1. The document discusses the concept of congruence in leadership, which refers to acting in a way that is consistent with one's values and beliefs. It explores how congruence requires self-awareness and the courage to act according to one's principles even when facing opposition. 2. It notes that congruence is important for building trust and credibility as a leader and is harder to achieve when leading groups where not all members share the same values. Adaptive leadership is needed to address incongruence between a group's values and reality. 3. The document examines how congruence relates to other leadership concepts like authentic

1. SESSION 7
CONGRUENCE

2. INTERACTIVE SESSION
Recap of Sessions 1 - 6
2

3. WHAT IS LEADERSHIP?
3

4. LEADERSHIP AND
CHANGE
4

5. LEADERSHIP AND
AUTHORITY
5

6. LEADERSHIP AND
CHANGE
• Donne moi TOU Pouvoir, mo Change
TOU
• Quand nou prend Pouvoir, nou pou
nettoye TOU
6

7. LEADERSHIP AND CHANGE
Donne moi TOU Pouvoir, mo Change TOU
Quand nou prend Pouvoir, nou pou nettoye TOU
• Is total formal power enough to deal
with adaptive challenges & bring
about sustainable change?
• Is formal power a necessary condition
for leadership?
• What is the difference between
dictatorship and leadership?
7

8. THE MODEL
8

9. 9

10. WHAT DOES THE ‘MODEL’ HAVE
TO DO WITH LEADERSHIP?
10

11. RECAP
SESSIONS 1 TO 6
• Change
• Citizenship
• Collaboration
• Common Purpose
• Controversy with Civility
• Consciousness of Self 11

12. RECAP
SESSIONS 1 TO 6
• Social Change
• Technical / Adaptive changes
• Root Cause Analysis
• Systems Thinking
• Diversity and Trust
• Observing and Understanding Oneself 12

13. Why Systems Thinking?
"Systems thinking is a discipline for
seeing wholes. It is a framework for
seeing interrelationships rather than
things, for seeing patterns of change
rather than static 'snapshots'...."
Peter Senge, The Fifth Discipline
13

14. Kolb Model

15. HOW IS THE LDP AN
ILLUSTRATION OF
ADAPTIVE/ TRANSFORMATIONAL
LEADERSHIP ?
15

16. WHY IS COLLABORATION
CRITICAL IN THE
LEADERSHIP PROCESS?
16

17. AFTER
SESSIONS 1,2,3,4,5,6
• Has your understanding of Leadership
changed?
• Do you feel you have started to change?
• Change Beliefs AND Behaviour

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

19. SESSION 7
CONGRUENCE

20. 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.
– thus helps in selection of change initiatives
• We become aware of our motivation and
consider new ways to contribute to groups
and teams.

21. Becoming Conscious of
Self
• Developing consciousness of self requires
intentional actions.
• These include
1. a practice of reflection
2. openness to feedback
3. learning about the self through assessment

22. Food for thought
• To live is to choose. But to choose well,
you must know who you are and what
you stand for, where you want to go
and why you want to get there
Kofi Annan

23. Congruence

24. OBJECTIVES OF SESSION 7
• By the end of this session, participants
will be able to:
– demonstrate a clearer understanding
meaning of ‘congruence’
– demonstrate a better congruence in their
behaviour
– appreciate the link between congruence and
leadership

25. WHAT IS CONGRUENCE?

26. What is Congruence?
• Acting in ways that are consistent with
our values and beliefs.
• Requires a person to have a deeply felt
consciousness of self
• When values, beliefs, and convictions
are echoed in person’s actions,
congruence will exist.

27. What is Congruence?
• Congruence is the harmonious union of a
person’s inner and outer worlds.

28. What is Congruence?
• Considering that leadership is a relational
process, how is congruence relevant?
• Congruence means that a person’s
thoughts, feelings, and behaviors are
guided by an unwavering honesty,
authenticity, and genuineness towards
others.

29. Congruence & Authentic
Leadership
• Authentic leaders nurture relationships
driven by a transparency of values and
intentions.

30. Congruence & Authentic
Leadership
• Congruence is the foundation of
trust and credibility

31. Discussion
• How is congruence related to
mindfulness?
• Congruence requires taking inventory of
one’s intentions, actions, and motives
AND constant adjustment

32. What is the link between
Congruence & Integrity?

33. Congruence in content
and process
• Content refers to a person’s goals or
purpose – what a person does
• Process is how a person accomplishes
his/her goals or purpose.
• Hitler?

34. Congruence in content
and process
• Leaders should not only be concerned
with congruent goals and purpose, but
also congruence in process.
• The choice of end and of means must be
equally ethical and value-driven.

35. Courage to Act
Congruently
• It takes courage to be congruent, in a
world that is so diverse and ever
evolving.
• Includes standing up against peer
pressure, forfeiting popularity, or risking
looking foolish.

36. Courage to Act
Congruently
• Doing what feels right and is congruent
sometimes is not synonymous with
social norms and may not be in line with
the status quo
• It takes courage to be the only one
standing in congruence
• Mahatma Gandhi … Nelson Mandela

37. Congruence & Authentic
Leadership
• Authentic leadership occurs when we
accurately represent ourselves in the
world in a manner that is ‘in tune’ with
our nature.

38. Being Congruent in
Groups
• Is it easier or harder?

39. Being Congruent in
Groups
• It is easy to be congruent in a room by
oneself.
• Congruence is harder to achieve when
one exists in a group, and even harder
when one is a leader.
• We often encounter situations where
our values are in conflict with the
values of members in a group.

40. Being Congruent in
Groups
• Being a leader requires the
realization that not all the members
of our group will share our values,
but we are still required to lead them

41. Being Congruent in
Groups
• Leading them effectively and congruently
requires that a leaders validate their
followers’ truths and learn to see from
their point of view
– Leading with inclusivity towards
people’s values and perspectives, even
when they are not identical
– Bridging

42. Leadership involves
working
on the system
not just in the system
42

43. Adaptive Leadership
• Adaptive leadership involves identifying
the values that are conflicting and make
the necessary changes to ensure
adjustment that mitigates the level of
discrepancy between the group’s
values and the reality of the group’s
situation.

44. The Social System
Society
Education
Outputs

45. The Education System Parental
involvement
Reward and Social Values/
Recognition/ Content
Objectives
Sanctions
Educational Methodology
Teachers’ Objectives
performance
School
Training Management Learning
Evaluation Outcome
Corrective
Teacher measures Assessment
training

46. Reward and
Recognition/ Attracting good candidates to the profession
Sanctions
Teachers’
Performance
Training
Training
Evaluation

47. Adaptive Leadership
• The group must face incongruence head
on and the leadership is seen as central to
fulfilling the role of identifying and
remedying the incongruence.
• The gap between what is, and what should
be, is an opportunity for leadership
– An opportunity for change
• This kind of change requires “work”

48. Conclusion
• Congruence means not being afraid to
stand alone for what one believes in and
knows is right
• It requires being in tune with our spirit and
constantly taking stock to ensure that our
actions reflect our values and beliefs
• Congruence is required both in private
and public systems
• Congruence is the foundation of trust

49. LINKS WITH THE 7 C’S

50. Congruence & 7 Cs
• Congruence is difficult to achieve without
consciousness of self
• Congruence and the resulting credibility and
trust leads to more effective collaboration,
impacts the selection of a common purpose
• Congruence contributes effectively to our
ability to handle controversy with civility
• Congruence encourages us to express our
citizenship in social change initiatives

51. Congruence and
Leadership
• True leadership happens whenever an
individual makes the decision to act
congruently with the intention of making
positive change
• What is needed is not popularity or charm or
power, but a sense of core purpose and
values and the courage to take action that
is consistent with those.

52. The Model

53. Questions

54. BREAK

55. INTERACTIVE SESSION

56. INTERACTIVE SESSION

57. CONGRUENCE
To Be or Not to Be

58. CONGRUENCE
Always, Sometimes, Never

59. CONGRUENCE
• I value Ethnic Diversity
– Always- ,Sometimes- ,Never-
• I stop my friends when they make
inappropriate jokes on race and religion
– Always- ,Sometimes- ,Never-
• I value Honesty
– Always- ,Sometimes- ,Never-
• I always tell the truth to my best friend
– Always- ,Sometimes- ,Never-

60. CONGRUENCE
• I value Freedom
– Always- ,Sometimes- ,Never-
• I have very good friends who are
considered marginals by most people
– Always- ,Sometimes- ,Never-
• I value Equality
– Always- ,Sometimes- ,Never-
• I will refuse a job if I do not go through
the normal recruitment process
– Always- ,Sometimes- ,Never-

62. Leadership involves
working
on the system
not just in the system
62

63. Consciousness of Self
• Personality Profiles
• The JOHARI window
• The Rokeach Values survey

65. CONGRUENCE
The Golden Circle
What, How and …WHY
Simon Sinek

66. ASK Unknown to self
Known to self
Known
to
others Open Area
TELL
Blind Area
Unknown Unknown
to others
Hidden Area
Area
JOHARI WINDOW

67. What, How and WHY
• We All know What we do
• Some of us know How we do what we
do, consciously or unconsciously
• Very few of us know WHY we behave
as we do
• This requires Consciousness of Self
What are the Beliefs, Purposes,
Values that drive us?

68. What, How and WHY
• People hear What you say, see What
you do and How you do it (Left Brain)
• They can Agree and Like What and
How you do things (Left Brain), but
• They will Trust YOU as a person based
on WHY you do things
That is when they share some of the
Beliefs, Purposes, Values that drive you

69. What, How and WHY
• Trust is a feeling (Right Brain)
• We do not Trust or gain Trust rationally
• It comes when Actions and Behaviour
are in line with Values
• It comes when Actions and Behaviour
are consistent over time
The Actions and Behaviour PROVE
what you Believe (WHY you do things)

70. CONGRUENCE
A Soul in a Mammal Body
Red Hawk : Self Observation-The Awakening of Conscience

71. A SOUL in a MAMMAL BODY
• We are ALL a Soul in a Mammal Body
• Mammals learn in 5 ways
– Observation, Repetition, Modeling, Trial
and Error, Play
• The fastest reaction of a mammal is the
survival instinct, based on 2 primitive
emotions: Rage and Terror
• Fight or Flight ! (Immediate Action,
powerful energy surge)

72. A SOUL in a MAMMAL BODY
• Humans have the same survival instinct,
with its centre located at the navel
• The 1st response to Pain or threat of
pain is Instinctive – Rage or Terror
• Most human beings live their lives and
conduct their relationships out of the
Survival Instinct (Selfish, Unconscious
and Mechanical)
• This is why the world is the way it is…

73. A SOUL in a MAMMAL BODY
• But Humans have a choice - Conscience
• It builds a Rational (instead of Instinctive)
response to Pain or threat of pain
• I can choose to manage my body,
observe without reacting, without
judgement, understand and keep the
body relaxed
• Breathe in the Navel and relax the body
• Transform the energy surge !

74. A SOUL in a MAMMAL BODY
• Use the energy to Assess and Understand
Reactions
• Decide on the most constructive action,
regardless of survival
• LEARN
• UNLEARN inherited, instinctive responses

75. CONGRUENCE
• Patient, Honest, Relaxed self-observation
• See, Understand your instinctive responses
• Do not Judge Yourself
• Make conscious choices
• Keep on observing
On-going fight between
Instinct and Conscience

76. The Model

77. Q&A
FEEDBACK