The leadership network ldp session 1


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The leadership network ldp session 1

  1. 1. WELCOMELeadership Development Programme (LDP) Saturday, February 25, 2012
  2. 2. Session 1Social Change
  3. 3. THE INITIATIVE• A group of friends met after observing a lack of leadership skills in the society and a wrong leadership practice.• 5 months of preparations. The Leadership Network (TLN) is founded.
  4. 4. THE INITIATIVE• Intensive leadership training, involving experiential learning and lectures over 8 sessions of 3 hours.• Proposal based on the assumption that every well intentioned individual will/must be active leaders in their professions and their communities.
  5. 5. THE INITIATORS• Rajendra Patil Hunma General Manager – HR, Currimjee Jeewanjee & Co. Ltd• Daden Venkatasawmy Managing Director, First Exec and formerly Manager, HSBC• Avinash Teeluck Senior Legal Associate, Legis & Partners• Krishna Athal Communication Manager, The MCB Ltd
  6. 6. OUR BELIEF• We believe that social transformation can only be achieved through value- based leadership and when individuals undergo a process of inner change and then collectively begin to chart their destiny as a people.• True change starts on the inside and works its way outwards.
  7. 7. OUR BELIEF• The Leadership Network (TLN) operates on the principle that anybody can be a good leader irrespective of his/her social or educational background provided his/her values are sound and that leaders are primarily agents of sustainable social change.
  8. 8. OUR VISION• To foster social change through leadership development.• Not a mere training program that ends with certificate award ceremony.• To provide opportunity to be part of a network, where other leaders share similar values and aspirations.
  9. 9. OUR VISION• Regroup individuals with a common understanding of social change.• It all depends on how we are willing and able to extend this network.
  10. 10. THE MODEL• The Social Change Model was initially designed more than a decade ago by a team of researchers and currently used in a number of American universities.• “Leadership for a Better World”, written by Susan Komives et al. in 2009.
  11. 11. COMMUNICATION• Online: Official Website• Facebook page (general public): The Leadership Network (TLN)• Facebook group (private): Leadership Development Programme (LDP)
  12. 12. Football or soccer, is a sport played between two teams of elevenplayers with a spherical ball.At the turn of the 21st century, the game was played by over 250million players in over 200 countries, making it the worlds mostpopular sport.The game is played on a rectangular field of grass or green artificialturf, with a goal in the middle of each of the short ends. The object ofthe game is to score by driving the ball into the opposing goal.The goalkeepers are the only players allowed to touch the ball withtheir hands or arms, while the field players typically use their feet tokick the ball into position, occasionally using their torso or head tointercept a ball in midair.The team that scores the most goals by the end of the match wins. Ifthe score is tied at the end of the game, either a draw is declared orthe game goes into extra time and/or a penalty shootout, depending onthe format of the competition.
  13. 13. Edson Arantes do Nascimento, known by his nickname Pelé iswidely regarded as one of the best football players of all time.In 1999, he was voted Football Player of the Century. In the sameyear French weekly magazine France-Football consulted theirformer "Ballon DOr" winners to elect the Football Player of theCentury. Pelé came in first position. In 1999 the InternationalOlympic Committee named Pelé the "Athlete of the Century“.In his career he scored 760 official goals, 541 in leaguechampionships, making him the top scorer of all time. In total Peléscored 1281 goals in 1363 games.
  14. 14. Leadership• Reading about Leadership v/s ‘Doing’ Leadership• We also need concrete experience• Is experience enough? What else is required?
  15. 15. Kolb Model
  16. 16. The Kolb Learning Cycle It is necessary to reflect on the experience to make generalizations and formulate concepts which can then be applied to new situations. The learner must make the link between the theory and action by planning, acting out, reflecting and relating it back to the theory.
  17. 17. The Kolb Learning Cycle Reflective Observation  how do we know it was good or bad and what was good or bad about it?  need to articulate our reflections in some systematic way so that we remember what we thought and build on that experience for next time. Keeping a log or journal Reflection in itself, though, is insufficient to promote learning Unless we act on our reflections of ourselves and on the opinions of others, no development takes place
  18. 18. Relevance of the Kolb Model• Leadership has to do with – Knowing – Doing – Becoming – Being• We need to be prepared to embark on an inner journey
  19. 19. 5 levels of LeadershipI. Position: Rights - People follow you because they have to.II. Permission: Relationships - People follow because they want to.III. Production: Results - People follow because of what you have done for the organization/team.IV. People Development: Reproduction - People follow because of what you have done for them.V. Personhood: Respect - People follow because of who you are and what you represent.
  20. 20. Creation of ‘Leaders’ROLE OF THE MEDIA?
  21. 21. Self-discipline“If leaders are to be successful, they must first lead themselves.” – John Maxwell
  22. 22. Leadership for social change• Leadership is a process that is ultimately concerned with fostering positive change• Change is the ultimate goal of the creative process of leadership – to make a better society for self and others – to make a better world• Awareness of problems that affect not only others but also ourselves directly or indirectly – e.g., rate of failure at school• Leadership implies intentionality – the change is not random• Leadership is a purposive process that is inherently value-based
  23. 23. What is Social Change?• Not charity and sporadic volunteerism – Charity - risk of creating dependencies• Social change is different from charity – Focus on root causes of problems – Focus on building relationships and collaboration with others (including the ‘victims’)
  24. 24. Why do we get involved?• Personal connection with the social issue• Enjoying connection with others while working together• Recognizing that helping others ultimately helps oneself• Recognizing the interconnected of problems – a good education benefits individuals as well as society• Experiencing a deep satisfaction from being involved in making a difference for something that truly matters• Being involved in a purpose greater than self – Being a teacher to help children, being a lawyer to protect peoples rights, being a journalist to reveal the truth.. .
  25. 25. Connection with others• 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• Martin Luther King - I Have a Dream – “For many of our white brothers … have come to realize that their destiny is tied with our destiny. They have come to realize that their freedom is inextricably tied to our freedom…”
  26. 26. Discussion questions• Do leaders create social movements or do the movements create leaders?• Can you think of an organization that did a particularly good/bad job in collaborating with others and addressing social problems?
  27. 27. Leadership• Leadership is a relational and ethical process of people together attempting to accomplish positive change – focus on values and authentic relationships• A leader is not necessarily a person who holds some formal position or who is perceived as a leader by others• A leader is one who is able to effect positive change for the betterment of others• Leadership is the process that happens between people in groups rather than just what the ‘leader’ does
  28. 28. James MacGregor Burns on Leaders & Followers• Transforming leadership espouses a relationship between leaders and followers in which each transforms the other. – Leaders transform followers, helping them to become leaders themselves – The aim of leadership • not just to reach a goal • but to transform leaders and followers into better, more self-actualized people • in a process where leaders and followers raise one another to higher levels of motivation and morality• Transactional leadership: power wielders (‘pseudo leaders’) involved in a politics of exchange – more interested in satisfying their own purposes than in the aspirations of their followers
  29. 29. Learning to Lead• Not a matter of style or how to, or following some recipe, or even mastering ‘the vision thing’• Leadership is about understanding the differing needs of followers• Leadership is about energizing followers to pursue a better goal than they had thought possible• Leadership is about ideas and values• Leadership is about ‘being’
  30. 30. Social Change and Individual ChangeWhen I was young, I wanted to change the world. I foundthis difficult, so I tried to change my nation. When Icouldn’t do this, I began to focus on my town. This tooproved a daunting task, so as a middle-aged man, I triedto change my family, in vain. Now as an old man, I realizethe only thing I can change is myself. Suddenly, itbecame clear that if long ago I had changed myself, I couldhave had an impact on my family. My family and I couldhave made an impact on our town. Their impact couldhave changed the nation and I could indeed have changedthe world…Mahatma Gandhi:‘Be the change that you wish to see in the world.’
  32. 32. BRAINSTORMING• Social Change – Examples – Themes – Areas needing Social Change
  34. 34. INTERACTIVE SESSION Root-Cause Analysis
  37. 37. Video clip -
  38. 38. The Model
  39. 39. Individual Values• Consciousness of self: – being self-aware of the beliefs, values, attitudes and emotions that motivate you to take action.• Congruence: – Acting in ways that are consistent your values and beliefs.• Commitment: – Having significant investment in an idea or person, both in terms of intensity and duration.
  40. 40. Group Values• Collaboration: – Working with others in a common effort, sharing responsibility, authority, and accountability.• Common Purpose: – Having shared aims and values. Involving others in building a group’s vision and purpose.• Controversy 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.
  41. 41. Community Value Citizenship Believing in a process whereby an individual and/or group becomes responsibly connected to the community and to society through some activity. Recognizing individuals and groups have responsibility for the welfare of others.
  42. 42. Overall Goal of the Model Change: Believing in the importance of making a better world and a better society for oneself and others. Believing that individuals, groups, and communities have the ability to work together to make that change. Leadership is redundant if the goal is to maintain status quo – basic management would suffice. – A captain is required when the ship is on the move not when it is idle in the harbour
  43. 43. Discussion• How does this model differ from the way leadership is usually understood by most people?• How do those who call themselves leaders nowadays ‘fit’ in this model?• How relevant is the model to business organisations?• How can the model be further improved and adapted to the local reality?• How should we go about learning to implement the model?
  44. 44. Journal probes• In what ways can you see how you are becoming aware of your motivations to work for social change and how those experiences are shaping you as a leader?• What is your motivation for being involved in social change? What holds you back?• Can you remember a time when you thought about leadership differently from what you do now? How is your current approach different from your approach then?
  45. 45. What Next• Identifying opportunities to practice – Why – How • Initiating positive change in one’s current groups • Setting up new groups • Extending the network
  46. 46. Discussion
  47. 47. Reflection Time …