Third Generation

Leadership

Challenges and Opportunities

Ethiopian Employers Federation
Addis Ababa, May 22, 2009

BT C...
“LEADERSHIP”
“To become a centre of influence
holding people together is a grave
matter and fraught with great
responsibil...
Consciousness precedes being

Vaclav Havel

Vaclav Havel, the Czechoslovakian philosopher and
statesman, asserts that "Mat...
Cultural and behavioural
Challenges to emerging leaders
The

10 Commandments of Ethiopian politics
Ref. Dessalegn Asfaw

1...
Business contribution to development
Organisational development
Political contestation and participation
Food security,
co...
MDGs
Eradicate extreme
poverty and
hunger

Halve, between 1990 and 2015, the proportion of people whose income
is less th...
MDGs (cont)
Ensure
environmental
sustainability

Integrate the principles of sustainable development into country policie...
Leadership outcomes, tools…
Capital formation and accumulation:
Human, spiritual, natural, physical/material
social capita...
THE RIGHTS BASED APPROACH

LEADERSHIP COMMUNITIES OF
PRACTICE

STAKEHOLDERS IN
PROJECTS AND PROGRAMMES

Academia and
think...
LEADERSHIP: Citizen – State relations –
1.
2.
3.
4.

Humility and Optimism
Democracy and Pluralism, rule of law, accountab...
Development Governance, leadership and
The Defining Role Of Leaders
1. Building social capital for effective citizen and
s...
Paradigms of LEADERSHIP
1. leadership is above all about responsibility; requiring
acceptance of the importance of one's s...
Paradigms of LEADERSHIP
4.

An inspiring ‘job description’ of leaders must be not only the
power over discourse but also t...
Nuances of LEADERSHIP
1. Leaders are responsible for breaking the boundaries of inward
bound wisdom, of "common sense", of...
Laws of leadership
1. The true measure of leadership is Influence –
nothing less, nothing more
2. Leadership ability deter...
Laws of leadership
7. When the real leader speaks people
listen
8. Trust is the foundation of leadership
9. People natural...
Laws of leadership
13. It takes a leader to raise up a leader
14. People buy into the leader and then the
VISION
15. Leade...
Conclusion
We know there exist enormous obstinacies to development
within the life of this generation, nevertheless a skil...
Thank you
January 16, 2014

BT Costantinos, PhD

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Challenges and opportunities for the leaders of the next generation

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“To become a centre of influence holding people together is a grave matter and fraught with great responsibility. It requires greatness of spirit, consistency and strength. Therefore let them who wishes to gather others about him ask himself whether they are equal to the undertaking”
I Ching, or Chinese Book of Changes, ...

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Challenges and opportunities for the leaders of the next generation

  1. 1. Third Generation Leadership Challenges and Opportunities Ethiopian Employers Federation Addis Ababa, May 22, 2009 BT Costantinos, PhD costy@costantinos.net
  2. 2. “LEADERSHIP” “To become a centre of influence holding people together is a grave matter and fraught with great responsibility. It requires greatness of spirit, consistency and strength. Therefore let them who wishes to gather others about him ask himself whether they are equal to the undertaking” I Ching, or Chinese Book of Changes, ... January 16, 2014 BT Costantinos, PhD Slide 2
  3. 3. Consciousness precedes being Vaclav Havel Vaclav Havel, the Czechoslovakian philosopher and statesman, asserts that "Matter... is not the fundamental factor in human history... Consciousness is. Human awareness is... Those are the deep sources of freedom and power with which people have been able to move boulders and create change by treating institutional and economic realities as absolute constraints, but rather recognises that we "co-create the world" Thus, while we are indeed acted upon, we are also free to act; leadership lies in the complex interaction between the two. January 16, 2014 BT Costantinos, PhD Slide 3
  4. 4. Cultural and behavioural Challenges to emerging leaders The 10 Commandments of Ethiopian politics Ref. Dessalegn Asfaw 1. Personalization of issues (leba tat) 2. Parochialism (weganawinet) 3. Paranoia, chronic suspicion and mistrust (tiretare): we view everyone as a threat 4. Lack of empathy and empathetic understanding: ability to identify with or understand others’ situation, feelings, and actions 5. Lack of suspending judgement fundamental to effective communication or giving others the benefit of the doubt 6. Character assassination (sem matfat and alubalta) 7. Lack of openness (Hamet) 8. Holding grudges (qim and mequeyem) 9. Envy (mequegnenet) 10.Stubbornness and lack of compromise (getterenet) January 16, 2014 BT Costantinos, PhD Slide 4
  5. 5. Business contribution to development Organisational development Political contestation and participation Food security, conservation of natural resources and afforestation, economic diversification, health, reproductive health and family planning and HIV/AIDS, education, human resource development, organisational and institutional development, urban and rural physical infrastructures and emergency assistance. January 16, 2014 BT Costantinos, PhD Slide 5
  6. 6. MDGs Eradicate extreme poverty and hunger Halve, between 1990 and 2015, the proportion of people whose income is less than one dollar a day Halve, between 1990 and 2015, proportion of people who suffer from hunger Achieve universal primary education Ensure that, by 2015, children everywhere, boys and girls alike, will be able to complete a full course of primary schooling Promote gender equality Eliminate gender disparity in primary and secondary education, preferably by 2005, and to all levels of education no later than 2015 Reduce child Mortality Reduce by two-thirds, between 1990 and 2015, the under-five mortality rate Maternal health Reduce by three-quarters, between 1990 and 2015, the maternal mortality ratio Combat HIV/AIDS, malaria and ORID Have halted by 2015 and begun to reverse the spread of HIV/AIDS Have halted by 2015 and begun to reverse malaria and ORID January 16, 2014 BT Costantinos, PhD Slide 6
  7. 7. MDGs (cont) Ensure environmental sustainability Integrate the principles of sustainable development into country policies and programmes and reverse the loss of environmental resources Halve, by 2015, the proportion of people without sustainable access to water and sanitation By 2020, significant improvement in the lives of at least 100 million slum dwellers Develop a Global Partnership for Development Develop further an open, rule-based, predictable, non-discriminatory trading and financial system [Includes a commitment to good governance, development, and poverty reduction – both nationally and internationally] Address the Special Needs of the Least Developed Countries [Includes: tariff and quota free access for LDC exports; enhanced programme of debt relief for HIPC and cancellation of official bilateral debt; and more generous ODA for countries committed to poverty reduction] Address the Special Needs of landlocked countries and Small Island developing States Deal comprehensively with the debt problems of developing countries through national and international measures in order to make debt sustainable in the long term In co-operation with developing countries, develop and implement strategies for decent and productive work for youth In co-operation with pharmaceutical companies, provide access to affordable, essential drugs in developing countries In co-operation with the private sector, make available the benefits of new technologies, especially information and communications January 16, 2014 BT Costantinos, PhD Slide 7
  8. 8. Leadership outcomes, tools… Capital formation and accumulation: Human, spiritual, natural, physical/material social capital: political, psychosocial, organisational, cultural Tools: Multi-track communications, participatory assessment and planning, policy, institution and strategic analysis and programme review LEADERSHIP Process and strategic elements Preconditions and preparedness, participatory and wise decision making, production and availability of livelihood resources, access / control of livelihood resources, stability and sustainability January 16, 2014 Benchmarks Resilience, economic efficiency, social equitability, ecological sustainability BT Costantinos, PhD Slide 8
  9. 9. THE RIGHTS BASED APPROACH LEADERSHIP COMMUNITIES OF PRACTICE STAKEHOLDERS IN PROJECTS AND PROGRAMMES Academia and think thanks Media and public relations/ mobilisation DEVELOPMENT OF TOOLS Governments, parastatals, armed forces, political parties Civil societies / NGOs, CSOs Faith Communities Corporate Community Entrepreneurial Sector Development Partners January 16, 2014 BT Costantinos, PhD National, State and Local Strategic Plans Partnership mechanisms at all levels and stages Human, social, political and financial capital mobilisation and management Slide 9
  10. 10. LEADERSHIP: Citizen – State relations – 1. 2. 3. 4. Humility and Optimism Democracy and Pluralism, rule of law, accountability Macroeconomic Prudence and transparency Scope for Mutual Support between Government and Voluntary Organisations Relations 5. The right to development 6. Voluntary Action as a Human Right: Indeed, voluntary action is one of the highest forms of citizenship as it represents action in the service of the community without expectation or pursuit of personal economic or political gain. January 16, 2014 BT Costantinos, PhD Slide 10
  11. 11. Development Governance, leadership and The Defining Role Of Leaders 1. Building social capital for effective citizen and state institutions 2. Promotion of dialogue, public enlightenment, cultural renaissance, tradition, and renewal 3. Local Governance and Development Management 4. Education for democratic citizenship 5. The human factor 6. Civic Education 7. Gender, human rights, population, AIDS, environment, democracy mainstreaming 8. Strengthening civil society and rights culture January 16, 2014 BT Costantinos, PhD Slide 11
  12. 12. Paradigms of LEADERSHIP 1. leadership is above all about responsibility; requiring acceptance of the importance of one's self coupled with an appreciation of the greater importance of others over oneself. It entails liability for those who are led - whereby, leadership becomes a discipline in its own right. 2. There is no set of techniques, rules or series of commandments with which the leader can arm themselves and be assured of success; nonetheless, they must always interrelate, familiarize, change and transform themselves. 3. leaders are expected to develop the capacity, through their statements and actions, including symbolic actions, to shape debate and dialogue January 16, 2014 BT Costantinos, PhD Slide 12
  13. 13. Paradigms of LEADERSHIP 4. An inspiring ‘job description’ of leaders must be not only the power over discourse but also their ability to shape morality, to determine what is socially acceptable, culturally sound and politically uplifting. Indeed, leadership is more than a job; it is a calling. 5. Political leadership of human development and human security, requires intimate knowledge of public policy analysis, formulation and management and development of strategic plans and implementing them:     analysis, formulation and management of policy, strategy, process and organisation; obtaining policy consensus and ensuring that the public service and ancillary organisations can actually carry out the stated policy, and not see it subverted, neglected or undermined; and consistency and commitment: ensuring that the policy is implemented with sufficient energy to actually work. This implies mechanisms for monitoring and accountability. January 16, 2014 BT Costantinos, PhD Slide 13
  14. 14. Nuances of LEADERSHIP 1. Leaders are responsible for breaking the boundaries of inward bound wisdom, of "common sense", of patterns which have built themselves into routines which pacify people to dormancy. 2. Leaders maintain continuity whilst simultaneously promoting change; such is the nature of leadership ambiguity and contradiction that comes as part of the same deal. 3. The allusion of the foregoing is that the leader is responsible for change management, and change in a transition implies some degree of anarchy. The nexus between the old and the new, between letting go of the old and adopting the new order, is most often a place where rules are bent, and habit and routine are replaced with periods of chaos - which are indeed pieces of good fortune and opportunities for change. 4. Leaders must have the zeal, commitment, diligence, greatness of spirit, consistency to transform transitional chaos into development opportunities that history will remember them for. January 16, 2014 BT Costantinos, PhD Slide 14
  15. 15. Laws of leadership 1. The true measure of leadership is Influence – nothing less, nothing more 2. Leadership ability determines a persons level of effectiveness 3. Leadership develops daily, not in a day 4. Direction - It takes a leader to chart the course 5. To add growth, lead followers; to multiply lead leaders 6. A leaders lasting value is measured by succession January 16, 2014 BT Costantinos, PhD Slide 15
  16. 16. Laws of leadership 7. When the real leader speaks people listen 8. Trust is the foundation of leadership 9. People naturally follow leaders stronger than themselves 10.Who you are who you attract 11. Leaders touch a heart before theiy ask for a hand 12.A leaders potential is determined by those closest to her January 16, 2014 BT Costantinos, PhD Slide 16
  17. 17. Laws of leadership 13. It takes a leader to raise up a leader 14. People buy into the leader and then the VISION 15. Leaders are team winners 16. Momentum is a leader’s best friend 17. Leaders understand that activity is not necessarily an accomplishment 18. A leader must give up to go up 19. When to lead is as important as what to do and where to go January 16, 2014 BT Costantinos, PhD Slide 17
  18. 18. Conclusion We know there exist enormous obstinacies to development within the life of this generation, nevertheless a skilled and committed citizenry, think tanks and leadership can mitigate such hostile state of affairs and lead the country to democracy and development with the attendant benefits that would accrue to the citizens from its rich natural resources and vibrant cultures. Here is where LEADERSHIP – the shared values, vision and resources of community, the demanding common tasks that build a community and the momentum they generate for radical citizen’s participation that creates the realism of what it means to be human: the means, shared values, vision and resources of humanity for humanity. January 16, 2014 BT Costantinos, PhD Slide 18
  19. 19. Thank you January 16, 2014 BT Costantinos, PhD Slide 19

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