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  • 1. Leadership Development Program The Leadership Network http://leadershipnetwork.mu
  • 2. Today’s Agenda • Welcome • Ice-breaker • Session 1 – Leadership (overview) • Break • Session 2 – Citizenship • Lunch • Root cause analysis & Group project
  • 3. Activity ICE BREAKER
  • 4. Our Expectations • Participate • Read • Think • Take „Personal‟ Notes 4
  • 5. 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
  • 6. PRESENTATION
  • 7. Session 1 - Agenda 1. Definition of Leadership 2. Leadership & Change 3. Technical & Adaptive changes 4. Transformational / Transactional Leadership 5. Leadership-Follower dynamic
  • 8. 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?
  • 9. 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?
  • 10. 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?
  • 11. 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
  • 12. • 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
  • 13. 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
  • 14. 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
  • 15. Leadership v/s Authority • Authority, influence and power are critical tools • But they do not define leadership
  • 16. 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.
  • 17. 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
  • 18. Activity YOUR VISION
  • 19. 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
  • 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
  • 21. Looking at the Future • Submit lists on normal paper (3-4 pages) • Education • Xx • Xx • Behaviour • Xx • xx • Transport • xxx 22
  • 22. PRESENTATION
  • 23. • Great followers produce great leaders… • Great leaders produce great followers
  • 24. • Transformational leadership espouses a relationship between leaders and followers in which each transforms the other. Transformational Leadership
  • 25. Leaders transform followers, helping them to become leaders themselves Both are deeply involved in the dance of change Transformational Leadership
  • 26. • 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
  • 27. 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
  • 28. 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
  • 29. 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
  • 30. Technical Problems • Tire puncture • Fused bulb • Bone fracture • Short-sightedness Adaptive Challenges • Severe heart condition • Drug addiction • High failure rate • High crime rate • Corruption
  • 31. Leadership for social change Need to differentiate between • Technical problems • Adaptive challenges
  • 32. Leadership for social change • Technical problems: solutions are known to the relevant experts / authorities • No specific effort required from those affected
  • 33. 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
  • 34. 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?
  • 35. THE MODEL CHANGE Society / Community ValuesIndividual Values Group Values • Consciousness of Self • Congruence • Commitment • Collaboration • Common Purpose • Controversy with Civility • Citizenship
  • 36. Key Leadership Values • Citizenship • Collaboration • Common Purpose • Controversy with Civility • Consciousness of self • Congruence • Commitment  
  • 37. The Model
  • 38. Why do we need a model? • A guide • A common understanding • A yardstick
  • 39. 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?
  • 40. – Differences between Management and Leadership?
  • 41. 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
  • 42. Quick Recap • Leadership as an ethical process • Leading ourselves • Leadership & authority • Leader-follower dynamic • Transformational leadership • Technical / Adaptive problems • Values-driven leadership model
  • 43. Session 2 Citizenship
  • 44. 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
  • 45. WHAT IS CITIZENSHIP?
  • 46. Citizenship • Citizenship is a nebulous concept, often associated only with government, political parties, voting, and political organizations.
  • 47. 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
  • 48. 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
  • 49. 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
  • 50. 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.. .
  • 51. Citizenship • Democracy refers to people working together so that communities can function
  • 52. Citizenship • Citizenship means more than membership; it implies active engagement of the individual and the leadership group in an effort to serve the community.
  • 53. Community • What are the communities you feel part of? • How can you be active citizens of these communities?
  • 54. Community • A community is a group of people who have some defined trait or circumstance that binds them together
  • 55. Community • Citizenship centers on active community participation as a result of a sense of responsibility to the communities in which we live.
  • 56. Leadership for social change • Leadership requires an awareness that problems affect not only others but also ourselves directly or indirectly
  • 57. 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
  • 58. 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
  • 59. Citizenship • Absence of citizenship • Passive citizenship • Good citizenship • Active citizenship
  • 60. Active Citizenship through • direct service • community research • advocacy and education • capacity building • political involvement • socially responsible personal and professional behavior • Active participation in associations
  • 61. “Bonding” and “Bridging” Social capital is about the value of social networks, bonding similar people and bridging between diverse people, with norms of reciprocity.
  • 62. Recap • Active citizenship • Community • Bonding • Bridging
  • 63. Activity Role-Play Good/active and Bad Citizenship
  • 64. 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
  • 65. LUNCH BREAK
  • 66. 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
  • 67. Discussion • Why is citizenship one of key values of leadership? • How do the ideas discussed apply to educational institutions and business organisations?
  • 68. “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
  • 69. 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.
  • 70. „Be the change that you wish to see in the world.‟ Mahatma Gandhi
  • 71. Activity ROKEACH SURVEY
  • 72. APPROACH TO CHANGE Root-Cause Analysis 73
  • 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‟)
  • 74. THE FISHBONE DIAGRAM 75
  • 75. THE FISHBONE DIAGRAM 76
  • 76. 5 x WHY? - EXAMPLE Known criminals are notarrested 77
  • 77. Activity Group Work
  • 78. 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
  • 79. DISCUSSION
  • 80. 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
  • 81. QUESTIONS
  • 82. FEEDBACK ON THE SESSION
  • 83. THANK YOU

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