LDP Day 1 Slides
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The document outlines the agenda and content for Day 1 of a leadership development program. The agenda includes sessions on leadership, social change, collaboration, and a brainstorming activity. It introduces the facilitators and emphasizes participation, reading, thinking, and note-taking. It also includes discussions on defining leadership, the role of followers, and current thinking around leadership being socially responsible and collaborative.
LDP Day 1 Slides
- 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
- 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
- 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