“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, ...

1. Third Generation
Leadership
Challenges and Opportunities
Ethiopian Employers Federation
Addis Ababa, May 22, 2009
BT Costantinos, PhD
costy@costantinos.net

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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. Thank you
January 16, 2014
BT Costantinos, PhD
Slide 19