In true management science, leadership positions are not viewed as privileges to be granted, but as responsibilities and challenges, as a position is not a medal of honor, but a trust and burdens that weigh heavily and can only be dealt with through work and commitment. The higher the position, the greater the responsibility.
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At its core, management is not authority, but a service and a translation of visions. It is not merely a formal presence, but a substantive impact that extends across the institution, the country, and the citizens through responsible decision-making and correct vision.
The chair itself is nothing but a piece of furniture, but the person who can give it meaning and essence is the one who makes the difference and achieves an impact.
How many significant positions are diminished by their holders, and how many modest positions are magnified by those who lead and bear their responsibilities.
A true leader does not concern himself with trivial matters nor expends his energy on minor details that undermine the greater vision and diminish achievements. He sees the broader perspective, prioritizing the institution's interest above personal considerations and overlooking minor details.
In the experience of His Excellency Akel Biltaji, for example, we find a model of management based on fieldwork rather than office-bound. Whether in municipal work or in tourist sites, being present in the field was part of his leadership philosophy, which included monitoring, communication, and direct listening. This is a school of management that emphasizes that a leader does not wait to be served, but rather takes the initiative to serve, works, and translates visions and plans into tangible achievements on the ground.
Modern management science, from schools of transformational leadership to the concept of servant leadership, emphasizes that impact is more important than power, and that building teams is more important than imposing decisions. A successful leader is one who creates leaders, not followers, and leaves behind a system that operates efficiently after his departure from the post, not a vacuum that makes everyone feel his value when he is absent, as is the case in many situations of public administration where the responsible party tends to exclude those with competence and talent in favor of others lacking initiative to monopolize the top.
Management is a charge because its results affect people and directly reflect on their interests: the employee in his office, the guest in the hotel, the investor in his decision, and the citizen in his role. Also, any decision will inevitably carry economic, social, and ethical impacts.
The administrative position grows in value when managed with a mentality of responsibility, and shrinks when managed with a mentality of privilege.
In our institutions, we need to establish the concept that the real value is not in the title, but in the giving and achievement, and that those who serve sincerely and diligently from any position rise above any designation. Positions change, and chairs rotate, but professional reputation and positive impact remain.
Management is not an honor to be celebrated, but a charge to be held accountable for. And those who understand this meaning realize that the chair does not make the leader, but it is the leader who enhances the value of the chair.
