[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"detail-sidebar-cat-0-en-105":3,"doc-detail-603242-en":59,"doc-seo-603242-105":80},{"code":4,"msg":5,"data":6},0,"success",[7,13,18,23,28,33,38,43,48,51,55],{"id":8,"doc_module":4,"doc_module_name":9,"category_name":10,"show_sort_weight":11,"slug":12},1,"Document","Story & Novel",90,"story-novel",{"id":14,"doc_module":4,"doc_module_name":9,"category_name":15,"show_sort_weight":16,"slug":17},2,"Literature",80,"literature",{"id":19,"doc_module":4,"doc_module_name":9,"category_name":20,"show_sort_weight":21,"slug":22},4,"Exam",70,"exam",{"id":24,"doc_module":4,"doc_module_name":9,"category_name":25,"show_sort_weight":26,"slug":27},5,"Comic",60,"comic",{"id":29,"doc_module":4,"doc_module_name":9,"category_name":30,"show_sort_weight":31,"slug":32},6,"Technology",50,"technology",{"id":34,"doc_module":4,"doc_module_name":9,"category_name":35,"show_sort_weight":36,"slug":37},7,"Healthcare",40,"healthcare",{"id":39,"doc_module":4,"doc_module_name":9,"category_name":40,"show_sort_weight":41,"slug":42},8,"Research & Report",30,"research-report",{"id":44,"doc_module":4,"doc_module_name":9,"category_name":45,"show_sort_weight":46,"slug":47},9,"Religion & Spirituality",20,"religion-spirituality",{"id":46,"doc_module":4,"doc_module_name":9,"category_name":49,"show_sort_weight":46,"slug":50},"World Cup","world-cup",{"id":52,"doc_module":4,"doc_module_name":9,"category_name":53,"show_sort_weight":52,"slug":54},10,"Lifestyle","lifestyle",{"id":56,"doc_module":4,"doc_module_name":9,"category_name":57,"show_sort_weight":24,"slug":58},19,"General","general",{"code":4,"msg":5,"data":60},{"doc_id":61,"user_id":62,"nickname":63,"user_avatar":64,"doc_module":4,"category_id":14,"category_name":15,"doc_title":65,"doc_description":66,"doc_content":67,"file_id":68,"file_url":69,"file_type":70,"file_size":71,"view_count":4,"is_deleted":4,"is_public":8,"is_downloadable":8,"audit_status":8,"page_count":44,"language":72,"language_code":73,"site_id":74,"html_lang":73,"table_of_contents":75,"faqs":76,"seo_title":77,"seo_description":66,"update_tm":78,"read_time":79},603242,962090895452,"moss~","https://ap-avatar.wpscdn.com/davatar_a8503ba1806abce46bf441b54a3ca4cd","The Color of Leadership - by Jonathan D. Jansen","The Color of Leadership by Jonathan D. Jansen reflects on becoming the first black dean of the University of Pretoria in 2000 and the emotional and political complexity of leading institutional transformation in a predominantly white, post-apartheid environment. It examines the transition to democracy as a negotiated, elite-driven settlement while ordinary South Africans lacked formal forums to process colonialism and apartheid. Through reflections on affirmation, language, and change, the essay explores reconciliation, restitution, and managing loss amid unavoidable transformation.","The Color of Leadership  \nby Jonathan D. Jansen  \nOnJuly1,2000, I becamethefirst blackdeanof Education inthe almost100-yearexistenceoftheformidable Universityof Pretoria,South Africa. Thisessayoffers asetof meditationson being a blackdean inawhite universityatthebirthofapost-apartheiddemocracy.Thereare manysidesto this narrative. Itisa story of leading inayoung democracy and about black leadership inaconservativewhiteenvironment. It isabouttheemotions and politicsofchange. It isaboutengagingestablished patternsofcertainty and control, and managingthe inevitability of loss and change. It isabout race, reconciliation, and restitution—all atthe sametime.  \nImportant to state from the onset is that the so-called South African “miracle”was, in fact, an elite settlement. The political leadership on all sides, especially the black African National Congress of Nelson Mandela (operating from exile) and the white Nationalist Party of Frederick de Klerk, created the conditions for political negotiations and the terms of political settlement. In the years leading to the first democratic elections in 1994, these political elites worked through personal and ideological differences to create the possibility of a relatively nonviolent transition to democracy. Ordinary South Africans, black and white, did not have structured and planned forums through which to negotiate three centuries of colonialism and apartheid. In public spaces, such confrontation on equal terms under the law would, inevitably, create tensions and conflicts through which these ordinary persons would need to work. There was no textbook for what South Africans called “transformation.” How does one lead during this kind of transition? How does one lead on the privileged terrain of white culture and tradition that is so powerfully vested in its institutions? And how does a black dean lead white colleagues in the task of institutional transformation?  \nThe Educational Forum •Volume 69 • Winter 2005 • 203  \nJansen  \nAffirmation  \nThe first thing I learned was the importance of creating an open and comfortable space within which South Africans could express themselves. This was difficult given an institutional culture that was hierarchical, rigid, rule-driven, authoritarian, and patriarchal. White colleagues needed to express their concerns and fears about the transition to democracy in their existing work environment. And incoming black colleagues needed to articulate fears and concerns about their new home.  \nLeadershipisasmucha  \nspiritualconnectiontothe heartsof peopleasitisa managerialconcernabout professionalperformance.  \nI had to convey a sense of affirmation of the resident culture tothe academic and administrative staff, mainly white. I also had to convey a sense of change and transformation in this white institution that was built by several generations of the Afrikaner elite with substantial privilege and investment from the National Party—the political home of most Afrikaners and the party that won the whites-only election in 1948 on the platform of apartheid.  \nAffirmation required recognition and acceptance that Afrikaans was the major institutional language. It required me, as a leader, to learn, speak, and improve my rather shaky Afrikaans. As an outsider, appreciating the emotion invested in this language by its primary speakers was difficult. Afrikaans had become, inmanyways, the most dominant symbol, culturally and politically, of the collective confidence and social status of white Afrikaners. I knew that to chart transformation at Tukkies (the colloquial name of the University of Pretoria, which previously had been named Transvaal Universiteits Kollege or TUKS), I would have to engage colleagues and pursue transformation through Afrikaans. My initially broken Afrikaans—where the verb typically appears at the end of a sentence—improved, and my confidence in the language grew.  \nI had to overcome rudiments of my own hostility toward the language. I grew up in ","cbCaip9SOGUDIDk4","https://ap.wps.com/l/cbCaip9SOGUDIDk4","pdf",87823,"English","en",105,"# The Color of Leadership - by Jonathan D. Jansen\n## Leadership as affirmation and transformation\n## The political transition and the need to negotiate change\n## Learning and using Afrikaans in institutional transformation\n## Navigating fear, loss, and reconciliation","[{\"question\":\"What does the essay present as the central challenge of leading during South Africa’s transition to democracy?\",\"answer\":\"It highlights the difficulty of leading institutional transformation in a hierarchical, rule-driven culture while engaging both white colleagues’ fears and incoming black colleagues’ anxieties.\"},{\"question\":\"How does the author connect leadership with emotion and spirituality?\",\"answer\":\"The essay states that leadership is not only managerial performance but also a spiritual connection to the hearts of people.\"},{\"question\":\"Why is Afrikaans so important to the transformation described in the essay?\",\"answer\":\"Afrikaans is portrayed as the major institutional language and a dominant cultural-political symbol for white Afrikaners, requiring the author to learn, speak, and work through it to pursue transformation.\"}]","The Color of Leadership - by Jonathan D. 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