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Dr Audrey Hinchcliffe, founder of Manpower & Maintenance Services Limited, says leadership plays a vital role in national development as well as organisational progress

This was a theme addressed during her presentation at the distinguished lecture and scholarship recognition ceremony held at the University of the Commonwealth Caribbean (UCC) earlier this month. 

Below is her full presentation: 

Redefining leadership: Towards a paradigm shift for economic development

Let me begin by thanking you all for inviting me to speak at this annual distinguished lecture and scholarship recognition ceremony that celebrates academic excellence and institutional leadership.

I take this opportunity also to commend the UCC for the tremendous contribution that it continues to make to the educational landscape of this country; breaking barriers, forging new pathways, expanding opportunity and access for many who might otherwise be underserved, and supporting Jamaica’s need for more relevant and effective educational initiatives to meet the needs of a changing world.

And it is the awareness that there must be a constant effort to assess, and devise more relevant and effective initiatives to drive Jamaica’s development, that led me to choose the topic ‘Redefining Leadership: Towards A Paradigm Shift for Economic Development‘ for today’s presentation.

As a small island and a developing nation, we continue to face numerous obstacles as we strive to find our place in an unpredictable and increasingly complex world, characterised by rapid technological advancements and constant change. 

It is perhaps more obvious today than ever before that there is no gallant knight riding in on a charger to save us. We must therefore save ourselves by exploring and pursuing new plans and programmes, new partnerships, new directions and opportunities to implement stronger economic and social initiatives for sustainable growth and development.

The world is radically different today than it was yesterday – and whether we sink or swim will depend heavily on leadership and visionary thinking. This, in my view, will not only pave the way for economic independence but also enable us to become more socially stable. Economic independence must be closely aligned to social stability as we can hardly have one without the other.

If there was ever a time to summon that indomitable spirit, the resilience for which we are famous … that time is now.

Addressing the Jamaica Stock Exchange’s 21^st Regional Investments & Capital Markets Conference on January 20, Prime Minister Andrew Holness identified “struggling for … Jamaica’s economic independence,” as a priority, further asserting that “pursuing economic independence ultimately will result in … political independence.”  

That “economic struggle” continues to be a primary topic for national discourse 64 years after independence, not only highlighting the ongoing challenge of achieving that economic independence, but raises questions about the effectiveness of past vision and leadership in this regard.

If, after over six decades of self-government, the pursuit of economic stability remains a struggle, it begs the question: When will Jamaica develop a firm foundation on which this and succeeding generations can build a more secure, economically and socially stable future? 

The late National Hero Norman Washington Manley encouraged confidence in the future and in what he referred to in pre-independent Jamaica, in a speech delivered in 1938, as “the long slow steady effort that can alone bring ultimate success.”

Despite the need for that “long slow steady effort,” however, he no doubt saw Jamaica achieving much more and being further ahead in 2026 … almost a hundred years after he made that statement. Can this country put a timeline on the progress it so desperately needs, and what must its people do to achieve it?

Examining the effects of colonisation on Caribbean development in his 2021 publication “How Britain Underdeveloped the Caribbean …,” Vice Chancellor of the University of the West Indies, [Professor] Sir Hilary Beckles, notes that “Poverty stands unredressed as the most visible sign and enduring symbol of the economy, despite centuries of engagement with the global world order.” 

For Jamaica and other territories in the region, it would appear then that with the vestiges of the colonial era continuing to linger decades after independence, the traditional approaches to economic development have not been working effectively in our favour.

This presentation is therefore based on the premise that for us to achieve our economic and other development goals, there is need for a paradigm shift; one that considers our own peculiarities; that embraces inclusivity, sustainability and adaptability. And this shift must encompass a redefinition of leadership and its importance to economic development. This underscores the need for leaders who are not only visionaries but also catalysts for change, capable of navigating the complexities of our time … and fostering collaborations across new and diverse sectors. This shift is essential for achieving the success envisioned by the architects of Jamaica’s independence, as well as our present leaders. 

This discussion will therefore briefly examine how leadership in the modern era must evolve to foster sustainable, inclusive economic growth. It will address four of the areas that I believe are essential to helping Jamaica gain a firmer footing as we face the critical challenges of this new age. These areas include:

·      Collaborative Leadership and the necessity for its adaptation as Jamaica charts the way forward.

·      Education and Training for Workforce and Social Development. 

·      The role of Innovation and Adaptability; and

·      Sustainability for Economic Development.  

Leadership

In his book Reimaginative Leadership, Professor of Educational Policy Planning and Leadership and Head of the Caribbean Centre for Educational Planning at the University of the West Indies, Mona Campus, Canute S. Thompson, defines Leadership as “an organizational asset which is deployed for the purpose of enabling an organization [or country in this case] to achieve goals it sets itself.”

Professor Thompson further asserts that, “… the twenty-first century calls for approaches to leadership which differ from previous periods in human history …” This, he argues, is “grounded in several historical facts, chief of which is that people’s access to information and diverse perspectives on issues is far greater now than at any other time in human history.”

It would appear then that in this era, the traditional leadership models that focus on hierarchy and authority, that favour control and top-down decision making – “usually based on tenure, rank and position” … 

not only appear outdated but can negatively impact our efforts to chart a successful economic course for the future. These models of leadership, according to the experts, can suppress creativity and innovation, alienate stakeholders, perpetuate inequality, and contribute to ongoing economic stagnation by concentrating power among a select few.

We are all familiar with organisations in which high-level executives make decisions that trickle down to employees without those employees having any insight … or limited, if any input …into how or why those decisions are made. In this environment, while there may be compliance and even a level of productivity, employees may be demotivated, disengaged and less inclined to be innovative as they may feel their voices and creativity are being stifled. The same applies at the national level.

Collaborative Leadership

Another definition presents Leadership as being even more personal. It is defined as “… a social process that enables individuals to work together to achieve results that they could never achieve alone.”

All definitions, I believe, make the case for Collaborative Leadership which is defined as a “management practice in which members of a leadership team work together across sectors to make decisions and keep their organization thriving.”

A feasible paradigm for economic development must, therefore, in my view, prioritizecollaborative leadership which involves strategic cooperation and partnership – between the private and public sectors, with citizens, as well as with regional and global allies. At the micro level leaders must actively pursue and encourage stakeholder engagementinvolving a diverse range of participants, including community members, businesses, and non-profit organisations in the decision-making process. This collaboration ensures that multiple viewpoints are heard and considered and that solutions are more holistic and equitable.

We can learn valuable lessons from the COVID-19 pandemic as well as Hurricane Melissa about the importance of collaboration. As I indicate in my book A Time Like No Other – The Covid-19 Pandemic: Perspectives on Jamaica’s Experience and a recently published article … After Hurricane Melissa: Collective Progress, A Key Benefit Of Cooperation …“Cooperation and collective progress come with lasting benefits, among which are the pooling of resources and skills, increasing productivity, distribution of workload, strengthening relationships, boosting societal harmony and making goals achievable that individuals alone could not attain.”

Writing in the online article, Collaborative Leadership: What It Is and Why It’s Important, Shayna Joubert, notes that “When executives can successfully embody collaboration, they create a needed feeling of transparency across teams. This transparency fosters an environment of openness, trust, and comfort that, in turn, allows professionals to freely share different perspectives, voices, opinions, and ideas across sectors—a necessary step in the innovation process.”

The writer also notes that, “Alongside an increase in innovation, studies show that this type of environment also sparks productivity among employees. According to Forbes, companies that “promoted collaborative working were five times as likely to be high performing.” 

“Overall, organizations that are led by collaborative leaders,” the writer continues, “are likely to develop more agile, innovative, and high-functioning teams that can make a lasting impact across industries.”

Does Collaborative Leadership then have a role to play in how we govern in Jamaica, set national goals and embark on the strategies to achieve them? I believe it does. And it should not only be adopted at the level of the political directorate but across the various sectors throughout society. 

Another writer notes that “In this uncertain new geopolitical order, one lesson stands out clearly: collaborative global leadership is not optional—it’s a necessity.” For example, we saw nations collaborating during the global pandemic – to develop prevention as well as treatment protocols for COVID-19. There is reason to believe that approach can also work at the national level.

In a world where challenges are increasingly complex … ranging from climate change to social justice … leaders must embrace a collaborative mindset. Although the road to success may be paved with obstacles, they must be willing to engage in difficult conversations, listen, challenge biases, and create spaces where more voices are heard and different ideas can contend. This is one of the routes, in my view, to building a positive economic and socially stable environment and a future that is not only visionary but also equitable.

At the core of collaborative leadership, must also be visionary thinking. This enables leaders to assess the environment in which they operate; to think long-term and to imagine a future that it may take others longer to envision. In this regard, they are not afraid to challenge the status quo. They understand that the world is in constant flux, and they embrace change as an opportunity rather than a threat.

The following areas are also among those that must be re-imagined by collaborative and visionary leaders to achieve the transformation and economic stability that Jamaica needs.  

Education & Training for Workforce & Social Development

(Lessons from the MMS / IWED Story)

The first is Education and Training for Workforce and Social Development. These are not only critical for national advancement. They are very dear to my heart.

Education today ought to do more than play the traditional role of simply providing academic instruction. It should be seen as a driver of societal progress delivering a broad range of both individual and national benefits. An investment in education and training is an investment in Jamaica’s economic future and social stability.

Education plays a pivotal role in driving economic development by creating a skilled and knowledgeable workforce. It reduces poverty by enabling people to increase their earning potential and ultimately improve their quality of life while contributing to the nation’s economy.  Studies show that in highly educated societies there is greater productivity and innovation, less crime, better health, lower unemployment rates and greater civic participation, as well as higher individual and collective achievements.

Education encourages innovation, paves the way for technological advancement, promotes critical thinking and informed choices, leading to more stable and equitable societies that attract greater investments as businesses favour a positive social climate. These benefits boost national productivity and build a workforce for sustained economic resilience and growth. That is the type of society that Jamaica, no doubt, aims to become and it will take a paradigm shift to get us there. 

The Labour Market & Productivity Sector Plan that forms part of Vision 2030 states, “The challenge facing Jamaica is to develop the economy through positioning itself in the global market so that it can increase productivity, while forging a competitive advantage, producing high value, low volume, highly differentiated goods and service for the niche markets, and to develop the skills and competencies of our human resources to ensure that the economy’s need for labour and the labour force’s need for employment are both satisfied.”

The strategic “objectives” of the Ministry of Education, Skills, Youth and Information are also aimed at “maximizing the percentage of the workforce that is trained and certified to satisfy labour markets demands.” It is evident that there is recognition of the importance of producing a cadre of lifelong learners, who are productive and can effectively pursue personal growth as well as contribute to national development. And there are existing organisations and institutions whose mandate is to ensure that these objectives are met.

However, for Jamaica to see greater economic benefit, more must be done in real time to narrow the gulf between the highly educated and skilled … and the unskilled. We must be nimbler in devising and implementing policies and strategies “to ensure the more effective upskilling of a workforce that can satisfy the demands of a changing marketplace.”

Addressing these challenges requires leaders who are willing and able to engage in ongoing policy assessment and revision, invest in schools and other learning institutions, support curricula revision to ensure that what is being taught aligns with current economic needs to provide students with appropriate skills for modern industries; and ensure that there is innovative teaching to keep education relevant, inclusive and desirable.

The story of the birth and growth of Manpower & Maintenance Services Limited, of which I am founder and chairman, is not just one of hard work, resilience and “The Will To Overcome,” as I mention in the book of the same name. It is also testament to the power of education and training and what can be achieved when there is a commitment to developing a skilled workforce. 

As an employer, one of the challenges that Manpower faced was recruiting employees who could perform optimally on the job. The Institute for Workforce Education and Development (IWED) was conceptualized and created as Manpower’s response to this need. IWED’s mandate has evolved with the focus today not only on training Manpower’s staff, but on adequately preparing employees both in and outside of the organization to enter and function efficiently and effectively at various levels in the workplace. 

In the process, we have become even more convinced that an educated workforce must be a cornerstone of any plan to advance economic development. Education and training provide individuals with the skills they need to thrive in a modern job market. By investing in our employees, we are also contributing to bridging the skills gap, enhancing employability, contributing to the social mobility of hundreds of individuals and by extension helping to stabilize communities and stimulate economic growth. 

At the same time, IWED did not accomplish this alone. Of critical importance is the collaboration with educational institutions like HEART/ NSTA Trust, other industry leaders, and agencies – a key to creating a workforce that meets the demands of both today and tomorrow. 

The point here, is that while there is awareness at various levels of the society about the importance of developing our human resources to meet the needs of the marketplace and a changing world, there remains a “critical skills gap” that continues to negatively impact recruitment and productivity. As industries evolve and technology advances, this gap will only increase if the issue is not treated with the urgency it deserves. 

In the chapter on technical and vocational training and the potential for human resource development included in my book The Will To Overcome …, I make the point that “achieving productivity goals … ought to be matched with organizational performance including effectiveness of leadership strategy and policy planning, recognition of the potential of the workplace, the quality of systems, process and the organization’s culture in investing in education and training.”

If Jamaica is to gain the economic and social stability it seeks, greater emphasis must be placed on workforce education and training. This is essential for empowering people to reach their full potential and for building a resilient economy. A radical change is required for skills development. This is a time for agile leadership and bold decision-making.

Adaptability and Innovation 

One writer suggests that “Economic resilience is the ability of an economy to absorb shocks and recover quickly from setbacks.” At the same time economic adaptability refers to adjusting to change and sustaining growth.

The rapid developments in information-communication technology, shifting global market dynamics and the occurrence of natural and other disasters … are just some of the factors that have increased the demand for territories like Jamaica to become more adaptable and innovative, if they are to achieve sustained growth and development. This is not an environment for the weak or indecisive.

Over the years, Jamaica has had its share of economic shocks. From the financial meltdown of the 1990s to the onset of the COVID-19 pandemic in 2020 and the onslaught of Hurricane Melissa in October 2025 – just to name a few – Jamaica’s mettle has been severely tested. The island is still in recovery mode.

These incidents confirm, once again, that challenges will come. They also underscore the need for us to be prepared to deal with them. Building economic resilience and adaptability is imperative and requires cooperation among governments, businesses, and civil society. This ongoing process demands strong and decisive leadership, long-term planning, regular evaluation, and strategic flexibility to adapt to change and keep the economy competitive and robust.

Today’s leaders must be agile decision makers. They must be able to pivot rapidly in response to changing circumstances, which requires quick thinking, a flexible approach to strategy development and the willingness to adapt to new information and feedback.

Once again, public- private partnership is also a useful strategy to boost economic resilience and adaptability. This partnership is defined by The Canadian Council for Public-Private Partnership (2015) as, “a cooperative venture between the public and private sector built on the expertise of each partner, that best meets clearly defined public needs through the appropriate allocation of resources, risks and rewards.”

Some development experts advance the view that “public-private partnerships represent the new archetype for future economic development. Simply put, development depends on business. The eventual reality in the long term is that without development there will be no business. … There must be partnerships for progress on all fronts. There must be mutual trust, understanding and social cohesion between the public and the private sector.”

 In a cash-strapped economy, public-private partnerships can facilitate resource sharing and innovation.

While this idea is not new, Jamaica can benefit from a renewed effort to foster deeper and more meaningful collaboration between government, businesses, and civil society to address economic challenges and enhance resilience. 

The full-fledged embracing of digital technologies at all levels is also imperative for encouraging innovation and enhancing economic development. Leaders should seek to harness new and evolving technologies to improve efficiency, reach new markets and strengthen stakeholder engagement. 

No Jamaican child should graduate from school today without being computer literate. And I am referring here to them being exposed through structured programmes facilitated by revised curricula – not just through their own initiatives on whatever devices they may have.

Any paradigm shift, in my view, must also include the promotion of innovation and entrepreneurship. These must be key catalysts for adaptability and economic growth. It is important for the government and the business sector to create and sustain an environment that  encourages innovation and entrepreneurship, for example, by offering tax reductions and additional financial incentives. Change calls for visionary leaders who can think outside the proverbial box, challenge conventions and inspire those around them.     

Singapore, for example, a country that is sometimes compared to Jamaica in terms of how much it has progressed, is credited with investing substantially in education and skills training, providing support and creating avenues for innovation and entrepreneurship.  This has contributed to that country’s workforce now being both highly skilled and adaptable, enabling the nation to overcome economic challenges and sustain growth.

In my book, The Will To Overcome …, I also speak to the enormous potential of the field of engineering, “for harnessing human capital to create wealth, fuel growth and improve the overall human condition.” This, I argue, should become a “critical area of focus for developing nations like Jamaica. If human capital is the sum of a person’s knowledge and skills that a company or country can use to further its goals, think about what can happen in Jamaica with the number of engineering professionals among us.”

One on-line source notes that engineers apply “scientific and mathematical principles to design, develop, and maintain systems, structures, and processes across various industries. Engineers can specialize in diverse fields such as civil engineering, electrical engineering, mechanical engineering … [among] many others. They are responsible for conceptualizing, planning, and executing projects, ensuring they meet safety standards, regulatory requirements, and are economically viable.

“Engineers may work in various settings, including corporations, government agencies, research institutions, and consulting firms, collaborating in multidisciplinary teams to address complex technological and societal challenges. Their work is characterized by a combination of analytical thinking, creativity, and a dedication to improving the efficiency, safety, and sustainability of systems and technologies.”

It is time to put our engineers to more effective use, harnessing their creativity and expertise to provide better technological and other solutions to the specific development challenges we face.

Additionally, it is time for our leaders to explore other ways in which to diversify Jamaica’s economy by investing in new ideas to create different sectors and industries. A more diverse economy resists shocks better than one focused on few sectors. 

One of the lessons that COVID-19 also taught us is that there is room for change in the work culture. The notion of flexi-week has been on the agenda for some time, however, now may also be opportune to investigate and adopt other approaches to allow for greater flexibility. Organisations offering more part-time, remote, or freelance work—make it easier for both workers and businesses to adjust to shifts in employment trends.

Given the increasingly volatile nature of the global marketplace, the old order has become unreliable. There is no longer certainty concerning traditional trading partners or long-standing agreements on which we relied in the past. Considering these uncertainties, we must therefore explore other avenues of international trade and investment to support economic growth and resilience.

Technological innovation is also recognized as a critical driver of sustainability. It encompasses the development and application of new technologies that enhance efficiency, reduce waste, and improve environmental performance.  Similarly, the implementation of digital tools and platforms can streamline operations, leading to more sustainable business practices. 

When governments and businesses adopt these strategies, they can foster a stronger and more flexible economy that can thrive in a dynamic and changing world.

Sustainability in Economic Development 

Any paradigm shift for economic growth and development must also consider sustainability – not just in terms of environmental stewardship, which is also critically important for long-term economic viability – but also in terms of systems and institutions. It is important to give greater priority to integrating environmental considerations into economic planning.

Jamaica must intentionally stem the practices that allow systems, institutions and infrastructure to deteriorate requiring drastic measures and large budgets to revive them. We must institute and reinforce maintenance protocols that ultimately save time and money.

This is all part of creating a favourable and supportive environment for attracting more foreign and local investment, important for increasing capital inflow and technology transfer. 

A more supportive environment for economic activities will include rethinking priorities with greater investment in transportation, education, telecommunications, and sanitation, instituting and enforcing regulatory reforms, providing tax incentives where applicable, and overall improved infrastructure to facilitate trade and a better quality of life.

It will include revisiting development strategies, such as how both central and local government are organized. This requires a closer look especially at local government and the feasibility of assigning a more integral role to that area to facilitate greater involvement in overall governance at the parish level, greater social inclusion and improved access to basic services to lessen disparities in economic development. This, in my view, will help to better fit development efforts to regional needs and more accurately allocate resources to underdeveloped areas for balanced growth.  At the same time, there needs to be greater accountability at all levels of government. 

Strong governance and institutions are also integral to creating and sustaining a stable economic environment conducive to growth. Stability and growth require greater transparency, a reduction in corruption, and stronger legal frameworks to enhance investor confidence and increased economic activity.

A more stable environment and economic growth also require sound fiscal and monetary policies to control inflation, manage public debt, and promote the sustainability that Jamaica so desperately needs.

Conclusion 

Redefining leadership in the context of economic development requires a fundamental shift in mindset and practice. Professor Canute S. Thompson states in Reimaginative Leadership, “The leader of the twenty-first century will win respect not so much on how much they know but based on how well they are able to allow others to bring what they know to the table and to use their best judgment to inform the decisions of the organization. The wise leader … gives people the room to dream and to conceive ways in which they can add value …”

By embracing collaboration, re-thinking how we approach education and training, prioritising sustainability and innovation, and implementing sound fiscal and monetary policies, Jamaica’s leaders, at all levels, can forge a more sustainable path toward equitable and resilient economic systems that will yield more positive results. This paradigm shift not only addresses the challenges of today but also lays the groundwork for a more sustainable and prosperous future.

I thank you …

Dr Audrey Stewart-Hinchcliffe is chairman of Manpower & Maintenance Services Limited. Send comments and feedback to [email protected].