The document outlines a session on leadership and AIESEC's leadership model. The objectives are to explore leadership, understand it can be applied in different contexts, learn about AIESEC's leadership model, and that leadership development is a journey. It discusses the differences between leadership and management, asks participants to consider leadership behaviors in different fields, and presents AIESEC's leadership model as a journey of self-discovery, skills development, and finding one's purpose.
This was the slide I prepared for my LCP interview back in 2012.
Sharing with you my dear readers who may find it useful.
Feel free to connect with me at maxermesilliam@gmail.com.
Chinese New Leadership and New Policy Challenges - Steadfast Sailing in Turbulent Seas
Section 1
The New Leadership - Tested team dedicated towards reform
Section 2
China: Recent economic developments - Secular slowdown with ample fiscal space
Section 3
China 2030 - The World Bank and DRC study
This was the slide I prepared for my LCP interview back in 2012.
Sharing with you my dear readers who may find it useful.
Feel free to connect with me at maxermesilliam@gmail.com.
Chinese New Leadership and New Policy Challenges - Steadfast Sailing in Turbulent Seas
Section 1
The New Leadership - Tested team dedicated towards reform
Section 2
China: Recent economic developments - Secular slowdown with ample fiscal space
Section 3
China 2030 - The World Bank and DRC study
In the lives of the people of most developing countries, failed or ineffective leadership continues to be a challenge (Garba, 1994.) At the international and domestic levels, discussions concerning the progress and plight of developing countries have taken a variety of directions.
ASEAN Leadership Model (research funded by SMU Executive Development)Michael Netzley, Ph.D.
With the creation of the AEC in 2015, companies have increased incentive to look at ASEAN for growth. But what leadership model should companies invest in? Given the context of ASEAN, we cannot simply import a model from Europe or USA. This presentation shares a first look at SMU's ASEAN leadership model and presents the initial findings of our CEO interviews. Research was funded by SMU's Executive Development Office.
Building the Global Competence for Asian Leaders (updated on March 1st 2011)Hora Tjitra
Comparative Study on Intercultural Sensitivity of Chinese, Indonesian and Singaporean international assignees.
An applied research collaboration supported by the Human Capital Leadership Institute (Singapore) with the objective to derive a model for Asian leaders, which will lead to systematic global leadership development programs with Asian characteristics.
Built on our previous researches on Chinese and Indonesian intercultural sensitivity, we continue in this study by elaborating the cross-cultural experiences of the Chinese, Indonesian and Singaporean international assignees and their respective local co-workers in China and Indonesia. Intercultural sensitivity has been widely accepted as one of the most significant element of global competencies and one of the strongest predictor for global leaders and managers accomplishments.
Presenting a Sustainable Master Model of Leadership, where it is stressed the fundamental leadership attributes of a leader in the workplace. Special emphasis is given to the element of "Emotional Intelligence".
Leadership Competency Modeling Best Practicessdoerflein
See how best practice organizations develop, deploy, and maintain effective leadership competency models that result in high performance, effective alignment, and an engaged workforce. Results of Right Management research from over 500 companies in the US.
Quest for Inspiration - Optimizing Your Mentoring RelationshipRuss Blaine
Designed for potential mentees who are considering the utility of a mentoring/developmental relationship. Tips for selecting a mentor, preparing for the relationship, and optimizing the value of the mentoring experience in pursuit of professional and personal goals.
To grow in life and in business, we all need to look within to understand what opportunities have we neglected and what threats might we face to hinder our progress.
In the lives of the people of most developing countries, failed or ineffective leadership continues to be a challenge (Garba, 1994.) At the international and domestic levels, discussions concerning the progress and plight of developing countries have taken a variety of directions.
ASEAN Leadership Model (research funded by SMU Executive Development)Michael Netzley, Ph.D.
With the creation of the AEC in 2015, companies have increased incentive to look at ASEAN for growth. But what leadership model should companies invest in? Given the context of ASEAN, we cannot simply import a model from Europe or USA. This presentation shares a first look at SMU's ASEAN leadership model and presents the initial findings of our CEO interviews. Research was funded by SMU's Executive Development Office.
Building the Global Competence for Asian Leaders (updated on March 1st 2011)Hora Tjitra
Comparative Study on Intercultural Sensitivity of Chinese, Indonesian and Singaporean international assignees.
An applied research collaboration supported by the Human Capital Leadership Institute (Singapore) with the objective to derive a model for Asian leaders, which will lead to systematic global leadership development programs with Asian characteristics.
Built on our previous researches on Chinese and Indonesian intercultural sensitivity, we continue in this study by elaborating the cross-cultural experiences of the Chinese, Indonesian and Singaporean international assignees and their respective local co-workers in China and Indonesia. Intercultural sensitivity has been widely accepted as one of the most significant element of global competencies and one of the strongest predictor for global leaders and managers accomplishments.
Presenting a Sustainable Master Model of Leadership, where it is stressed the fundamental leadership attributes of a leader in the workplace. Special emphasis is given to the element of "Emotional Intelligence".
Leadership Competency Modeling Best Practicessdoerflein
See how best practice organizations develop, deploy, and maintain effective leadership competency models that result in high performance, effective alignment, and an engaged workforce. Results of Right Management research from over 500 companies in the US.
Quest for Inspiration - Optimizing Your Mentoring RelationshipRuss Blaine
Designed for potential mentees who are considering the utility of a mentoring/developmental relationship. Tips for selecting a mentor, preparing for the relationship, and optimizing the value of the mentoring experience in pursuit of professional and personal goals.
To grow in life and in business, we all need to look within to understand what opportunities have we neglected and what threats might we face to hinder our progress.
The purpose of this mentoring guide is to help implement an effective mentoring program within your LC in which your LC, mentors, and menthes will benefit from. This program will help you guide your members through their inner journey of leadership, and it will ensure that we are providing high quality TMP/TLP experienes. What's in this guide? A timeline for the mentoring program, three phases of mentoring, and step by step instructions of how to implement the program with tools and resources for each step within the guide. Check it out here:
An example of my leadership: University of Valladolid election 2014Rodrigo Álamo Sanz
During University of Valladolid election I became a leader for students. This presentation shows how I did it, how I performed as a leader, which mistakes I made and what I learned from it.
1. MC One 1415 | Dream. Dare. Believe.
LEADERSHIP MODEL OF AIESEC
July National Conference – Wellington 2014
2. MC One 1415 | Dream. Dare. Believe.
Session Objectives
• To explore leadership
• To understand that leadership is applicable across a
variety of context’s
• To understand the AIESEC leadership model
• To understand that the @LM, is a journey with a start,
but not designed to be an end point
3. MC One 1415 | Dream. Dare. Believe.
Session Expectations
• Everybody contributes (you only get out what you
put in)
• Everybody has something valuable to say
(Everybody)
4. MC One 1415 | Dream. Dare. Believe.
What is the difference between Leadership and
Management?
Are leadership & management the same?
What makes leadership & management different?
What makes leadership & management similar?
5. MC One 1415 | Dream. Dare. Believe.
Modern Day Issue
6. MC One 1415 | Dream. Dare. Believe.
Modern Day Issue
What are the problems identified in this article?
What leadership behaviours are required?
7. MC One 1415 | Dream. Dare. Believe.
What leadership behaviours would we then
expect to be demonstrated in?
Politics?
Sport?
Private Business?
Religion?
Youth?
8. MC One 1415 | Dream. Dare. Believe.
AIESEC Leadership Model
16. MC One 1415 | Dream. Dare. Believe.
An average student
from
an average city
17. MC One 1415 | Dream. Dare. Believe.SKETCH www.companysite.com
Didn’t know what to do in life
Where to go after University? What to do
apart from studies?
Interested to try new things and try
different opportunities that come
18. MC One 1415 | Dream. Dare. Believe.SKETCH www.companysite.com
By taking part in different projects, teams, different areas:
Realized about myself:
What I like/don't like doing
What I am good or not good at
Team Member in OGX
Team Member
in ER
Team
Leader
By taking a responsibility for others and leading a team:
Believed in myself:
That I can influence and lead other’s
TL eventCCP
19. MC One 1415 | Dream. Dare. Believe.SKETCH www.companysite.com
Started to care about the
world;
And do something
about it locally
Found
friendsDiscovered myself while
discovering others
20. MC One 1415 | Dream. Dare. Believe.SKETCH www.companysite.com
o Know who I am and what I want to do
o Network of people to support me
o The skills and abilities to lead and manage
o Strong will and ability to overcome challenges
? ?
After
?
Before
21. MC One 1415 | Dream. Dare. Believe.SKETCH www.companysite.com
32. MC One 1415 | Dream. Dare. Believe.
Session Objectives
• To explore leadership
• To understand that leadership is applicable across a
variety of context’s
• To understand the AIESEC leadership model
• To understand that the @LM, is a journey with a start,
but not designed to be an end point
Have the plenary discuss this, don’t break into groups, but get people talking.
Get the plenary to talk about this openly… e.g. the self awarenss (does anyone notice this growing), 2. Effective Communication (e.g. influencing skills, listening, reporting etc), and 3. Responsibility for the world (an open mind)
Wrap this up into the essential minimum’s. Discuss that developing leadership is a life long journey, it’s not a simple task as being number one from day one.