Finding Leadership Lessons in the Current State of Jamaica’s Politics – Part 1

The curious leader who is intent on deepening wisdom, strengthening leadership effectiveness, and improving the quality of the service he or she offers, will likely look for lessons from most, experiences.  Sometimes these mental processes work naturally and involuntarily, while at other times they must be engaged consciously and deliberately. I would like to invite the attention of curious leaders to some lessons I am discerning, as I reflect on some of the current dynamics in Jamaica’s politics.

Naturally these insights are subjective reflections based on a chosen propensity and ideological /philosophical disposition to interpret phenomena through the lenses of leadership. I should also remind readers of the inherent truth that any meanings made by readers of the ideas shared here, are individualized choices and, of course, disagreements and debates are welcome.

Latest Opinion Polls on Party Standings

The latest opinion polls on the standing of the two main political parties in Jamaica, provide, in my view, some important lessons for leaders.  It is readily acknowledged that polls are snapshots in time, the findings are fleeting and are not always reliable indicators of the future.  Sometimes they are and sometimes not.  But using the findings from a couple or several polls over time, may provide some insights which could inform principles and practices over the long term.

The respective performances are, however, best expressed in percent terms.  Expressed thus, the PNP’s performance represents a 55% improvement, and the JLP’s a 10% deterioration.

Six months ago, an opinion poll found that the governing Jamaica Labour Party (JLP) was leading the opposition People’s National Party (PNP) by thirteen percentage points (13%) with the JLP at 31% and the PNP at 18% in terms of their respective popularity rankings among a sample of about 1,000 registered voters.  That was six months ago. 

The latest survey, conducted in February 2023, (by the same polling organization, using the same methodology) has found that the JLP is now at 27.9% (a drop of 3.1 percentage points), while the PNP is at 28.1%, (a jump of 10.1 percentage points). The respective performances are, however, best expressed in percent terms.  Expressed thus, the PNP’s performance represents a 55% improvement, and the JLP’s a 10% deterioration.


It is to be recalled that in the last general elections, a mere 37% of eligible voters voted, a historic record low in a contested election.  While the recent polls also found that 45% of registered electors have said they would vote, the number, while an improvement, is still very low and as such, finding strategies to improve the willingness to vote is vital. Those strategies should include leadership behaviour.

Despite being a supporter of the PNP, there are some lessons which I submit that any leader may learn which I would like to share concerning the probable explanations for the change in the fortunes of both parties.  I submit that if these lessons are considered, both parties could probably see improved performance in the electorate’s perception of them.

If both parties were to consider these insights and the public’s perception of them improves, then the further probability is that more people may vote and that would be good for democracy in Jamaica.  In this regard it is to be recalled that in the last general elections, a mere 37% of eligible voters voted, a historic record low in a contested election.  While the recent polls also found that 45% of registered electors have said they would vote, the number, while an improvement, is still very low and as such, finding strategies to improve the willingness to vote is vital. Those strategies should include leadership behaviour. 

Seven Lessons

In my assessment, there are at least seven reasons for the PNP’s improved performance, and thus probably seven lessons which the leadership of both parties may learn.  I discuss these seven lessons in a two-part series.  In this first part I examine the first three. These are:

  1. Honest engagement with reality. The current leader of the PNP assumed the reins of the presidency in November 2020, after the PNP was edged out at polls in general elections in 2016, battered in 2020, and endured a bruising leadership contest in November 2020. The party was bitterly divided, and the leadership saw as its first and most important task, the healing of wounds and rebuilding of trust.

I make no comment on how well that process has gone, time will tell.  The lesson I wish to highlight is that the leadership did not attempt to sweep divisions under the carpet, even if it may have missed some divisions which existed.  The main lesson is that it contended with the harsh reality that it was a broken party.

I have often said, from the context of my work as a pastor, counsellor, and management consultant, that the best form of therapy and the starting point for meaningful growth and recovery is a dose of reality.  Living in a fool’s paradise and pretending that what is, is not, while sometimes psychologically necessary for the briefest moment, to ease the sharpness of pain, is never ultimately useful.

2. Principle over popularity.  Politics is ultimately a popularity context.  It is about who will have the larger or largest share of support and votes.  In the process of seeking that larger, or the largest slice, political parties have often sacrificed principle for popularity.

Over the last two years, as the governing JLP pushed the use of States of Emergency (SOEs) as a routine crime-fighting tool, the PNP opposed its use and voted accordingly when the Bills or their extension were presented in parliament.  Several polls showed that citizens were in favour of the ongoing use of SOEs and many political pundits and party supporters of the JLP told the PNP that they would pay dearly for not supporting the extensions.  The latest polls appear to upend those predictions.

Similarly, while crime has been routinely made a “political football” and parties in opposition have historically claimed to have all the answers.  The PNP has stayed away from pontificating on crime or claiming to have a magic wand, obviously showing mindfulness that the crime problem facing Jamaica, as it learnt while in office, is a complex one.

As many public commentators have said, the Jamaican electorate is “coming of age”, most electors are cynical and mistrustful of politics, politicians, and the political process.  Lack of trust is the single largest challenge facing our politics.  One cure for that is principle-centred leadership which eschews putrid populism and displays honest regard for facts, and engages in credible analysis of issues.

3. Humility. I have felt the need to discuss the issue of humility in previous articles. In my December 22, 2022, posting, in which I discussed the approach of the government to implementing the new compensation system, I wrote:

Humility is not, as is often believed, a sign of weakness, rather it is a sign of wisdom and strength.  Humility is, among other things, a state of mind which affirms the fallibility and finitude of one’s capacity, despite one’s giftedness, and places confidence in the contribution of others to get things done.  Humility in leadership is not the opposite of being proud of one’s achievements and capacities, rather it is the opposite of the mode thinking which professes inherent completeness of the self.

Humility in leadership is strongly incompatible with self-portrayals of having messianic qualities.  History has shown that strong and sustainable organizations develop and maintain a philosophy of treating the CEO, President, party leader, or managing director as one leader among many.

One of the things for which the PNP generally, and Mark Golding, particularly deserve commendations, is the deliberate rejection of a messianic approach to leadership in which the leader is framed as a demi-god and whose coat-tail and presence are deemed essential for the functioning of the organization.  From as far back as 2009, in my first book, Towards solutions: Fundamentals of transformational leadership in a postmodern era, I argued that the days of messianic and paternal /maternal leadership were past and that political parties, and other organizations which built their self-marketing and systems around this lone leader approach would not survive for long. 

Mr Mark Golding, Leader of the Opposition People’s National Party, Jamaica

The JLP has made its leaders (particularly its founder Alexander Bustamante, Edward Seaga who claimed he was the “One Don”, and Andrew Holness who was sold as very popular – but in fact was not having secured a smaller share of the popular vote in 2020 than in 2016) messiahs. The PNP did so with Manley, but the PNP’s longest-serving Prime Minister, Percival James  Patterson never portrayed himself as a messiah, and was never so portrayed by his supporters.

The Honourable Andrew Holness, Prime Minister of Jamaica

Humility in leadership is strongly incompatible with self-portrayals of having messianic qualities.  History has shown that strong and sustainable organizations develop and maintain a philosophy of treating the chief executive officer (CEO), president, party leader, or managing director as one leader among many. 

I suggest that if Jamaica’s politics are to become attractive to more people, the leadership consciousness of humility is an essential. When a leader is humble, that disposition lays the foundation for a range of other valuable leadership behaviours.  These other leadership behaviours will be the subject of Part 2.


Professor Canute Thompson is Professor of Educational Policy, Planning, and Leadership at the School of Education, The University of the West Indies, Mona Campus, and Head of the Caribbean Centre for Educational Planning. He is author of two award-winning books and articles, among his collection of eight books and over a dozen journal articles, and the operator of leadershipreimagination.com website

4 thoughts on “<strong>Finding Leadership Lessons in the Current State of Jamaica’s Politics – Part 1</strong>”

  1. Christopher Clarke

    A well presented piece. Hard to argue against the points raised. I was struck by the inclusion if humility as leadership quality/trait. In the religious literature is it quite common and expected but in the secular sphere I cant recall leaders being seen or encouraged to be humble. Is there literature support for that or were you drawing on your pastoral knowledge?

    1. Allison Montegomery

      Thanks for your comments Dr. Clarke. There is indeed an emerging body of literature on leadership that focuses on “ethical” and “authentic” leadership, and you would be aware of earlier “servant” leadership perspectives, and emotional intelligence.

      Humility as an ethic of leadership is located in those roots.

      One source defines humility in leadership as “the ability to consider others’ opinions, act with self-awareness, and lead from a spirit of generosity instead of narcissism”.

      Yes, my spiritual roots have informed my belief in humility, which is the opposite of hubris, in leadership. Hubristic leadership leads to destruction. Nebuchadnezzar is an example. After his recovery from destruction he came to discover that there is only one God and that was not him.

  2. This is a timely and reflective piece, but more importantly, the author speaks from having authority in the field.

    Interestingly, the author speaks confidently that If both parties were to consider the insights put forward, then the public’s perception of them may improve. Furthermore, the probability is that more people may vote and that would be good for democracy in Jamaica. The good thing about democracy is that it allows for freedom of speech. These insights are nontheless laudable.

    With respect to the seven lessons, and the three put froward, I believe the author has outlined in the three principles, the criteria for improved performance and effective democracy. In particular, humility is discussed and a stark comparison made between the current leader, and the Leader of the Opposition. Notably, the Leader of the Opposition is deliberate in his attempt to reject a messianic approach and this is obvious, as well as commendable. Therefore, the questions is, should a leader in a democracy portray him/herself as a messiah? And does this portrayal drive fear in the people/followers.
    Thomas Hobbes, a 17th Century English philosopher, and a great political philosopher speaks frankly about sovereignty and fear, and how political legitimacy is really about whether a government can effectively protect those who consented to obey it, but more importantly how political obligation ends when protection ceases. Does the “One Don” and the “Brogad” equate to a messiah? And according to Hobbs, if the the political obligation ended, would protection cease? Do followers who assign messianic names to leaders live in fear?

    Principle #3- Humility. The author has a done a great job putting forward very succinct views on what humility is, and what it is not. Does the cultural context allow for Jamaican political leaders to not practice or embrace humility? or to be humble? Importantly, the author notes that humility in leadership is strongly incompatible with self-portrayals. In other words, it is essential for leaders to be humble. Would the contemporary Jamaican cultural context impact a leader being humble?

    The author speaks quite candidly on the importance of humility, and on what leaders would need to do to be effective in a democracy. I do agree with the author that when a leader is humble, that disposition does lay the foundation for a range of other valuable leadership behaviours. However, while humility is being put forward as an important component of leadership consciousness, there are other reasons why I believe many people do not participate in the democracy, namely; corruption and lack of trust. When leaders are seen as corrupted, people lose interest in participating in democracy. Also, people lose trust in leaders when their moral compass is off path, and when they are all out for themselves. So while humility in a leader is seen as attractive, there are other ugly challenges that prevent people from participating in the democracy.

    Importantly, the suggestions from the author are forward thinking, and embrace the ideals of a visionary.

    Quite an insightful, informative and engaging read. The discourse in Part 2 should equally informative.

  3. This is an interesting article on leadership. However, specifics to Jamaica’s politics, there is a hardened division that reflects tribalism, and party leaders as chiefs. We live in a modern environment where Democracy (For the People by the People) is supposed to be our governing structure and principle. What we continuously see is the “chiefs” talking and doing for his/her tribe. The question most pressing is this, does the governing party serve only its tribe or, do they serve the entire nation? In other words, if PNP wins an election, do they only work for their strongholds (which is unproductive in a state) or do they work for the entire poplation? Afterall, when its all said and done, we are all Jamaicans with the same interest for our fledgling nation. Political leaders need to remember that we are One Jamaica with two main political parties and that running for office is about service to the Nation and its People.

    Finally, there have been great Black leaders of the past whose example of leadership has been recorded for all eternity. Jamaica’s Afro descended leaders need to understand that what works for europeans in europe does not have the same effect in Jamaica under our current political structure. Jamaican political leaders also need to have integrity, speaking what they mean, and meaning what they speak. In other words, foregoing rhetorical expediency, for actual manifestation of the words they utter to the People.

    Thank you.

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