This document provides an overview of the concept of "consciousness of self", which refers to an awareness of one's own personality traits, values, and strengths. It discusses how consciousness of self is important for leadership as it helps build self-confidence while recognizing limitations. The document also outlines some aspects that influence individual identity, and emphasizes the importance of introspection for developing consciousness of self through reflection and being open to feedback.

1. SESSION 6
CONSCIOUSNESS OF SELF

2. RECAP
SESSIONS 1 TO 5
• Leadership
• Social Change (v/s charity, challenges)
• Citizenship (Citoyenneté + Civisme)
• Collaboration
• Common Purpose
• Controversy with Civility

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

4. Kolb Model

5. What else do we need?
A comprehensive model

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

7. WHY DO WE NEED A
MODEL?

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

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

10. 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 / a better world
• Awareness / analysis of problems that affect not only
others but also ourselves directly or indirectly
• Leadership implies intentionality – the change is not
random
• Leadership is a purposive process that is inherently
value-based

11. Transformational Leadership
• Transformational 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
• to transform leaders and followers into better, more
self-actualized people
• process involving leaders and followers raising one
another to higher levels of motivation and morality
• Transactional leadership: power wielders involved in a
politics of exchange – more interested in satisfying their
own purposes than in the aspirations of their followers

12. Community Value
Citizenship
 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.

13. 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…that
their freedom is inextricably tied to our freedom…”

14. COLLABORATION
• Collaboration – The social change model
defines collaboration as, “working together
toward common goals by sharing
responsibility, authority, and
accountability in achieving these goals.”
• Why do we need collaboration?

15. COLLABORATION
Not to be confused with…
• Competition
• Co-operation
• Compromise

16. COLLABORATION
Is about…
• Common Vision
• Common Purpose / Goals
• Sharing Responsibility, Commitment
• Focusing on Talents, Synergy
…in order to DO something!

17. 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.
• What challenges does diversity involve?
• How is diversity linked with the concept of
‘bridging’?

18. What differentiates a group
from a mere gathering?

19. What is a Group?
– Groups strive to achieve a certain
purpose or goal
– Groups involve some sort of interaction,
collaboration, or commitment to the
common goal

20. COMMON PURPOSE
• Common Purpose has 3 key components:
– It occurs within groups
– It is reflected in shared visions, and values
– It involves working with others.

21. COMMON PURPOSE
Shared Vision, Mission, Values
• Vision: What is the group’s ideal future?
– Being …
• Aims: Why does the group exist?
– To do what?
• Values: How do group members agree
to treat themselves and others

22. COMMON PURPOSE
Steadying and bonding force if
• it has truly originated from the group
• the group is truly invested in that
common purpose
• it is fully embraced by all members of a
group, not just its leaders.

23. The Model

24. Community Values
• Citizenship:
– Recognizing individuals and groups have
responsibility for the welfare of others.
– A concern for others
– Ubuntu

25. 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.

26. 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.

27. Discussion Questions
• The essence of learning is …
– Change
• Can we speak of learning if no change has taken
place?
• What do we need to do to ensure learning?
• The essence of leadership is …
– Change
• Can we speak of leadership without change?
• How important is change, vision, mission, values
to leadership?

28. Kotter’s 8-step model
1. Establishing a sense of urgency
2. Creating the leadership group
3. Developing a vision and strategy
4. Communicating the change vision
5. Empowering broad-based action or aligning the
organization
6. Generating short-term wins
7. Consolidating gains and producing more change
8. Institutionalizing new approaches in the culture

29. DISCUSSION QUESTIONS
• The yardstick
– What is our evaluation of leadership among local
public figures?
– Are they transformational or transactional
leaders?
– Are they value-driven?
– Does charismatic leadership empower followers?
– What is our evaluation of our own leadership?
– Is it improving?
– In what ways?

30. SESSION 6
CONSCIOUSNESS OF SELF

31. OBJECTIVES OF SESSION 6
• By the end of this session, participants
will be able to:
– demonstrate a clearer meaning of
‘consciousness self’
– demonstrate a better consciousness of
themselves
– understand the link between consciousness
of self and leadership

32. WHAT IS CONSCIOUSNESS
OF SELF?

34. What is consciousness
of self?
• Consciousness of Self refers to an
awareness of one’s own relatively stable
personality traits, values, and strengths and
being mindful of actions, feelings, and beliefs.
• It is not an end point that can be reached;
instead, it is adopting a way of life that
promotes constant learning about what is
most important… it is an inner journey.

35. What is consciousness
of self?
• Is being conscious of self the same as
being self-conscious?
– Being afraid to act because of what others will
say …

36. Benefits of
Consciousness of self
• It is important for leaders to understand
their own inner sense of identity.
• This understanding helps building self-
confidence while recognizing limitations.
• Individuals become aware of their
motivation and consider new ways to
contribute to groups and teams.

37. Aspects of Individual
Identity
• There are multiple ways that individuals can
differ.
• Our identity can by influenced by
1. our values and principles, culture, faith, family,
generational peers
2. our personal style – timid aggressive, organized,
optimistic, patient, easy-going
3. our talents, skills and specialized knowledge
4. our aspirations and dreams – how do we define
success
5. others’ perceptions of us.

38. GEERT HOFSTEDE

40. Importance of introspection
• Constant ‘busyness’ does not let itself to
consciousness of self
– need to retreat from doing
– introspection (not what should I do next BUT who
am I, how would I describe myself? What are my
values? Why am I here? What is the meaning of
life? Making a career or making a difference?
• When you decide to go, it is a different going
because you stopped. Stopping makes the
going more vivid.

41. Leisure
What is this life if, full of care,
We have no time to stand and stare.
No time to stand beneath the boughs
And stare as long as sheep or cows.
No time to see, when woods we pass,
Where squirrels hide their nuts in grass.
No time to see, in broad daylight,
Streams full of stars, like skies at night.
No time to turn at Beauty's glance,
And watch her feet, how they can dance.
No time to wait till her mouth can
Enrich that smile her eyes began.
A poor life this is if, full of care,
We have no time to stand and stare. William Henry Davies

42. Food for thought
• Sometimes a person’s greatest flaw is a
positive style that has gone too far.
• How?
• Improvement on weaknesses is useful but
the greatest room for growth is in areas of
greatest strength – work on one’s talents

43. Becoming Conscious of
Self
• Developing consciousness of self requires
intentional actions.
• These include
1. a practice of reflection
2. openness to feedback
– strength and weaknesses - non defensive, listen
without interrupting, ask clarifying questions –
does not imply accepting everything – should not
take a toll on self-confidence and motivation,
integrating advice of others
3. learning about the self through assessment.

44. Mindfulness
• Mindfulness focuses on more than simply
understanding our personality.
• It is the ability to simultaneously act and
observe our actions in the present
moment.
• Being mindful allows us to choose how to
respond in situations (Covey).

45. Metacognition
• Reflection on what and how we are learning
• Catching oneself in the act of learning – a voice of a
wise observer looking over one’s shoulder and offering
insight and raising questions for reflection
• Metacognition refers to a level of thinking that involves
active control over the process of thinking that is used
in learning situations
• Am I attentive? What am I thinking? Do I agree with
what is being said? How does this relate to my current
situation? Where can I apply this? What am I afraid
of?

46. LINKS WITH THE 6 C’S

47. Consciousness of Self &
7 Cs
• Becoming conscious of self lets us assess our
readiness to engage in social change.
• It helps us be better aware of how issues affect us and
others and enhances our citizenship
• It allows us to better collaborate and engage in
valuable experiences with the group or team.
• It helps us clarify our values and agree on common
purpose and understand how values affect our
behavior and judgment
• Encourage seeing things from others perspective –
empathy – and engage in controversy with civility
• It boosts self-confidence while highlighting limitations

48. Connection to
the Other Cs
• Although all of the Cs are interrelated,
Consciousness of Self directly affects
Congruence and Commitment.
• Becoming more mindful of preferred ways
of being makes it clear when actions are
not Congruent with our inner truth.
• Also, reflection and other practices help
create an improved sense of Commitment.

49. Consciousness of self -
closing words
To develop intrapersonal intelligence and
form an accurate model of ourselves and be
able to use that model to operate effectively
in everyday life
To develop the awareness that new skills,
behaviors and approaches are needed

50. The Model

51. Questions

52. BREAK

53. INTERACTIVE SESSION
The JOHARI window

55. The JOHARI window

56. The JOHARI window
Think of a person you
know and have a close
relationship with.
how willing you are to
disclose information
about yourself to this
person
how open you are to
receiving feedback from the person

57. The JOHARI window

58. The JOHARI window

59. INTERACTIVE SESSION
The Rokeach value survey

60. Becoming Conscious of
Self
• Developing consciousness of self requires
intentional actions.
• These include
1. a practice of reflection
2. openness to feedback
– strength and weaknesses - non defensive, listen
without interrupting, ask clarifying questions –
does not imply accepting everything – should not
take a toll on self-confidence and motivation,
integrating advice of others
3. learning about the self through assessment.

61. Q&A
FEEDBACK