Leadership Development Program

The Leadership Network

http://leadershipnetwork.mu

Today’s Agenda

• Welcome

• Ice-breaker

• Session 1 – Leadership (overview)

• Break

• Session 2 – Citizenship

• Lunch

• Root cause analysis & Group project

Activity

ICE BREAKER

Our Expectations

• Participate

• Read

• Think

• Take „Personal‟ Notes

4

Looking at the Future

• How do you see yourself in 15-20 years?

• What would you LIKE your personal and

professional situation to be?

• Who will take you there?

5

PRESENTATION

Session 1 - Agenda

1. Definition of Leadership

2. Leadership & Change

3. Technical & Adaptive changes

4. Transformational / Transactional

Leadership

5. Leadership-Follower dynamic

Journal note - 1

• My understanding of leadership at this

point in time…

• Names that are uppermost in my mind

when I think of great leadership?

Brainstorming

• What do we mean by leadership?

• What is the goal of leadership?

• Do we have a common understanding?

• What names come to mind when we

think of great leadership?

What is leadership?

• Leadership is motivating, mobilizing,

directing people to collaboratively

pursue a shared vision that

produces positive transformation

• Leadership is an ethical process, an

activity

• Why ethical?

The Goal of Leadership

• The goal of leadership is to mobilise

oneself and/or others to change in a

positive and sustainable manner

• Sustainability will depend on our ability

to grow other leaders

• REAL leaders continue to influence

even in their absence

• Effective self-leadership is the

foundation of great leadership

• People follow you because of who you

are

• “If leaders are to be successful, they

must first lead themselves.” (John Maxwell)

Self-Leadership

Self-leadership

• Leadership has to do with

–Doing („savoir faire‟)

–Learning

–Becoming

–Being („savoir être‟)

• We need to be prepared to embark

on an inner journey

Leadership and status

• Leadership is an activity not a status

• Leadership is exercised at all levels of the

organisation (and of society) – not just at

the top

• Leadership is not to be confused with being

the boss, the head, the manager, the

rector, the minister, the prime minister etc

– These titles only indicate authority/power

• Servant leadership

Leadership v/s Authority

• Authority, influence and power are

critical tools

• But they do not define leadership

Democratization of

Leadership

• From an elitist paradigm in which

leadership resided in a person, to a

new one in which leadership is a

collective process that is spread

throughout networks of people.

Leader-Follower Dynamic

Good leaders

• Trustworthy

• Honest

• Committed

• Innovative

• Competent

• Courageous

• Take initiatives

Good followers

• Trustworthy

• Honest

• Committed

• Innovative

• Competent

• Courageous

• Take initiatives

• Great followers produce great leaders…

• Great leaders produce great followers

Activity

YOUR VISION

Looking at the Future

• How do you see Mauritius in 15-20

years?

• What would you LIKE to see ?

• What changes do you wish

• At country level

• In your organisation

• In the way people behave

20

Looking at the Future

• Make a list of 8-10 wishes / changes (5

min)

• Form teams of 10-12 people

• Group the wishes under

Themes/Headings (20 min)

• (eg. Education, Behaviour, Health, etc)

• Submit lists

21

Looking at the Future

• Submit lists on normal paper (3-4 pages)

• Education

• Xx

• Xx

• Behaviour

• Xx

• xx

• Transport

• xxx 22

PRESENTATION

• Great followers produce great leaders…

• Great leaders produce great followers

• Transformational leadership

espouses a relationship between

leaders and followers in which each

transforms the other.

Transformational

Leadership

Leaders transform followers,

helping them to become leaders

themselves

Both are deeply involved in the

dance of change

Transformational

Leadership

• The aim of leadership is to transform

leaders and followers into better, more

self-actualized people

• The process involves leaders and

followers raising one another to higher

levels of motivation and morality

Transformational

Leadership

Transformational

v.s

Transactional Leadership

• Transactional leadership involves

power wielders engaged in a politics of

exchange

• more interested in satisfying their

own purposes than in the

aspirations of their followers

Leadership is redundant if the goal

is to maintain status quo.

Is the absence of required change

an evidence of leadership failure? –

Leadership for social

change

Leadership for social

change

• Change is the ultimate goal of the

creative process of leadership – to

make a better society / a better world

or simply to live a better life

Technical

Problems

• Tire puncture

• Fused bulb

• Bone fracture

• Short-sightedness

Adaptive

Challenges

• Severe heart condition

• Drug addiction

• High failure rate

• High crime rate

• Corruption

Leadership for social

change

Need to differentiate between

• Technical problems

• Adaptive challenges

Leadership for social

change

• Technical problems: solutions are

known to the relevant experts /

authorities

• No specific effort required from

those affected

Leadership for social

change

• Adaptive challenges: requiring

collaborative and innovative

approaches, and changes in people‟s

priorities, beliefs, lifestyles, learning

AND effective leadership

–With risks of failure / losses

Leadership for social

change

• Leadership is a relational and ethical

process of people together attempting

to accomplish positive change

– focus on values and authentic

relationships

• What are some of these values?

THE MODEL

CHANGE

Society / Community Values Individual Values

Group Values

• Consciousness of Self

• Congruence • Commitment

• Collaboration

• Common Purpose

• Controversy

with Civility

• Citizenship

Key Leadership Values

• Citizenship

• Collaboration

• Common Purpose

• Controversy with Civility

• Consciousness of self

• Congruence

• Commitment

The Model

Why do we need a

model?

• A guide

• A common understanding

• A yardstick

Journal note - 2

• In what way has your understanding of

leadership changed after the first session?

• How will this change in understanding

affect our future behaviour as leaders?

• Names that are uppermost in my mind

when I think of great leadership?

–

Differences between Management and Leadership?

Management Leadership

Focus: current priorities Initiating change

Working in the systems Working on systems

Reacting Creating opportunities

Controlling risks Innovating

Enforcing rules Formulating new rules

Following directions Providing vision/direction

Controlling people Motivating people

Coordinating activities Growing other leaders

Giving instructions Coaching 42

Quick Recap

• Leadership as an ethical process

• Leading ourselves

• Leadership & authority

• Leader-follower dynamic

• Transformational leadership

• Technical / Adaptive problems

• Values-driven leadership model

Session 2

Citizenship

Objectives of Session 2

• By the end of this session participants will demonstrate a clear understanding of the following concepts:

– Good and Active Citizenship

– Ubuntu

– Social capital

– Bonding

– Bridging

WHAT IS CITIZENSHIP?

Citizenship

• Citizenship is a nebulous concept,

often associated only with

government, political parties, voting,

and political organizations.

Active Citizenship

• Active citizenship involves working to

make a difference in the civic life of

our communities

• And developing the combination of

knowledge, skills and values and

motivation to make that difference

Why do we get involved?

• Personal connection with the social

issue

• Enjoying connection with others while

working together

• Recognizing that helping others

ultimately helps oneself

Why do we get involved?

• Recognizing the interconnected

nature of problems

–a good education benefits

individuals as well as society

• Experiencing a deep satisfaction from

being involved in making a difference

for something that truly matters

Why do we get involved?

• Being involved in a purpose greater

than self

–Being a teacher to help children,

being a lawyer to protect people‟s

rights, being a journalist to reveal

the truth.. .

Citizenship

• Democracy refers to people working

together so that communities can

function

Citizenship

• Citizenship means more than

membership; it implies active

engagement of the individual and the

leadership group in an effort to serve

the community.

Community

• What are the communities you feel

part of?

• How can you be active citizens of

these communities?

Community

• A community is a group of people

who have some defined trait or

circumstance that binds them

together

Community

• Citizenship centers on active

community participation as a result

of a sense of responsibility to the

communities in which we live.

Leadership for social

change

• Leadership requires an awareness

that problems affect not only others

but also ourselves directly or

indirectly

Ubuntu – South African Concept

My humanity is caught up, is

inextricably bound up in yours – a

person is a person through other

persons – one belongs to a

greater whole and is diminished

when others are humiliated or

diminished

Leadership for social

change

• Change should be preceded by an in-

depth understanding of root causes

and of the underlying systemic issues

• Leadership implies intentionality – the

change is not random

Citizenship

• Absence of citizenship

• Passive citizenship

• Good citizenship

• Active citizenship

Active Citizenship through

• direct service

• community research

• advocacy and education

• capacity building

• political involvement

• socially responsible personal and professional behavior

• Active participation in associations

“Bonding” and “Bridging”

Social capital is about the value of

social networks,

bonding similar people and

bridging between diverse people,

with norms of reciprocity.

Recap

• Active citizenship

• Community

• Bonding

• Bridging

Activity

Role-Play

Good/active and

Bad Citizenship

Good/active and Bad

Citizenship

• 4 teams

• Prepare a sketch to demonstrate

Good/Active or Bad Citizenship

• 15 minutes preparation (plus lunch time)

• 5 minute sketch (maximum actors)

• Choose a real-life problem

• Observers 65

LUNCH BREAK

Good/active and Bad

Citizenship

• Debrief

• Observers

• Participation-all or minority active?

• How was the problem chosen?

• How were the actors chosen?

• How were disagreements managed?

• Interesting to observe?

67

Discussion

• Why is citizenship one of key values of leadership?

• How do the ideas discussed apply to educational institutions and business organisations?

“Change will not come if we wait for

some other person or some other

time. We are the ones we've been

waiting for. We are the change that

we seek.”

Barack Obama

Change

This in turn could have changed the nation and I could indeed have changed the world…

When I was young, I wanted to change the world.

I found this difficult, so I tried to change my nation.

When I couldn‟t do this, I began to focus on my town.

This too proved a daunting task, so as a middle-aged man, I tried to change my family, in vain.

Now as an old man, I realize the only thing I can change is myself.

Suddenly, it became clear that if long ago I had changed myself, I could have had an impact on my family.

My family and I could have made an impact on our town.

„Be the change that you wish to see in the world.‟

Mahatma Gandhi

Activity

ROKEACH SURVEY

APPROACH TO CHANGE

Root-Cause Analysis

73

What is Social Change?

• Not charity and shallow volunteerism

–Charity - risk of creating dependencies

–Focus on root causes of problems

–Focus on building relationships and

collaboration with others (including the

„victims‟)

THE FISHBONE DIAGRAM

75

THE FISHBONE DIAGRAM

76

5 x WHY? - EXAMPLE

Known criminals are not arrested

77

Activity

Group Work

Group Work

• 4 Groups, 20 minutes

• 1 Theme (changes identified earlier)

• Collect all changes/problems mentioned

• Identify problems precisely

• Choose 1 main problem

• Work on Root Causes

• 1 Note-taker / Presenter : findings 79

DISCUSSION

Group Work

• Main problem identified

• Root Causes identified

• Do you have enough info?

• Did you find THE solution to the

problem?

• Technical or Adaptive problem?

81

QUESTIONS

FEEDBACK ON THE

SESSION

THANK YOU