Reflections on Leadership and Management: “The Journey to Defining My Leadership Approach and Finding My Style”

Reflections on Leadership and Management: “The Journey to Defining My Leadership Approach and Finding My Style”
28th January 2025, 736PM-Hohola, Port Moresby | HONEST THOUGHTS SERIES| HT28012025_DN
Desmond Narongou

I arrived home from work, had my plate of nangu, a cup of tea, and listened to the Enga gospel song Mambo Pyaro on YouTube. As I sat there, my thoughts drifted back to the day’s discussions and reflections.
Earlier today, I had a conversation with captain, Sierra Bravo, on the importance of saying “no” in certain situations and to certain people. We agreed that constantly saying “yes” can lead to frustration and burnout. This made me reflect on how boundaries, clarity, and decisiveness are crucial in leadership and management.
Later, before heading home, I reviewed a draft business contract with a colleague. As we analysed the document, we realized the terms weren’t favorable, and I asked why it was framed that way. My colleague suggested that it might be because the client assumed I was young and inexperienced, possibly trying to take advantage. We laughed, but I made it clear that the power to make the final decision rested with me, and I was determined to present my views confidently when meeting them.
As I sat at home reflecting on these interactions, I started to critically analyze my own leadership and management style. I recalled past conversations with captain Sierra Bravo during our drives to and from work or breaks at the office, where we observed our other colleagues. Their lack of active engagement and responsibility made me share with him my hypothetical leadership approach if I were to head such an organization. I told him I would initially adopt a micromanagement style for the first six months to bring order and stabilize the culture. Once that foundation was set, I’d transition to a more hands-off, empowering style, allowing individuals to perform their roles to the best of their abilities. I strongly believe that order is essential for transforming chaos into stability, but trust and autonomy are equally critical for sustained growth.
Reflecting further, I drew lessons from my father’s leadership within our family, clan, village, and church. I also thought about the diverse leadership styles I’ve witnessed throughout my career. Some leaders were passive, others autocratic, while many balanced between extremes. From my experience working under various managers, GMs, CEOs and church pastors, I’ve seen how leadership and management styles directly affect organizational trust, values, growth and performance.
I remembered the advice of Professor Sun during my time at PNGUoT when I was a novice leader managing a small team of three staff who were my direct reports. He often warned about the dangers of absolute power, reminding me that “absolute power leads to absolute corruption.” His words stayed with me, shaping my belief that effective leadership involves balance—being firm yet compassionate, decisive yet collaborative. Some command and control is necessary.
I also thought about biblical figures like Moses, Joseph, Daniel, and Jesus, and how they demonstrated leadership and management principles to earn trust and inspire their people. These stories, often shared in church, underscore how leadership is not just about authority but about service, vision, and building a sense of shared purpose.
Now, I find myself pondering:
• What is my leadership style?
• What management approach do I take?
• Am I applying these styles effectively to myself and those around me?
Leadership, I’ve come to realize, is not a one-size-fits-all concept. It requires adaptability, emotional intelligence, and the ability to inspire others while staying true to one’s core values. My journey as a leader is ongoing, and I strive to continually refine my approach to create a positive and empowering impact on those I lead and work with.
While I understand the value of inclusivity, I rarely believe in a horizontal management style, as it often creates room for ambiguity, indecision, and delays in taking critical actions. Some level of command and control is necessary to ensure clarity, accountability, and efficiency. For this reason, I find a vertical approach to be preferable, as it provides structure and enables quicker decision-making, which is vital for organizational survival and growth.