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 …

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