The document summarizes the agenda and content of a leadership development program. Session 1 focused on defining leadership and different leadership styles. It discussed the importance of self-leadership and transforming both leaders and followers. Session 2 covered concepts of citizenship, community, and social change. It emphasized active citizenship through community involvement and addressing root causes of problems rather than superficial solutions. The program used activities, discussions and group work to explore these topics and help participants develop leadership skills.

1. Leadership Development Program
The Leadership Network
http://leadershipnetwork.mu

2. Today’s Agenda
• Welcome
• Ice-breaker
• Session 1 – Leadership (overview)
• Break
• Session 2 – Citizenship
• Lunch
• Root cause analysis & Group project

3. Activity
ICE BREAKER

4. Our Expectations
• Participate
• Read
• Think
• Take „Personal‟ Notes
4

5. Looking at the Future
• How do you see yourself in 15-20 years?
• What would you LIKE your personal and
professional situation to be?
• Who will take you there?
5

6. PRESENTATION

7. Session 1 - Agenda
1. Definition of Leadership
2. Leadership & Change
3. Technical & Adaptive changes
4. Transformational / Transactional
Leadership
5. Leadership-Follower dynamic

8. Journal note - 1
• My understanding of leadership at this
point in time…
• Names that are uppermost in my mind
when I think of great leadership?

9. Brainstorming
• What do we mean by leadership?
• What is the goal of leadership?
• Do we have a common understanding?
• What names come to mind when we
think of great leadership?

11. What is leadership?
• Leadership is motivating, mobilizing,
directing people to collaboratively
pursue a shared vision that
produces positive transformation
• Leadership is an ethical process, an
activity
• Why ethical?

12. The Goal of Leadership
• The goal of leadership is to mobilise
oneself and/or others to change in a
positive and sustainable manner
• Sustainability will depend on our ability
to grow other leaders
• REAL leaders continue to influence
even in their absence

13. • Effective self-leadership is the
foundation of great leadership
• People follow you because of who you
are
• “If leaders are to be successful, they
must first lead themselves.” (John Maxwell)
Self-Leadership

14. Self-leadership
• Leadership has to do with
–Doing („savoir faire‟)
–Learning
–Becoming
–Being („savoir être‟)
• We need to be prepared to embark
on an inner journey

15. Leadership and status
• Leadership is an activity not a status
• Leadership is exercised at all levels of the
organisation (and of society) – not just at
the top
• Leadership is not to be confused with being
the boss, the head, the manager, the
rector, the minister, the prime minister etc
– These titles only indicate authority/power
• Servant leadership

16. Leadership v/s Authority
• Authority, influence and power are
critical tools
• But they do not define leadership

17. Democratization of
Leadership
• 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. Leader-Follower Dynamic
Good leaders
• Trustworthy
• Honest
• Committed
• Innovative
• Competent
• Courageous
• Take initiatives
Good followers
• Trustworthy
• Honest
• Committed
• Innovative
• Competent
• Courageous
• Take initiatives
• Great followers produce great leaders…
• Great leaders produce great followers

19. Activity
YOUR VISION

20. Looking at the Future
• How do you see Mauritius in 15-20
years?
• What would you LIKE to see ?
• What changes do you wish
• At country level
• In your organisation
• In the way people behave
20

21. Looking at the Future
• Make a list of 8-10 wishes / changes (5
min)
• Form teams of 10-12 people
• Group the wishes under
Themes/Headings (20 min)
• (eg. Education, Behaviour, Health, etc)
• Submit lists
21

22. Looking at the Future
• Submit lists on normal paper (3-4 pages)
• Education
• Xx
• Xx
• Behaviour
• Xx
• xx
• Transport
• xxx
22

23. PRESENTATION

24. • Great followers produce great leaders…
• Great leaders produce great followers

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

26. Leaders transform followers,
helping them to become leaders
themselves
Both are deeply involved in the
dance of change
Transformational
Leadership

27. • 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
Transformational
Leadership

28. 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

29. Leadership is redundant if the goal
is to maintain status quo.
Is the absence of required change
an evidence of leadership failure?
–
Leadership for social
change

30. 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

31. Technical
Problems
• Tire puncture
• Fused bulb
• Bone fracture
• Short-sightedness
Adaptive
Challenges
• Severe heart condition
• Drug addiction
• High failure rate
• High crime rate
• Corruption

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

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

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

35. Leadership for social
change
• Leadership is a relational and ethical
process of people together attempting
to accomplish positive change
– focus on values and authentic
relationships
• What are some of these values?

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

37. Key Leadership Values
• Citizenship
• Collaboration
• Common Purpose
• Controversy with Civility
• Consciousness of self
• Congruence
• Commitment



38. The Model

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

40. Journal note - 2
• In what way has your understanding of
leadership changed after the first session?
• How will this change in understanding
affect our future behaviour as leaders?
• Names that are uppermost in my mind
when I think of great leadership?

41. –
Differences between
Management and
Leadership?

42. Management Leadership
Focus: current priorities 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
Giving instructions Coaching 42

43. Quick Recap
• Leadership as an ethical process
• Leading ourselves
• Leadership & authority
• Leader-follower dynamic
• Transformational leadership
• Technical / Adaptive problems
• Values-driven leadership model

44. Session 2
Citizenship

45. Objectives of Session 2
• By the end of this session participants
will demonstrate a clear
understanding of the following
concepts:
– Good and Active Citizenship
– Ubuntu
– Social capital
– Bonding
– Bridging

46. WHAT IS CITIZENSHIP?

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

48. Active Citizenship
• Active 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

49. 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

50. Why do we get involved?
• Recognizing the interconnected
nature of problems
–a good education benefits
individuals as well as society
• Experiencing a deep satisfaction from
being involved in making a difference
for something that truly matters

51. 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.. .

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

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

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

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

56. Community
• Citizenship centers on active
community participation as a result
of a sense of responsibility to the
communities in which we live.

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

58. 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

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

60. Citizenship
• Absence of citizenship
• Passive citizenship
• Good citizenship
• Active citizenship

61. Active Citizenship through
• direct service
• community research
• advocacy and education
• capacity building
• political involvement
• socially responsible personal and
professional behavior
• Active participation in associations

62. “Bonding” and “Bridging”
Social capital is about the value of
social networks,
bonding similar people and
bridging between diverse people,
with norms of reciprocity.

63. Recap
• Active citizenship
• Community
• Bonding
• Bridging

64. Activity
Role-Play
Good/active and
Bad Citizenship

65. Good/active and Bad
Citizenship
• 4 teams
• Prepare a sketch to demonstrate
Good/Active or Bad Citizenship
• 15 minutes preparation (plus lunch time)
• 5 minute sketch (maximum actors)
• Choose a real-life problem
• Observers
65

66. LUNCH BREAK

67. Good/active and Bad
Citizenship
• Debrief
• Observers
• Participation-all or minority active?
• How was the problem chosen?
• How were the actors chosen?
• How were disagreements managed?
• Interesting to observe?
67

68. Discussion
• Why is citizenship one of key
values of leadership?
• How do the ideas discussed apply
to educational institutions and
business organisations?

69. “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

70. Change
This in turn could have changed the nation and I could
indeed have changed the world…
When I was young, I wanted to change the world.
I found this difficult, so I tried to change my nation.
When I couldn‟t do this, I began to focus on my town.
This too proved a daunting task, so as a middle-aged
man, I tried to change my family, in vain.
Now as an old man, I realize the only thing I can change is
myself.
Suddenly, it became clear that if long ago I had changed
myself, I could have had an impact on my family.
My family and I could have made an impact on our town.

71. „Be the change that you wish to
see in the world.‟
Mahatma Gandhi

72. Activity
ROKEACH SURVEY

73. APPROACH TO CHANGE
Root-Cause Analysis
73

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

75. THE FISHBONE DIAGRAM
75

76. THE FISHBONE DIAGRAM
76

77. 5 x WHY? - EXAMPLE
Known
criminals are
notarrested
77

78. Activity
Group Work

79. Group Work
• 4 Groups, 20 minutes
• 1 Theme (changes identified earlier)
• Collect all changes/problems mentioned
• Identify problems precisely
• Choose 1 main problem
• Work on Root Causes
• 1 Note-taker / Presenter : findings
79

80. DISCUSSION

81. Group Work
• Main problem identified
• Root Causes identified
• Do you have enough info?
• Did you find THE solution to the
problem?
• Technical or Adaptive problem?
81

82. QUESTIONS

83. FEEDBACK ON THE
SESSION

84. THANK YOU