Leadership Model For Developing Countries


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In the lives of the people of most developing countries, failed or ineffective leadership continues to be a challenge (Garba, 1994.) At the international and domestic levels, discussions concerning the progress and plight of developing countries have taken a variety of directions.

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  • I have gained more insight and valuable information as i have passion to see Africa as individuallly nations coming up with their own leadership model based on their own values and socio-cultural perspectives.
    Thank you for an eye-opening preentation. I would like to learn more in the area of leadership.
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Leadership Model For Developing Countries

  1. 1. <ul><li>GODWIN’s LEADERSHIP MODEL </li></ul><ul><li>FOR DEVELOPING COUNTRIES: </li></ul><ul><li>VOLUNTEER MENTORSHIP PERSPECTIVE </li></ul><ul><li>Addressing Developing Countries Advancement Problems Through a New Leadership Model </li></ul><ul><li>Copyright © 2003 by Godwin O. Igein, Ph.D. </li></ul>
  2. 2. Copyright © 2003 Dr. Godwin Igein
  3. 3. Godwin’s Leadership Model for Developing Countries Copyright © 2003, Dr. Godwin Igein
  4. 4. Godwin’s Leadership Model for Developing Countries Copyright © 2003, Dr. Godwin Igein
  5. 5. Godwin’s Leadership Model for Developing Countries Copyright © 2003 by Godwin O. Igein, Ph.D.
  6. 6. <ul><li>Problem </li></ul><ul><ul><li>There are many challenges in developing countries including leadership difficulties. </li></ul></ul><ul><ul><li>For instance, Africa today is plagued with leadership problems in government, business, churches and civil society (Kretzschmar, 2002.) </li></ul></ul><ul><li>Opportunity </li></ul><ul><ul><li>This leadership model for developing countries is a fresh approach to addressing the challenges about leadership in developing countries. </li></ul></ul><ul><ul><li>This model offers a constructive approach that encourages leadership theories geared toward developing countries to recognize their cultures, religion, values, ethnicity, and ways of thinking. </li></ul></ul><ul><ul><li>This model will represent the beliefs, values, and thought process of the people of developing countries in creating their own leadership model. </li></ul></ul><ul><ul><li>The model is driven by a set of twelve assumptions, which are included in this presentation. </li></ul></ul><ul><ul><li>As the significance of developing countries thought paradigm is recognized, we can begin to see different results in the way of leadership of developing countries. </li></ul></ul><ul><li>Copyright © 2003, Dr. Godwin Igein </li></ul>
  7. 7. Assumptions of the Leadership Model <ul><li>1.There are several major encumbrances that inhibit stable, capable, and creditable leadership in developing countries that include, but are not limited to: </li></ul><ul><ul><li>Insufficient, inadequate, or limited viable leadership role models </li></ul></ul><ul><ul><li>Knowledge, skill, and/or educational gaps of the leader and the leader’s associates. </li></ul></ul><ul><ul><li>Poor, inadequate, or insufficient leadership preparation. Factors related to emotional, experiential, and personality of potential leaders created or exacerbated by revenge, war, famine. </li></ul></ul><ul><li>2. Unstable leadership impedes economic and social development as it: </li></ul><ul><li>Creates uncertainty </li></ul><ul><li>Makes foreign investors reluctant to take risks </li></ul><ul><li>Generates low expectations of citizens </li></ul><ul><li>Leads to limited outcomes to meet the needs to influence economic choices </li></ul><ul><li>Copyright © 2003, Dr. Godwin Igein </li></ul>
  8. 8. Assumptions Continued <ul><li>3. Leadership theories geared toward helping developing countries must recognize their unique cultures and respective ways of thinking. </li></ul><ul><li>Where does our process of leadership mirror the thinking in our culture? How does it influence our views toward other cultures? </li></ul><ul><li>How is our cultural thinking driving the way we work collaboratively, cooperatively, and communally? What are the positives and negatives of how we do things? </li></ul><ul><li>What keeps us included in the process vs . being excluded? What are the benefits or cos t s of either course of events? </li></ul><ul><li>Copyright © 2003, Dr. Godwin Igein </li></ul>
  9. 9. Assumptions Continued <ul><li>4. Some leadership models are universal, leadership theories geared toward developing nations have limitations, and potentially great consequences, if these theories do not originate within these nations’ cultures. </li></ul><ul><li>5. Economic development can be an unbalanced approach to national development and change; thus, potential leaders must utilize cultural capital to build national capital. </li></ul>Copyright © 2003 by Godwin O. Igein, Ph.D.
  10. 10. Assumptions Continued <ul><li>6. Some developing countries inadvertently mismanage foreign aid, as it is currently structured; consequently, such action breeds national co-dependency, not independence or interdependence, and these cycles repeat themselves. </li></ul><ul><li>7. Most developing countries have been receiving foreign aid for many years; however, for some, there is little evidence of advancement. </li></ul>Copyright © 2003 by Godwin O. Igein, Ph.D.
  11. 11. Assumptions Continued <ul><li>8. Economic advancements have been fractured or negated by social, economic or political conflicts. </li></ul><ul><li>9. Most leaders of developing countries can become more effective, efficient, and humanitarian leaders when they have experienced mentors, training, education, and role models. </li></ul>Copyright © 2003 by Godwin O. Igein, Ph.D.
  12. 12. Assumptions Continued <ul><li>10. Many leaders have the ability to become more efficient and effective in managing their countries’ economic resources and foreign aid when they have solution-focused feedback and guidance; adequate resources and accountability; a morale code; specific social and financial goals; and the internalized will to change their thought paradigms and governance. </li></ul>Copyright © 2003 by Godwin O. Igein, Ph.D.
  13. 13. Assumptions Continued <ul><li>11. Most countries whose leaders have capable mentors can enjoy a higher level of national, communal, cultural, economic prosperity and sustained stability in leadership. </li></ul><ul><li>12. Most leaders who have fully capable, responsible, and dedicated mentors will have less chance of overthrow. </li></ul><ul><li>13. Increased utilization of the intellectual capacity of women can provide some invaluable benefits to developing countries. </li></ul>Copyright © 2003 by Godwin O. Igein, Ph.D.
  14. 14. The Mentors – Who they are <ul><li>Former or retired heads of states </li></ul><ul><li>Present or retired presidents of universities </li></ul><ul><li>Distinguished professors, researchers, and high caliber academic scholars </li></ul><ul><li>Spiritual leaders and Chief Executive Officers (CEO) of major corporations </li></ul>Copyright © 2003, Dr. Godwin Igein
  15. 15. Mentor’s Profile <ul><li>Good international reputations </li></ul><ul><li>Authentic leaders--meaning that they must be of good character </li></ul><ul><li>Honest, with high integrity, and high ethical standards </li></ul><ul><li>Compassionate, understand leadership, open-minded, and reasonably flexible </li></ul><ul><li>Emotionally developed, not judgmental, and willing to learn about other cultures </li></ul><ul><li>Commit for a minimum 12-24 months to mentor </li></ul><ul><li>Live briefly in another country during the mentorship period </li></ul><ul><li>Complete the mentorship through a variety of communication methods </li></ul><ul><li>Create a team of volunteer consultants </li></ul><ul><li>Volunteer without compensation for work done </li></ul><ul><li>Demonstrated good leadership skills in prior executive engagements </li></ul>Copyright © 2003, Dr. Godwin Igein
  16. 16. Clarification about the Leadership Model: <ul><li>Non Governmental Organizations (NGOs) will be invited to play a major role </li></ul><ul><li>Identification of resources to support the leadership model </li></ul><ul><li>Description of the process of the mentorship leadership model </li></ul><ul><li>Description of the qualifications for mentor participation </li></ul><ul><li>Identification of conflict resolution techniques </li></ul><ul><li>Description of colonialism and neo-colonialism and the implications </li></ul><ul><li>Identification of leadership areas of strengths and areas of knowledge gaps </li></ul><ul><li>Identification of the major factors that hinders development </li></ul><ul><li>Identification of potential cultural implications </li></ul><ul><li>Explanation of what is considered developing and developed countries </li></ul><ul><li>Identification of the systemic problems and suggestions for fixing them </li></ul><ul><li>Identification of mentors’ areas of expertise for adequate placement </li></ul><ul><li>Mentors’ orientation addressing the process and how to avoid imperialistic, colonialist, and neo colonialist behaviors </li></ul>Copyright © 2003, Dr. Godwin Igein
  17. 17. FOR MORE INFORMATION CONTACT THE AUTHOR: <ul><li>Godwin O. Igein, Ph.D. </li></ul><ul><li>P.O. Box 26139 </li></ul><ul><li>Tempe, Arizona 85285-6139 </li></ul><ul><li>E-mail: [email_address] </li></ul>