1. INTERACTIVE SESSION
Recap of Day 1 & Day 2
1

2. What, How and WHY
• Trust is a feeling
• 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)

4. 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
4

5. Leadership involves
working
on the system
not just in the system
5

6. Congruence within the
individual system
Congruence in the
Social / organizational
system
6

7. Incongruence
• Become rich • Gamble
• Be happy • Alcohol / drugs
• Good education • Underpay teachers
• Meritocracy • Elect candidates of
same community
• No corruption / • Elect people who are
crime known to be corrupt /
supported by criminals

8. 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

9. Adaptive Leadership
• Adaptive leadership involves
– identifying values mismatch
–implementing changes that
reduces the discrepancy
between the group’s values and
the reality of the group’s situation.

10. COLLABORATION and
ADAPTIVE Leadership
• Collaboration on technical problems
• Collaboration on adaptive challenges
• Adapt our own behaviour
• ‘Victims’ have to adapt too
10

11. CONTROVERSY
WITH CIVILITY
• Controversy – involves differing opinions,
but positions are not staked out.
Controversy draws everyone together to
discuss differing perspectives.
• Civility – voicing disagreement and
responding to disagreement from others in a
way that respects others’ points of view.
Civility can be a value, an attitude, or a
behavior.

12. 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”

13. 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.
13

14. Current thinking
• Leadership is not necessarily a
position
• Leadership is not necessarily a status
• Leadership is different from authority
14

15. Leadership v/s Authority
• Authority, influence and power are
critical tools
• But they do not define leadership
• When I become a leader, I shall …
15

16. Leadership v/s Authority
• Many people occupy positions of
authority without ever mobilizing their
organizations to address tough
adaptive changes
16

17. 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.
17

18. Democratization of
Leadership - 3
• Shift of focus from LEADER to
LEADERSHIP
18

19. Transformational
Leadership
Leaders transform followers, helping
them to become leaders themselves
19

20. 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 20

21. 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
21

22. 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
22

23. “If leaders are to be successful, they
must first lead themselve s.”
(John Maxwell)
23

24. "Be the change you want to see
in the world."
Mahatma Gandhi

25. “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
25

26. Leadership for social
change
• Change should be preceded by an in-
depth understanding of the underlying
root / systemic causes
26

27. What do WE need to
CHANGE
• Ourselves • Responsibility
– Why? • Vision
– How? • Observation
– What to do?
• Analyse,
• Society Understand
– Why?
• Plan
– How?
• ACT
– What to do?
• KOLB Cycle

28. Kolb Model
28

29. 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 29

30. Leadership for social
change
Need to differentiate between
• Technical problems / solutions
• Adaptive challenges / solutions
30

31. Leadership for social
change
• Leadership is a purposive process /
activity that is inherently value-based
• What are some of these values?
31

32. THE MODEL
Group Values
• Collaboration
• Common
Purpose
• Controversy with
Civility
CHANGE
• Consciousness
of Self • Citizenship
• Congruence
• Commitment
Individual Values 32
Society / Community Values

33. Leadership cannot be taught …
but it can be learned…
33

34. 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 34

35. AFTER Days 1 &2
• Has your understanding of Leadership
changed?
• BEFORE and AFTER

36. COMMITMENT

37. OBJECTIVES OF THE SESSION
• By the end of this session, participants
will be able to:
– demonstrate a clearer understanding
meaning of ‘commitment’
– appreciate the link between
commitment and leadership

38. Commitment
• Commitment refers to a strong passion
or desire
• It is the source of an intrinsic motivation
• It can be enhanced by a clear
awareness of a ‘congruence gap’
• It comprises of both intensity and
duration

39. Congruence
Intrinsic
Commitment
Motivation

40. Authentic Leadership (individual /social)
Commitment
Congruence
Consciousness
of self

41. Commitment
• Requires
–consciousness of self
–reflection
–mentorship from like-minded people
–life experiences

42. Commitment
• May / may not be supported by
external factors
– supportive environment
– being around others who have similar
passions
– financial incentives
– recognition of good work
– social status

43. Commitment
• reflects our authentic self as measured
by congruence of actions, beliefs and
passions.
• sometimes related to being associated
“something larger than oneself”
• Sweat, tears …

44. Quality v/s Quantity
• Involved in too many activities/ relationships
• Risk of conflicting interests / burnout
• Requires
– focus on priorities
– living a balanced life
• physical, intellectual, spiritual, emotional
– living a congruent life
– constant renewal via reflection, journaling

45. Commitment in Groups
• group commitment – only as great as the
sum of each individual level of commitment
• reflected in
– regularity
– attendance
– punctuality
– task completion

46. Commitment in Groups
• Fostered by
– shared values – common purpose
– collaboration
– controversy with civility
– authentic leadership

47. Authentic Leadership (groups)
Commitment
Collaboration
Common
purpose

48. Authentic Leadership (individual)
Commitment
Congruence
Consciousness
of self

49. Authentic Leadership
Quality of
citizenship
Commitment
Collaboration

50. The Model

51. • Genuine commitment, perseverance and
patience along with the right values /
intentions can move mountains
• Paradox: this requires detachment and
freedom from obsession with rewards /
personal credit
• Willingness to go the extra mile

52. Stew Friedman
VIDEO

53. Video Summary
• Leading self and leading others
• Work, family, society, self
• Self – physical, emotional, spiritual,
professional
• Balance v/s integration
• Balance – trade-off … compromise

54. Video Summary
• Use leadership to integrate the 4 dimensions
to generate support for sustainable change
• Congruence
• Being real – know one’s values, priorities,
legacy
• Consciousness of self
• Need for introspection, reflection,
discussion to identify gaps …& achieve
congruence…

55. Video Summary
• Be real — acting with authenticity by
clarifying what’s important
• Be whole — acting with integrity by
respecting the whole person
• Be innovative — acting with creativity
by experimenting with what / how things
get done

56. Stew Friedman

57. • Leadership is a process or an activity
that is inherently value-based and whose
ultimate goal is positive and sustainable
change.
• Some of the key values are summed up
in the 7 Cs:
– Citizenship, Collaboration, Common Values,
Controversy with Civility, Consciousness of
Self, Congruence, Commitment
• Leadership may or may not be linked to
formal authority / titles

58. • Leadership is a process or an activity
that is inherently value-based and whose
ultimate goal is positive and sustainable
change
• Some of the key values are summed up
in the 7 Cs :
– Citizenship, Collaboration, Common Values,
Controversy with Civility, Consciousness of
Self, Congruence, Commitment
• Leadership may or may not be linked to
formal authority / titles

59. Questions

60. Self-Leadership

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

62. SELF LEADERSHIP
A Soul in a Mammal Body
Red Hawk : Self Observation-The Awakening of Conscience

63. 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)

64. 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…

65. 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 !

66. 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

67. What next ?

68. How does CHANGE
happen ?
• Someone thinks differently
• Someone starts something different
• A few people believe and join in
• More and more people show support
• Critical mass reached
• Public Support

69. How does CHANGE
happen ?
“First they ignore us, then they
laugh at us, then they fight us,
and then we win!”
(Mahatma Gandhi)

70. Commitment to Social
Change – HOW ?
• Know your strengths
• Identify social issues based on your
strengths
• Identify complementary talents
• Use the Social Change Model

71. LDP-Action
• 5-8 people
• Core LDP content combined with a
concrete action
• Group meets, discusses LDP content
for 45 mins, then works on an activity or
action preceded by careful study

72. Garden
VIDEO

73. The Model

74. Q&A
FEEDBACK