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.

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.

Copyright © 2003 Dr. Godwin Igein

Godwin’s Leadership Model for Developing Countries Copyright © 2003, Dr. Godwin Igein

Godwin’s Leadership Model for Developing Countries Copyright © 2003, Dr. Godwin Igein

Godwin’s Leadership Model for Developing Countries Copyright © 2003 by Godwin O. Igein, Ph.D.

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

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

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

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

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

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

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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

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

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

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

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

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

FOR MORE INFORMATION CONTACT THE AUTHOR: Godwin O. Igein, Ph.D. P.O. Box 26139 Tempe, Arizona 85285-6139 E-mail: [email_address]

Godwin O. Igein, Ph.D.

P.O. Box 26139

Tempe, Arizona 85285-6139

E-mail: [email_address]