The agenda includes welcome speeches, testimonials, an icebreaker activity, a presentation on leadership for social change, and a brainstorming session. The document provides background on the founders and vision of TLN, which is to foster social change through leadership training based on a social change model of leadership development. It outlines expectations for participation in the 8-session program and ends with calling participants to identify opportunities to practice leadership.

1. The Leadership Network
Leadership Development Program
LDP

2. Today’s Agenda
• Welcome speeches
• Testimonials
• Ice-breaker
• BREAK
• Presentation – Leadership for Social Change
• Brainstorming session
• Activity: Rokeach Survey

3. THE INITIATIVE
• A few people met after realising they
shared similar views on a number if
issues…namely:
• One of the root causes to many issues
was a lack of leadership skills at all
levels of society
• Leadership is misunderstood and
‘malpracticed’.

4. THE INITIATIVE
• 5 months of preparations. The
Leadership Network (TLN) is founded
• Intensive leadership training, involving
experiential learning and
• Every well intentioned individual
must be an active leader

5. THE INITIATORS
• Rajendra Patil Hunma
General Manager – HR, Currimjee
Jeewanjee & Co. Ltd
• Krishna Athal
Communication Manager, The MCB Ltd
• Daden Venkatasawmy
Managing Director, First Exec

6. THE TEAM GROWS
• Arvind, Ashvin, Avish, Djuneid, Madhvi,
Nilesh, Raksha, Rubina, Smitha,
Yashir, Zuhayr…

7. OUR BELIEF
• True change starts on the inside and
works its way outwards
• Anybody can be a good leader provided
his/her values are sound
• Leaders are primarily agents of
sustainable social change

8. OUR VISION
• To foster social change through
leadership development
• To provide opportunity to be part of a
network, where other leaders share
similar values and aspirations
• Network individuals with a common
understanding of social change

9. THE MODEL
• The Social Change Model was initially
designed more than a decade ago by a
team of researchers
• Currently used in a number of American
universities.
• “Leadership for a Better World”, written
by Susan Komives et al. in 2009.

10. COMMUNICATION
• Online: Official Website
www.leadershipnetwork.mu
• Facebook page (general public):
The Leadership Network (TLN)
www.facebook.com/the.leadership.network
• Facebook group (private):
Leadership Development Programme (LDP)
http://www.facebook.com/groups/315570741824315/

11. Our Expectations
• This is a journey You embark on for Yourself
• Participate (8 Saturdays, 09h15 sharp! FB)
• Read
• Think
• Don’t copy Notes, Slides are Shared Online
• Take Personal Notes
• Facebook and Email

12. Testimonials

13. INTERACTIVE SESSION

14. INTERACTIVE SESSION
ICE-BREAKER

15. BREAK

16. Session 1
1. What is Leadership?
2. Leadership for Social Change
2. Social Change

17. Discussion
• What do we mean by leadership ?
• Do we have a common understanding?
• Who are the leaders?

18. Discussion
• Why are we interested in leadership?
• What about the role of followers?

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

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

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

23. 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.

24. Democratization of
Leadership - 2
• A future made up of complex, chaotic
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.

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

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

27. 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

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 for social
change
• Leadership is a relational and ethical
process of people together attempting
to accomplish positive change
– focus on values and authentic
relationships

30. 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.
–

31. 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

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

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

34. 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

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

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

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

38. 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

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

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

41. 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.

42. Group Values - 1
Collaboration
• Working with others in a common
effort, sharing responsibility,
authority, and accountability.

43. Group Values - 2
Common Purpose
• Having shared aims and values.
Involving others in building a
group’s vision and purpose.

44. 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

45. Individual Values - 1
Consciousness of self
• Being self-aware of the beliefs,
values, attitudes and emotions that
motivate us to take action.

46. Individual Values - 2
Congruence
• Acting in ways that are consistent
our values and beliefs.

47. Individual Values - 3
Commitment
• Having significant investment in an
idea or person, both in terms of
intensity and duration.

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

49. WHY DO WE NEED A
MODEL?

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

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

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

53. Kolb Model

54. 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

55. 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’)

56. “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

57. The Model

58. Quick Recap

59. 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

60. Journal probes
• Can you remember a time when you
thought about leadership differently
from what you do now?
• How is your current understanding
different?

61. DISCUSSION QUESTIONS
• What is our evaluation of leadership
among local public figures?
• Do they practice transformational or
transactional leadership?
• Are they values-driven?

62. What Next
• Identifying opportunities to
practice
• Initiating positive change in our
current groups
• Extending the network

63. Questions