The Leadership Network Leadership Development Program              LDP
Today’s Agenda•   Welcome speeches•   Testimonials•   Ice-breaker•   BREAK•   Presentation – Leadership for Social Change•...
THE INITIATIVE• A few people met after realising they  shared similar views on a number if  issues…namely:• One of the roo...
THE INITIATIVE• 5 months of preparations. The  Leadership Network (TLN) is founded• Intensive leadership training, involvi...
THE INITIATORS• Rajendra Patil Hunma General Manager – HR, Currimjee Jeewanjee & Co. Ltd• Krishna Athal  Communication Man...
THE TEAM GROWS• Arvind, Ashvin, Avish, Djuneid, Madhvi,  Nilesh, Raksha, Rubina, Smitha,  Yashir, Zuhayr…
OUR BELIEF• True change starts on the inside and  works its way outwards• Anybody can be a good leader provided  his/her v...
OUR VISION• To foster social change through  leadership development• To provide opportunity to be part of a  network, wher...
THE MODEL• The Social Change Model was initially  designed more than a decade ago by a  team of researchers• Currently use...
COMMUNICATION• Online: Official Website  www.leadershipnetwork.mu• Facebook page (general public):  The Leadership Network...
Our Expectations•   This is a journey You embark on for Yourself•   Participate (8 Saturdays, 09h15 sharp! FB)•   Read•   ...
Testimonials
INTERACTIVE SESSION
INTERACTIVE SESSION    ICE-BREAKER
BREAK
Session 11. What is Leadership?2. Leadership for Social Change2. Social Change
Discussion• What do we mean by leadership ?• Do we have a common understanding?• Who are the leaders?
Discussion• Why are we interested in leadership?• What about the role of followers?
Current thinking• Leadership is not necessarily a  position• Leadership is not necessarily a status• Leadership is differe...
Leadership v/s Authority• Many people occupy positions of  authority without ever mobilizing their  organizations to addre...
Leadership v/s Authority• Authority, influence and power are  critical tools• But they do not define leadership• When I be...
Democratization of      Leadership - 1• From an elitist paradigm in which  leadership resided in a person, to a  new one i...
Democratization of       Leadership - 2• A future made up of complex, chaotic environments is less suited to the problem s...
Transformational         Leadership• Transformational leadership  espouses a relationship between  leaders and followers i...
Transformational      LeadershipLeaders transform followers,helping them to become leadersthemselves
Transformational           Leadership• The aim of leadership is to transform  leaders and followers into better, more  sel...
Transformational            v.s Transactional Leadership• Transactional leadership involves  power wielders engaged in a p...
Leadership for social          change• Leadership is a relational and ethical  process of people together attempting  to a...
Leadership for social           changeLeadership is redundant if the goal is to maintain status quo.Absence of required ...
Leadership for social          change• Change is the ultimate goal of the  creative process of leadership – to  make a bet...
“If leaders are to be successful, they  must first lead themselves.”                       (John Maxwell)
Leadership for social          change• Leadership requires an awareness  that problems affect not only others  but also ou...
Ubuntu – South African Concept My humanity is caught up, is inextricably bound up in yours – a person is a person through ...
Leadership for social          change• Change should be preceded by an in-  depth understanding of the underlying  systemi...
Leadership for social         changeNeed to differentiate between• Technical problems / solutions• Adaptive challenges / s...
Leadership for social         change• Technical problems: solutions are  known to the relevant experts /  authorities• No ...
Leadership for social          change• Adaptive challenges: requiring  collaborative and innovative  approaches, and chang...
Leadership for social          change• Leadership is a purposive process /  activity that is inherently value-based• What ...
THE MODEL                       Group Values                       •   Collaboration                       •   Common     ...
Community ValueCitizenshipA process whereby an individual and/or group becomes responsibly connected to the community an...
Group Values - 1Collaboration• Working with others in a common  effort, sharing responsibility,  authority, and accountabi...
Group Values - 2Common Purpose• Having shared aims and values.  Involving others in building a  group’s vision and purpose.
Group Values - 3Controversy with Civility• Recognizing 2 fundamental realities  of any creative group effort  1) differenc...
Individual Values - 1Consciousness of self• Being self-aware of the beliefs,  values, attitudes and emotions that  motivat...
Individual Values - 2Congruence• Acting in ways that are consistent  our values and beliefs.
Individual Values - 3Commitment• Having significant investment in an  idea or person, both in terms of  intensity and dura...
THE MODEL                          Group Values                      •    Collaboration                      •    Common  ...
WHY DO WE NEED AMODEL?
Why do we need a         model?• A guide• A common understanding• A yardstick
Leadership• Reading about Leadership v/s  ‘Doing’ Leadership• We also need concrete experience• Is experience enough?• Wha...
Leadership cannot be taught …but it can be learned…
Kolb Model
Relevance of the Kolb        Model• Leadership has to do with  –Doing  –Learning  –Becoming  –Being• We need to be prepare...
What is Social Change?• Not charity and sporadic volunteerism  –Charity - risk of creating dependencies  –Focus on root ca...
“Change will not come if we wait forsome other person or some othertime. We are the ones weve beenwaiting for. We are the ...
The Model
Quick Recap
Quick Recap•   Leadership as an ethical process•   Leadership v/s authority or position•   Democratization of leadership• ...
Journal probes• Can you remember a time when you  thought about leadership differently  from what you do now?• How is your...
DISCUSSION QUESTIONS• What is our evaluation of leadership  among local public figures?• Do they practice transformational...
What Next• Identifying opportunities to  practice• Initiating positive change in our  current groups• Extending the network
Questions
Session1 for Batch 2
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Session1 for Batch 2

  1. 1. The Leadership Network Leadership Development Program LDP
  2. 2. Today’s Agenda• Welcome speeches• Testimonials• Ice-breaker• BREAK• Presentation – Leadership for Social Change• Brainstorming session• Activity: Rokeach Survey
  3. 3. THE INITIATIVE• A few people met after realising they shared similar views on a number if issues…namely:• One of the root causes to many issues was a lack of leadership skills at all levels of society• Leadership is misunderstood and ‘malpracticed’.
  4. 4. THE INITIATIVE• 5 months of preparations. The Leadership Network (TLN) is founded• Intensive leadership training, involving experiential learning and• Every well intentioned individual must be an active leader
  5. 5. THE INITIATORS• Rajendra Patil Hunma General Manager – HR, Currimjee Jeewanjee & Co. Ltd• Krishna Athal Communication Manager, The MCB Ltd• Daden Venkatasawmy Managing Director, First Exec
  6. 6. THE TEAM GROWS• Arvind, Ashvin, Avish, Djuneid, Madhvi, Nilesh, Raksha, Rubina, Smitha, Yashir, Zuhayr…
  7. 7. OUR BELIEF• True change starts on the inside and works its way outwards• Anybody can be a good leader provided his/her values are sound• Leaders are primarily agents of sustainable social change
  8. 8. OUR VISION• To foster social change through leadership development• To provide opportunity to be part of a network, where other leaders share similar values and aspirations• Network individuals with a common understanding of social change
  9. 9. THE MODEL• The Social Change Model was initially designed more than a decade ago by a team of researchers• Currently used in a number of American universities.• “Leadership for a Better World”, written by Susan Komives et al. in 2009.
  10. 10. COMMUNICATION• Online: Official Website www.leadershipnetwork.mu• Facebook page (general public): The Leadership Network (TLN) www.facebook.com/the.leadership.network• Facebook group (private): Leadership Development Programme (LDP) http://www.facebook.com/groups/315570741824315/
  11. 11. Our Expectations• This is a journey You embark on for Yourself• Participate (8 Saturdays, 09h15 sharp! FB)• Read• Think• Don’t copy Notes, Slides are Shared Online• Take Personal Notes• Facebook and Email
  12. 12. Testimonials
  13. 13. INTERACTIVE SESSION
  14. 14. INTERACTIVE SESSION ICE-BREAKER
  15. 15. BREAK
  16. 16. Session 11. What is Leadership?2. Leadership for Social Change2. Social Change
  17. 17. Discussion• What do we mean by leadership ?• Do we have a common understanding?• Who are the leaders?
  18. 18. Discussion• Why are we interested in leadership?• What about the role of followers?
  19. 19. Current thinking• Leadership is not necessarily a position• Leadership is not necessarily a status• Leadership is different from authority
  20. 20. Leadership v/s Authority• Many people occupy positions of authority without ever mobilizing their organizations to address tough adaptive changes
  21. 21. Leadership v/s Authority• Authority, influence and power are critical tools• But they do not define leadership• When I become a leader, I shall …
  22. 22. Democratization of Leadership - 1• 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.
  23. 23. Democratization of Leadership - 2• A future made up of complex, chaotic environments is less suited to the problem solving of lone, authority figures than it is to the distributed efforts of smart, flexible, dynamic leadership networks.
  24. 24. Transformational Leadership• Transformational leadership espouses a relationship between leaders and followers in which each transforms the other.
  25. 25. Transformational LeadershipLeaders transform followers,helping them to become leadersthemselves
  26. 26. 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
  27. 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. 28. 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
  29. 29. Leadership for social changeLeadership is redundant if the goal is to maintain status quo.Absence of required change is an evidence of leadership failure. –
  30. 30. 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
  31. 31. “If leaders are to be successful, they must first lead themselves.” (John Maxwell)
  32. 32. Leadership for social change• Leadership requires an awareness that problems affect not only others but also ourselves directly or indirectly
  33. 33. 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
  34. 34. Leadership for social change• Change should be preceded by an in- depth understanding of the underlying systemic causes• Leadership implies intentionality – the change is not random
  35. 35. Leadership for social changeNeed to differentiate between• Technical problems / solutions• Adaptive challenges / solutions
  36. 36. Leadership for social change• Technical problems: solutions are known to the relevant experts / authorities• No effort / participation required from those affected
  37. 37. 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 –No known / ready-made answers
  38. 38. Leadership for social change• Leadership is a purposive process / activity that is inherently value-based• What are some of these values?
  39. 39. THE MODEL Group Values • Collaboration • Common Purpose • Controversy with Civility CHANGE • Consciousness of Self • Citizenship • Congruence • CommitmentIndividual Values Society / Community Values
  40. 40. Community ValueCitizenshipA process whereby an individual and/or group becomes responsibly connected to the community and to society through some activity.Recognizing we have a responsibility for the welfare of others.
  41. 41. Group Values - 1Collaboration• Working with others in a common effort, sharing responsibility, authority, and accountability.
  42. 42. Group Values - 2Common Purpose• Having shared aims and values. Involving others in building a group’s vision and purpose.
  43. 43. Group Values - 3Controversy with Civility• Recognizing 2 fundamental realities of any creative group effort 1) differences in viewpoint are inevitable 2) such differences must be aired openly but with civility
  44. 44. Individual Values - 1Consciousness of self• Being self-aware of the beliefs, values, attitudes and emotions that motivate us to take action.
  45. 45. Individual Values - 2Congruence• Acting in ways that are consistent our values and beliefs.
  46. 46. Individual Values - 3Commitment• Having significant investment in an idea or person, both in terms of intensity and duration.
  47. 47. THE MODEL Group Values • Collaboration • Common Purpose • Controversy with Civility CHANGE • Consciousness of Self • Citizenship • Congruence • CommitmentIndividual Values Society / Community Values
  48. 48. WHY DO WE NEED AMODEL?
  49. 49. Why do we need a model?• A guide• A common understanding• A yardstick
  50. 50. Leadership• Reading about Leadership v/s ‘Doing’ Leadership• We also need concrete experience• Is experience enough?• What else is required?
  51. 51. Leadership cannot be taught …but it can be learned…
  52. 52. Kolb Model
  53. 53. Relevance of the Kolb Model• Leadership has to do with –Doing –Learning –Becoming –Being• We need to be prepared to embark on an inner journey
  54. 54. What is Social Change?• Not charity and sporadic volunteerism –Charity - risk of creating dependencies –Focus on root causes of problems –Focus on building relationships and collaboration with others (including the ‘victims’)
  55. 55. “Change will not come if we wait forsome other person or some othertime. We are the ones weve beenwaiting for. We are the change thatwe seek.” Barack Obama
  56. 56. The Model
  57. 57. Quick Recap
  58. 58. Quick Recap• Leadership as an ethical process• Leadership v/s authority or position• Democratization of leadership• Transformational leadership• Transactional leadership• Leading ourselves• Approach to change• Values-driven leadership model
  59. 59. Journal probes• Can you remember a time when you thought about leadership differently from what you do now?• How is your current understanding different?
  60. 60. DISCUSSION QUESTIONS• What is our evaluation of leadership among local public figures?• Do they practice transformational or transactional leadership?• Are they values-driven?
  61. 61. What Next• Identifying opportunities to practice• Initiating positive change in our current groups• Extending the network
  62. 62. Questions

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