Tahn Mehr Case Study
The Tangguh project seeks to develop a liquefied natural gas (LNG) facility in Tahn Mehr, which on completion will have the following facilities: two production platforms in the bay, numerous subsea pipelines, an LNG production facility, storage tank, an airstrip, an LNG loading tanker, offices and houses for accommodation (BP Magazine 2004). Execution of this project will result in the resettlement of the community residing in this interior area of Jakarta. It is expected that the leadership of BP (British Petroleum) should play its role in safeguarding the best interests of the community living in this area. This includes ensuring the community is resettled in the best way possible and that all their needs are catered. In cases like this, the leadership involved may not always act accordingly as is expected by the community. The management leadership practices assert that leadership is a form of partnership (Dubrin, 2010). This means good leadership focuses on ensuring that the partners involved should have continuous dialogue to influence their decision making process. In the case of Tahn Mehr, it is evident that the leadership of BP did not effectively indulge the community in their decisions about the process of resettlement.
Best leadership gives the individuals involved a right to refuse to a proposal given by the other party. However, in the case of Tahn Mehr, the management of BP does not give priority to the community to air their views about the proposed resettlement to the New Tahn Mehr. It could be possible that the community was not ready to be resettled from their ancient land due to the cultural grounds that they had with this place. It is required that both parties should have been jointly accountable to the outcome of this resettlement issue. They should demonstrate complete honesty in any actions taken for proper leadership to prevail so that neither party feels shortchanged at the end of the day. Current learning on leadership emphasizes it should be a relationship with the people that you serve as a leader and not only on what you do for them but how you relate with them (Dubrin, 2010). In this case, it is expected that the leadership of BP should have created a mutual relationship with the community of Tahn Mehr. This could have given these people much confidence on BP and make them feel as part of the project that was to be developed in their locality.
BP formed numerous panels and commissions to oversee the effective resettlement of the community but it could be wise if the leadership of the company itself held such positions in efforts to ensure that they deal closely with these people. This could help a great deal in developing a good relationship and understanding out of the needs of the affected community. Good leadership embraces flexibility and adaptability and to this effect the managers of BP could have acted like agents of change to the Tahn Mehr community and help them in accepting the change that happened. They could have laid down strong mechanisms to enlighten the community about the need for the resettlement and be honest with them on the benefits and shortcomings of the project that they were to undertake in their vicinity. This could have helped in ensuring a smooth transition for the community in their new settlement.
BP (2004). Tanah Merah: Resettling a Village. The BP Magazine, (1), 52-58.
DuBrin, A. J. (2010). Leadership: Research Findings, Practice and Skills. (6th ed). Mason,
Ohio: South Western Publishing Co.