms of leadership by understanding and applying the principles of relational leadership.

Descending or Servant Leadership
Throughout history, countless individuals demonstrated remarkable leadership abilities beyond the above and within styles. However, no one has done it more perfectly than Jesus Christ. Regardless of one’s profession or background, leaders can look to his life and teachings as a timeless guide. How did Jesus display leadership superior to the top-down and within principles?

The leadership literature uses engaging theories to categorize the skills and personal requirements that seminars, workshops, and conferences aim to inspire. Yet flaws and failures marred the landscape of leadership, casting a shadow over attempts at leading—read about the scandal in highly supposedly prestigious organizations. Despite the efforts, none of the theoretical models of organizational examples presented generated a flawless model.

Dr. Stanley Patterson, a renowned leadership professor at Andrews University, researched the existing hierarchical leadership environment and delineated two distinct leadership styles: the Ascendant/Positional and the Incarnational/Descending. Patterson located the ascending leadership style in the biblical narrative of Isaiah 14:3-11, which prophesied the ascent and decline of the King of Babylon. Isaiah 14:12-21 presents a symbolic drama of Lucifer’s rise and fall. The phrase “I will” conveyed the desire for dominance and superiority.

Lucifer’s self-centered hierarchical struggle for preeminence and power would destroy anyone who stood in his path to the top, including God himself. Lucifer’s ambitious endeavor to climb the pyramid ended in disappointment as he failed to reach the summit. Instead of his original goal of attaining power, destruction became his end.

Leadership in the secular context often connotes power, authority, influence, and financial advantage. Ambitious individuals use various tactics, such as manipulating power dynamics, issuing threats, and employing subterfuge, to rise to the highest levels of power. When examining these traits side by side, it becomes apparent that the life and teachings of Jesus Christ are opposites.

Matthew’s gospel details Jesus’ indictment of a leader’s self-indulgent desire to ascend (Matthew 20:25-27). A person’s egocentric ascendancy of the hierarchical model of leadership is incompatible with the Incarnational or Christ-centered descendant framework as presented in the Biblical record. Jesus, rather than engaging in an ascendant design of leadership behavior, stepped down from His exalted state of being and emptied himself (Phil 2:7).

The Savior avoided status, rank, and privilege—for which modern leaders strive. Rather, He divested himself of His position to become a servant. The descendant model raised the requirements for Christian leadership, especially the genre proposed by the University of the Southern Caribbean. Jesus dismantled the hierarchical model and exceeded Drath’s relationship proposal with “I am among you as one who serves.”

I proffer that Jesus’ quintessential leadership integrates the hierarchical, relational, and servant by its emotive directive. Power, position, and privilege are not ends in themselves. These are the means to achieve the building up of people and organizations. This was the message delivered in that upper room by the God-man. In his account, John recounts how Jesus, during supper, made a significant gesture to model to his disciples the true essence of leadership. This object lesson involved Jesus getting up from the table and using a basin and a towel, teaching the importance of humble service over the pursuit of power.

Jesus, despite His divine status as the Son of God, exhibited remarkable humility by not seeking positions of authority or power. Through the embrace of a life of simplicity, He maintained a constant connection with and showed empathy towards those whom society marginalized and excluded. He showed humility by washing the feet of His disciples, a task typically reserved for the lowest servants. By performing this act, He taught his followers that true leadership involves selflessly serving others, making it a powerful object lesson in leadership.

He proclaimed, I your Lord and Master have given you an example to follow in my steps. The following day at noon, He humbled himself to be nailed to a tree. Paul asserts that Christ, One who is equal to God, took on the likeness of a sinful man willingly. The God-man took on the appearance of a man (as leader), and in doing so humbled Himself and obeyed until death, even death on a cross (Philippians 2:7-8 NKJV).

Jesus, in performing that act, demonstrated the qualities of divine leadership. The act inverted the hierarchical pyramid and introduced a new leadership principle for which there are few takers—leadership means sacrifice.

To paraphrase James Allen Francis from his 1926 sermon, One Solitary Life: Twenty centuries have come and gone and today He is the epitome of leadership. I am well within the mark when I say that all the generals that ever marched, all the captains that ever sailed, all the politicians that ever sat, all the kings that reigned—put together—have not affected the cause of leadership on this earth as much as Jesus, the Quintessential Leader.

When we take the time to analyze Jesus’ leadership, we discover valuable lessons that are deserving of our attention:

1. True leadership surpasses the mere pursuit of power or control; it entails motivating and directing others toward a collective goal.
2. Exemplary leaders exhibit selflessness and humility by prioritizing the needs of others above their own.
3. Leaders actively promote a collaborative and innovative culture to ensure that everyone has an equal opportunity to contribute and gain awards. They focus on developing the skills and talents of the team to sustain success.
4. Leaders understand that sacrifice is necessary to achieve a greater good.

Jesus is the Leader who sits situationally above, within, or below. Which alternative will ultimately define the practice that we prefer? By embracing Jesus’ mandate, individuals can develop and enhance their leadership skills, thereby creating a meaningful and influential impact on both their organization and the global community.

Eugene F. Daniel
Retired

By Hayden McKenna

This is the first of a series of feature articles that will focus on matters of leadership. The series coincides with the recent establishment USC Leadership Academy (USCLA).

Leadership is one of those buzz-words in the jargon of management, governance and political studies that never gets old or goes out of fashion, despite its quality of occasionally being fodder for trite cliché and worse even, spectacular mal-practice. From Niccolò Machiavelli’s The Prince with its schizophrenic motif of the fox and the lion, to the pessimistic literary offerings of George Orwell in Animal Farm, or William Golding in Lord of the Flies, to the brighter more hopeful contemporary works of a long list of other mostly Caucasian males like Peter Drucker, Sidney Finklestein, John C. Maxwell and Simon Sinek, leadership remains a global preoccupation of the well-read and the ambitious. The narrow cultural immanence in the literature on leadership is obvious to the conscious and critical eye. So too is what is perhaps a misogynistic skepticism about the true potency of feminine leadership, if one reckons it by the loudest voices in the room and among the proclaimed pundits and gurus – pardon the non-western monikers for the experts. The case for a richer democratization and more cultural diversity and gender inclusivity in the epistemology that supports how we learn about, practice, present and represent leadership is not difficult to make. Think deeply about what is commonly accepted and available to you on the subject of leadership and you most likely would agree.

As the University of the Southern Caribbean approaches its centennial, there is, or should be, a collective consciousness that our remarkable progress and our missed opportunities too, cannot be disentangled from our leadership culture and praxis. This claim does not have a selective adhesive that attaches solely to the 2 women and 27 men that have been our Presidents. Good and progressive organizational leadership must percolate to and be fed-back from every capillary and cell of the organizational anatomy if the organs, limbs and systems are to resist atrophy and necrosis. Leadership and conscious leaders exist and must be recognized, equipped and empowered to exist, thrive and multiply throughout the University. The success of the second 100 years depends on it.

On November 10, 2023, the USC Leadership Academy (USCLA) was launched. The keynote address for the opening of the USCLA was delivered by Dr. Leon Wilson, an illustrious alumnus of CUC/USC’s Class of 1974. Dr. Wilson has had a long and distinguished career that has included positions of leadership in the Seventh-day Adventist Church, where in his native Guyana he served as a Pastor and District Leader, an Associate and full Departmental Director and rose to the position of Executive Secretary of the Guyana Conference. After migrating to the United States, he continued to practice ministerial leadership pro-bono as a volunteer pastor of two churches for almost four years.

As a career academic, Dr. Wilson has served in various leadership roles in several universities in the United States of America, including Wayne State University, East Carolina University, Alabama State University, Tugaloo College and Morgan State University. His varied roles have included positions as Teaching Faculty, Departmental Chairperson, Vice Presidencies in several portfolios, Provostships, and an Interim Presidency. Dr. Wilson also has the permanent distinction of being the first person to be designated as Provost of the University of the Southern Caribbean. Dr. Wilson has also served on several committees and boards and was President of the North America Alumni Association of the University of the Southern Caribbean for three years. In his own words, he carries a “heavy bag of leadership experiences.”

I recently had the privilege of having an extensive conversation with Dr. Wilson on matters of leadership. We explored leadership in the field of academics, in the church, in Caribbean society and how its practice continues to evolve in the face of 21st century needs and challenges.

Good leadership for Dr Wilson, “inspires people, good leadership encourages followship, good leadership is also being a follower… Good leadership develops others…if you are simply leading, at some point what happens is when you are gone the influence disappears. A good leader is a person who develops a legacy. That legacy involves moving people along and making them better than when you found them…The legacy of good leadership is that there are people who can carry on what you have started but more so, they innovate because you have taught them to do that.”

In recalling his preparation for leadership, Dr. Wilson hailed the example of leadership displayed by his mother and aunt in his formative years. His mother was up to the challenge of managing what he described as a household of “plenty boys, one girl and grandfather”. Later in his childhood, he lived with an aunt who served as a midwife for an expansive district in Guyana, in an age in the Caribbean where the rite of ‘cutting the navel-string’ was a very highly esteemed badge of honour. Dr. Wilson said that observing how these two women managed their responsibilities, offered him early preparation for his future role as a leader.

Church work was another valuable source of Dr. Wilson’s personal preparation for leadership. For Dr. Wilson, some of the lessons learnt and skills honed as a young Pastor, Director and Administrator in the Guyana Conference of Seventh-day Adventists, were valuable and transferable to other challenging leadership contexts he encountered in his accomplished academic leadership career.

Important too in building his leadership aptitude and confidence was his fortune of having good mentors. As a young post-graduate student at Andrews University in Berrien Springs Michigan, USA, he came under the influence of Dr. Sakae Kubo and Dr. Walter Douglas. The latter – perhaps because of his Grenadian Caribbean heritage and iconic CTC/CUC/USC status as one of our most distinguished alumni, Dr. Wilson fondly referred to as “our man there” and said, “We watched him operate in an environment where he was very singular as a black person…We learnt a lot from him. The way he related to people inspired me. The way he conducted his classes, built leadership capacity… He was a champion in his own right and a good example to many of us younger people.”

Dr. Wilson also recalls that when he was elected as Executive Secretary of the Guyana Conference in the early 1980s, he was one of the youngest Conference Administrators in the world church. He considers the mentorship he received from seasoned Administrators like Pastors Samuel L. Gadsby and Peter J. Prime of Trinidad and Tobago, and his own Conference President, Pastor Gordon O. Martinborough as invaluable.

Receiving and offering mentorship is in Dr. Wilson’s view, an important aspect of the preparation for and practice of leadership. Dr. Wilson himself has been an inspirational mentor to many.

As a leader in academia, his passion to develop people has also made him a reagent in advancing the careers of many who he has served as leader. His collegial approach intentionally emphasises the value of people and the ideas and contributions can bring to the table when rightly exposed. His fidelity to valuing people, their ideas and their contributions even extends to when their views are at variance with his own. This orientation has allowed him to cultivate other successful leaders everywhere he has been.

Dr. Leon Wilson is persuaded that leaders in academia and elsewhere, blunder badly when they see themselves as bosses and suppressors of dissenting views. Academic leadership for Dr. Wilson is a position of privilege and not of power. “People who last, are not bosses” he says. Leaders should be humble enough to concede that they do not have to have all of the answers all of the time and they are not omnicompetent. Leaders must recognize their limitations. They are not gods. They must practice sincerity and be willing to admit responsibility when things do not turn out the way they are supposed to.
The perspective of the led and how they are evaluating the journey, is valued by the good leader, even when it is not pleasing to the ear. Good leaders are great listeners. For Dr. Wilson the great leader “intentionally orchestrates involvement” and is not intimidated by the sight, sound or smell of talent, abilities and expertise in others.

Dr. Wilson contends that leadership acumen in academia, is best developed through incremental climbing as opposed to leap-frogging. Leap-froggers are robbed of valuable learning experiences on their way up. They are typically impoverished of quality opportunities to build relationships and empathy with others they are responsible for. Leap-froggers often fall prey to insecurities when confronted with criticism and even constructive ideas, coming especially from persons they jumped over in their sudden flight. This insecurity sometimes manifests itself in rank-pulling. Academic institutions best develop leaders, by rewarding contributors with a path to incremental climbing.

For persons aspiring to be leaders, Dr. Wilson warns that being overly critical of their present leaders probably will not abet their ambitions well. Careful to draw a distinction between helpful critiquing and being unhelpfully critical, Dr. Wilson said “if you aspire to leadership, my counsel is always to take the best that everybody can give and create your own mosaic. There is nothing like a perfect leader”.

With respect to the challenges faced by higher educational institutions – particularly private Seventh-day Adventist institutions (like USC) in the so-called developing world), challenges that seem to have escalated in the wake of the COVID -19 pandemic and its aftermath, Dr. Wilson candidly argues that our present model requires re-examination and renovation. He expressed that if our church sincerely values all of the counsel of Ellen G. White on the matter of education, then the oft-repeated statement that “the work of redemption and education are one”, should trigger a sea-change in the way our church distributes its finite financial resources so that Mrs. White’s good counsel and the equivalency there embedded is truer than mere rhetorical elegance.

On the matter of the struggles our church is having with attracting and conserving young people and the leadership issues that arise therefrom, Dr. Wilson agrees that some of our approaches require change. A better theological balance needs to be struck between our sermonic preoccupation with apologetics on the one hand and contemporary pragmatism on the other. Greater attention is needed to addressing the needs of our young people in ways that connect organically and meaningfully with their present circumstances. He says that “a lot of our pastors do not recognize the time in which we are living” and argues that “there has to be a change in the leadership profile of the pastors”. Referencing Jeremiah 6:16 and its counsel to look for the old paths and walk therein, he opined that this passage and others like it, might be a possible basis for some pastors resisting the urgency to minister to our young people in the context of their time, Dr. Wilson says that he is giving mental attention to the traditionalist hermeneutic around such passages of scripture that may stand in the way of greater pragmatic perspicacity in how our church ministers to our endangered youthful population. Scripture also enjoins us to knowing the times he argues and a balanced blend of searching the old paths with knowing the times can result in “ministry that speaks to everybody”.

Our conversation then turned to the question of leadership in our post-colonial Caribbean reality. Most of what academic literature presents about leadership, is based on a quite narrow stream of knowledge that comes primarily from research and writing done in the United States of America and the United Kingdom over the last 120 years. In many ways our cultural realities in the region are quite different from those of the US and the UK. Short of a re-invention of the wheel, there is room for more indigenous epistemology, research and approaches to leadership, rooted in our unique historical and cultural contexts. For Dr. Wilson, an inversion of the plantation pyramid inherited from our colonial past is necessary. The master-servant binary which still influences how we view and practice leadership is a stubborn obstacle to our progress. According to Dr. Wilson, “We were trampled. We were nobodies… The leadership we have been exposed to is a model where there is some big-shot up there that we look up to… It’s a model that is top-down. It’s a model that everything flows from somewhere on-high and rains down on the lower mortals. You need to invert that concept.”

Dr. Wilson, the Sociologist, argues that we need – now that we have the opportunity – to craft leadership approaches that better serve our collective good. The urgency of doing so, found cogent inflection in two rhetorical questions he posed: “Who is getting the bigger share of the oil in Guyana? Who is getting the biggest share of the oil (resources) anywhere in the Caribbean?”

On the highly topical matter of some of the unique challenges confronting 21st century human civilization, such as the rapid growth of AI, a gilded democratization of the power to publish and consume content in cyberspace (accompanied by the conspicuously undemocratic control of ICT by huge, rich trans-national private entities), the planned obsolescence of the universe in the service of the metaverse and multiverse and the inability of philosophers and ethicists to keep up with it all, Dr. Wilson, while conceding the redoubtable threats, prefers to focus on the wealth of opportunities. He argues that our young people – as natives of this age must be entrusted with greater leadership responsibilities to help us navigate through these dizzying times and find the answers we need, if we are not to be left behind. On this matter he expressed a special concern for our church institutions and their capacity and will to rightly harness the leadership value our young people can bring – especially now.

Finally on the matter of the establishment of the USC Leadership Academy (USCLA), Dr. Wilson thinks that “it is a fantastic idea”. He expressed that the USCLA will help to grow talent internally. It will help to keep good people employed at USC and in the region. Young people can now see a path to rising to top positions of leadership at the University without necessarily leaving the institution and the region in search of opportunities for personal and career growth. “I believe it is a very very good step in the right direction… The Leadership Academy is a good thing. I hope it is sustained …and we get some solid leaders out of it”.

Stay tuned for part two of our series – Leadership matters!

By Kadan Esson, Nadira Mohammed 

On Friday, November 10, 2023, the University of the Southern Caribbean (USC) launched its Leadership Academy (USCLA) with the tagline “Leadership Matters”. This initiative is set to reshape the future of leadership within our beloved USC and resonate far beyond.

USCLA’s inaugural session kicked off with welcoming remarks from USC’s Director of Human Resources, Mrs. Marsha Harris, and President, Dr. Colwick Wilson. Dr. Wilson closed with words of empowerment by commending all the student leaders who carry the mantle of perseverance and applauding their passionate drive.

The launch’s keynote speaker was quite a familiar face to the USC community, Dr. Leon Wilson, Professor and Chair, Morgan State University, formerly served USC as Provost in 2018. Dr. Wilson’s keynote topic of “So You Want To Be An Academic Leader! Why Bother!” captivated the audience as he shared insights from his impressive academic career on what not to do as an academic leader.

Dr. Wilson shared that, “The value of academic leaders lies in the recognition of unique contributions each one can make, celebrate, and avoid shutting it down but letting it flourish and grow.” He stated that one of the world’s biggest problems is that there are people who do not harbor the skills and have not been exposed to anything but themselves, yet want to be leaders in the academy and leap to the top while ignoring the values of experiences. He left us with a reminder that “Leadership is centered on the idea of building and maintaining relationships.”

Specially invited guest, Mr. Dexter Riley, CEO of Unipet and USC alum shared observations and anecdotes from his decades of leadership that provided motivation and inspiration to USCLA attendees.

Drawing from his personal life, Mr. Riley described himself as a family oriented man who continues to be guided by values instilled by his mother. Referencing the story of Noah and the Ark, Mr. Riley highlighted the value of trust, planning, preparation, and building for the future. Mr. Riley attributed trust as the bedrock that kept UNIPET together, he further expanded that, “…leadership is not about being in charge but taking care of those in your charge.”

About USCLA
USCLA is designed to foster the growth of ethical, visionary, and transformational leaders from all backgrounds who can make a positive impact at the University and by extension society. USCLA aims at targeting Administrators, Deans, Chairs, Directors, and Coordinators who are pivotal to USC’s success. It seeks to inspire, educate, and empower individuals to become ethical, visionary, and transformational leaders. USCLA combines theoretical foundations with experiential learning to ensure that participants not only acquire knowledge but also develop the skills and attitudes necessary for effective leadership; that align with the university’s mission, vision and overarching objectives.

USCLA’s Mission and Objectives
USCLA’s mission is to inspire, educate, and empower individuals to become leaders driving positive change. We envision leaders guided by integrity, empathy, and commitment, leading with purpose, inspiring innovation, and fostering sustainable progress.

The academy seeks to upskill leaders through comprehensive training, provide real-world experiences, and foster a culture of ethical leadership. Our goal is to cultivate leaders embodying the highest standards of excellence, representing principles like authenticity, continuous learning, collaboration, and more.

With a mix of local and foreign facilitators/practitioners boasting extensive leadership experience, USCLA promises an enriching learning journey. Our diverse training programs cover Leadership Essentials, Organizational Impact, Development, Relational Leadership, Emotional Intelligence, and more. Tailored to address various leadership facets, these programs aim to enhance USC’s leadership potential.

USCLA is not just an academy; it’s a commitment to shaping leaders who will inspire, innovate, and drive progress. Leadership matters, and at USC, we’re investing in ours.