The document outlines the agenda for Day 1 of a leadership development program. The agenda includes sessions on leadership, social change, root cause analysis, citizenship, collaboration, and a JFK speech. It introduces the facilitators and expectations of participation, note-taking, thinking, and personal investment. There is a brainstorming session on leadership and social change. The document discusses current thinking on leadership, the vision and model for the program, and differences between management and leadership. [END SUMMARY]

1. Leadership Development
Program
LDP
The Leadership Network
1

2. Agenda – Day 1
• Welcome speeches
• Ice Breaker
• Brainstorming: What do we mean by leadership?
• BREAK
• Leadership for Social Change
• LUNCH
• Root Cause Analysis
• Citizenship
• BREAK
2

3. Agenda – Day 1
• Recap Q & A of earlier sessions
• Collaboration
• Prisoners' Dilemma
• BREAK
• JFK Speech
• Brainstorm on what changes you want to see in
Mauritius
• DINNER
• Rokeach Survey
3

4. THE FACILITATORS
• Daden Venkatasawmy
Managing Director, First Exec
• Rajendra Patil Hunma
General Manager – HR, Currimjee Jeewanjee & Co. Ltd
4

5. Our Expectations
• Participate
• Read
• Think
• Take ‘Personal’ Notes
5

6. Brainstorming Session
• Names that come to mind?
• What is leadership?
• What do we understand by social
change?
• What is the link between leadership for
social change?
6

7. Discussion
• What do we mean by leadership ?
• Do we have a common understanding?
• Who are the leaders?
7

8. Discussion
• What are our values about people?
8

9. Discussion
• Why are we interested in leadership?
• What about the role of followers?
9

10. 10

11. BREAK
11

12. Current thinking
• Leadership is socially responsible.
• Leadership is collaborative.
• Leadership is a process, not a position.
• Leadership is inclusive and accessible to all
people.
• Leadership is values-based.
• Community involvement is a powerful
vehicle for leadership.
12

13. OUR VISION
• Fostering social change through leadership
development
• Providing opportunity to be part of a network,
where other leaders share similar values and
aspirations
• Networking individuals with a common
understanding of leadership and … social
change
13

14. THE MODEL
• The Social Change Model was initially
designed in the 90’s by a team of US
researchers
• Currently used in a number of American
universities.
• Adapted version run twice in Mauritius already
• “Leadership for a Better World”, written by
Susan Komives et al. in 2009.
14

15. Current thinking
• Leadership is not necessarily a
position
• Leadership is not necessarily a status
• Leadership is different from authority
15

16. Leadership v/s Authority
• Many people occupy positions of
authority without ever mobilizing their
organizations to address tough
adaptive changes
16

17. Leadership v/s Authority
• Authority, influence and power are
critical tools
• But they do not define leadership
• When I become a leader, I shall …
17

18. Democratization of
Leadership - 1
• From an elitist paradigm in which
leadership resided in a person, to a
new one in which leadership is a
collective process that is spread
throughout networks of people.
18

19. Democratization of
Leadership - 2
• A future made up of complex, chaotic,
volatile environments is less suited to
the problem solving of lone, authority
figures than it is to the distributed
efforts of smart, flexible, dynamic
leadership networks.
19

20. Democratization of
Leadership - 3
• Shift of focus from LEADER to
LEADERSHIP
20

21. Transformational
Leadership
• Transformational leadership
espouses a relationship between
leaders and followers in which each
transforms the other.
21

22. Transformational
Leadership
Leaders transform followers,
helping them to become leaders
themselves
22

23. Transformational
Leadership
• The aim of leadership is to transform
leaders and followers into better, more
self-actualized people
• The process involves leaders and
followers raising one another to higher
levels of motivation and morality
23

24. Transformational
v.s
Transactional Leadership
• Transactional leadership involves power
wielders engaged in a politics of
exchange
• more interested in satisfying their
own purposes than in the aspirations
of their followers 24

25. Leadership for social
change
• Leadership is a relational and ethical
process of people together attempting
to accomplish positive change
– focus on values
– focus on authentic relationships
25

26. Leadership for social
change
Leadership is redundant if the goal
is to maintain status quo.
Absence of required change is an
evidence of leadership failure.
–
26

27. Leadership for social
change
• Change is the ultimate goal of the
creative process of leadership – to
make a better society / a better world
or simply to live a better life
27

28. “If leaders are to be successful, they
must first lead themselves.”
(John Maxwell)
28

29. Leadership for social
change
• Leadership requires an awareness
that problems affect not only others
but also ourselves directly or
indirectly
29

30. 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
30

31. Leadership for social
change
• Change should be preceded by an in-
depth understanding of the underlying
root / systemic causes
• Leadership implies intentionality – the
change is not random
31

32. Leadership for social
change
Need to differentiate between
• Technical problems / solutions
• Adaptive challenges / solutions
32

33. Leadership for social
change
• Technical problems: solutions are
known to the relevant experts /
authorities
• No effort / participation required
from those affected
33

34. Leadership for social
change
• Adaptive challenges: requiring
collaborative and innovative
approaches, and changes in people’s
priorities, beliefs, lifestyles, learning
AND effective leadership
–With risks of failure / losses
–No known / ready-made answers 34

35. Leadership for social
change
• Leadership is a purposive process /
activity that is inherently value-based
• What are some of these values?
35

36. THE MODEL
Group Values
• Collaboration
• Common
Purpose
• Controversy
with Civility
CHANGE
• Consciousness
of Self • Citizenship
• Congruence
• Commitment
Individual Values Society / Community Values
36

37. Community Value
Citizenship
A process whereby an individual
and/or group becomes responsibly
connected to the community and to
society through some activity.
Recognizing we have a responsibility
for the welfare of others.
37

38. Group Values - 1
Collaboration
• Working with others in a common
effort, sharing responsibility,
authority, and accountability.
38

39. Group Values - 2
Common Purpose
• Having shared aims and values.
Involving others in building a
group’s vision and purpose.
39

40. Group Values - 3
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
40

41. Individual Values - 1
Consciousness of self
• Being self-aware of the beliefs,
values, attitudes and emotions that
motivate us to take action.
41

42. Individual Values - 2
Congruence
• Acting in ways that are consistent
our values and beliefs.
42

43. Individual Values - 3
Commitment
• Having significant investment in an
idea or person, both in terms of
intensity and duration.
43

44. THE MODEL
Group Values
• Collaboration
• Common
Purpose
• Controversy
with Civility
CHANGE
• Consciousness
of Self • Citizenship
• Congruence
• Commitment
Individual Values Society / Community Values
44

45. WHY DO WE NEED A
MODEL?
45

46. Why do we need a
model?
• A guide
• A common understanding
• A yardstick
46

47. Leadership
• Reading about Leadership v/s
‘Doing’ Leadership
• We also need concrete experience
• Is experience enough?
• What else is required?
47

48. Leadership cannot be taught …
but it can be learned…
48

49. Kolb Model
49

50. Relevance of the Kolb
Model
• Leadership has to do with
–Doing
–Learning
–Becoming
–Being
• We need to be prepared to embark
on an inner journey 50

51. Differences between
–
Management and Leadership?
51

52. Management functions
• Planning
• Organising
• Staffing
• Controlling
52

53. Management Leadership
Dealing with status quo Initiating change
Working in the systems Working on systems
Reacting Creating opportunities
Controlling risks Innovating
Enforcing rules Formulating new rules
Following directions Providing vision/direction
Controlling people Motivating people
Coordinating activities Growing other leaders
53
Giving instructions Coaching

54. What is Social Change?
• Not charity and sporadic volunteerism
–Charity - risk of creating dependencies
–Focus on root causes of problems
–Focus on building relationships and
collaboration with others (including the
‘victims’)
54

55. “Change will not come if we wait for
some other person or some other
time. We are the ones we've been
waiting for. We are the change that
we seek.”
Barack Obama
55

56. The Model
56

57. Quick Recap
57

58. Quick Recap
• Leadership as an ethical process
• Leadership v/s authority or position
• Democratization of leadership
• Transformational leadership
• Transactional leadership
• Leading ourselves
• Approach to change
• Values-driven leadership model 58

59. REFLECTION QUESTIONS
• Can you remember a time when you
thought about leadership differently
from what you do now?
• How is your current understanding
different?
59

60. REFLECTION QUESTIONS
• What is your evaluation of leadership
among people you know?
• Do they practice transformational or
transactional leadership?
• Are they values-driven?
60

61. Questions
61

62. APPROACH TO CHANGE
Root-Cause Analysis

63. THE FISHBONE DIAGRAM

64. THE FISHBONE DIAGRAM

65. EXAMPLE
Known
criminals are
not arrested

66. GROUP WORK:
ROOT CAUSE ANALYSIS

67. CITIZENSHIP
67

68. Objectives of the Session
• By the end of this session
participants will demonstrate a
clear understanding of the
following concepts:
–Citizenship
–Social capital
–Bonding
–Bridging 68

69. WHAT IS CITIZENSHIP?
69

70. Citizenship
• Citizenship is a nebulous concept,
often associated only with
government, political parties, voting,
and political organizations.
70

71. Citizenship
• Citizenship involves working to make
a difference in the civic life of our
communities
• And developing the combination of
knowledge, skills and values and
motivation to make that difference
71

72. 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
72

73. Why do we get involved?
• Recognizing the interconnected
nature of problems
–a good education benefits
individuals as well as society
73

74. 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
74

75. Why do we get involved?
• Experiencing a deep satisfaction from
being involved in making a difference
for something that truly matters
75

76. Why do we get involved?
• Being involved in a purpose greater
than self
–being a teacher to help children,
–being a lawyer to protect people’s
rights,
–being a journalist to reveal the
truth.. .
76

77. Citizenship
• Democracy refers to people working
together so that communities can
function
77

78. Citizenship
• Citizenship means more than
membership; it implies active
engagement of the individual and of
the leadership group in an effort to
serve the community.
78

79. Community
• What are the communities you feel
part of?
• How can you be active citizens of
these communities?
79

80. Community
• A community is a group of people
who have some defined trait or
circumstance that binds them
together
80

81. Citizenship
• Passive or active?
• Citizenship centers on active
community participation as a
result of a sense of responsibility
to the communities in which we
live.
81

82. Citizenship through
• direct service
• community research
• advocacy and education
• capacity building
• political involvement
• socially responsible personal
and professional behavior
• philanthropic giving
• participation in associations …
82

83. Social Capital
• An essential component of citizenship
–“networks, norms, and social trust
that facilitate coordination and
cooperation for mutual benefit”
–(Robert Putnam)
83

84. Social Capital
• ‘Life is easier’ for those who live in
communities that have worked to
foster social capital
84

85. Discussion
• Can you think of cases of
destruction of communities and the
consequences thereof?
85

86. “Bonding” and “Bridging”
• Social capital is about the value of
social networks,
• and involves bonding and
• bridging .
86

87. “Bonding” and “Bridging”
• Bonding refers to social networks
between people who are similar,
• Bridging refers to social networks
among diverse people
87

88. “Bonding” and “Bridging”
• Bonding is useful for getting by
• Bridging is what is needed to get
ahead
88

89. Recap
• Citizenship
• Community
• Social capital
• Bonding
• Bridging
89

90. Discussion
What does citizenship have to do
with leadership?
Why is citizenship one of key values
of leadership?
90

91. The Model
91

92. COLLABORATION

93. OBJECTIVES OF SESSION 3
By the end of this session participants will be
able to demonstrate a clear understanding of
the following concepts as they apply to
leadership in the Social Change Model (SCM)
– Collaboration
– Competition, Cooperation, Compromise
– Effectiveness of Diversity
– Pre-requisites for effective collaboration
– Link with other C’s

94. The Model

95. WHAT IS
COLLABORATION?

96. COLLABORATION
Collaboration – The social change
model defines collaboration as:
• “working together toward common
goals
• by sharing responsibility, authority,
and accountability in achieving
these goals.”

97. COLLABORATION
Not to be confused with…
• Competition
– Work hard to do better than others
• Co-operation
– helps each party to achieve its own
individual goals, not common goals
• Compromise
– involves a party losing something in
order to accomplish goals

98. COLLABORATION
Is about…
• Common Aims, Vision
• Sharing Responsibility,
Commitment
• Focusing on Talents, Synergy
…in order to DO something!

99. DIVERSITY
Diversity is an essential part of
collaboration and
• multiplies group effectiveness
• by taking advantage of multiple
talents and points of view
• to generate innovative ideas and
solutions.

100. DIVERSITY
• Individuals of diverse backgrounds
bring unique values, learning
styles, opinions and attitudes to
a group.
• Although challenges may arise, the
benefits outweigh them
significantly.

101. MAKING IT WORK
• Personal Work
–understanding one’s own values
and beliefs as well as developing
Consciousness of Self

102. MAKING IT WORK
• Building Trust
– informal exploring (getting to know other
people’s values and backgrounds),
– sharing ownership (members must take
control of the leadership process),
– celebrating success (helps promote
energy and renewal),
– creating powerful, shared experiences to
bolster group goals

103. MAKING IT WORK
• Communicating
–Listening
–Paying attention to what others
have to say
–Communicating Early and
Clearly
–Using Observations

104. COLLABORATION and
CITIZENSHIP
• Our destinies are Inter-related
• We are ALL Responsible
• We belong to many Communities
• Social Capital
• Bonding and Bridging

105. COLLABORATION and
ADAPTIVE Leadership
• Collaboration on Technical Issues
• Collaboration on Adaptive Issues
• Adapt your own behaviour
• ‘Victims’ have to adapt too
• Ongoing Communication
• Trust

106. LINKS WITH THE 6 C’S

107. The Model

108. QUESTIONS

109. INTERACTIVE SESSION
Prisoners’ Dilemma

110. Prisoners’ Dilemma
The purpose of the
game is for each team
to get a positive score
110

111. BREAK

112. JOHN F. KENNEDY
INAUGURAL ADDRESS - 1961
• Note instances of / references to:
–Leadership
–Citizenship
• What elements of the speech would
YOU use in the local context?

113. JFK SPEECH (1/2)
• from this time and place
• to a new generation of Americans
• we shall pay any price
• Divided there is little we can do
• …help them help
themselves…because it is right
• civility is not a sign of weakness

114. JFK SPEECH (2/2)
• explore what problems unite us
• All this will not be finished in the first
one hundred days…But let us begin
• Will you join in that historic effort?
• I do not shrink from this responsibility, I
welcome it.
• ask of us here the same high standards
of strength and sacrifice which we ask
of you

115. JFK SPEECH
• ask not what your country can do
for you; ask what you can do for
your country

116. The Model

117. Q&A
FEEDBACK

118. ROKEACH SURVEY
Post Dinner Session