3. THE INITIATIVE
• A group of friends met after observing a
lack of leadership skills in the society
and a wrong leadership practice.
• 5 months of preparations. The
Leadership Network (TLN) is founded.
4. THE INITIATIVE
• Intensive leadership training, involving
experiential learning and lectures over 8
sessions of 3 hours.
• Proposal based on the assumption that
every well intentioned individual
will/must be active leaders in their
professions and their communities.
5. THE INITIATORS
• Rajendra Patil Hunma
General Manager – HR, Currimjee Jeewanjee & Co. Ltd
• Daden Venkatasawmy
Managing Director, First Exec and formerly Manager, HSBC
• Avinash Teeluck
Senior Legal Associate, Legis & Partners
• Krishna Athal
Communication Manager, The MCB Ltd
6. OUR BELIEF
• We believe that social transformation
can only be achieved through value-
based leadership and when individuals
undergo a process of inner change and
then collectively begin to chart their
destiny as a people.
• True change starts on the inside and
works its way outwards.
7. OUR BELIEF
• The Leadership Network (TLN)
operates on the principle that anybody
can be a good leader irrespective of
his/her social or educational
background provided his/her values are
sound and that leaders are primarily
agents of sustainable social change.
8. OUR VISION
• To foster social change through
leadership development.
• Not a mere training program that ends
with certificate award ceremony.
• To provide opportunity to be part of a
network, where other leaders share
similar values and aspirations.
9. OUR VISION
• Regroup individuals with a common
understanding of social change.
• It all depends on how we are willing and
able to extend this network.
10. THE MODEL
• The Social Change Model was initially
designed more than a decade ago by a
team of researchers and currently used
in a number of American universities.
• “Leadership for a Better World”, written
by Susan Komives et al. in 2009.
11. 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/
12. Football or soccer, is a sport played between two teams of eleven
players with a spherical ball.
At the turn of the 21st century, the game was played by over 250
million players in over 200 countries, making it the world's most
popular sport.
The game is played on a rectangular field of grass or green artificial
turf, with a goal in the middle of each of the short ends. The object of
the game is to score by driving the ball into the opposing goal.
The goalkeepers are the only players allowed to touch the ball with
their hands or arms, while the field players typically use their feet to
kick the ball into position, occasionally using their torso or head to
intercept a ball in midair.
The team that scores the most goals by the end of the match wins. If
the score is tied at the end of the game, either a draw is declared or
the game goes into extra time and/or a penalty shootout, depending on
the format of the competition.
13.
14. Edson Arantes do Nascimento, known by his nickname Pelé is
widely regarded as one of the best football players of all time.
In 1999, he was voted Football Player of the Century. In the same
year French weekly magazine France-Football consulted their
former "Ballon D'Or" winners to elect the Football Player of the
Century. Pelé came in first position. In 1999 the International
Olympic Committee named Pelé the "Athlete of the Century“.
In his career he scored 760 official goals, 541 in league
championships, making him the top scorer of all time. In total Pelé
scored 1281 goals in 1363 games.
15. Leadership
• Reading about Leadership v/s ‘Doing’
Leadership
• We also need concrete experience
• Is experience enough? What else is
required?
17. The Kolb Learning Cycle
It is necessary to reflect on the experience to make
generalizations and formulate concepts which can
then be applied to new situations.
The learner must make the link between the theory
and action by planning, acting out, reflecting and
relating it back to the theory.
18. The Kolb Learning Cycle
Reflective Observation
how do we know it was good or bad and what was good or bad about it?
need to articulate our reflections in some systematic way so that we
remember what we thought and build on that experience for next time.
Keeping a log or journal
Reflection in itself, though, is insufficient to promote learning
Unless we act on our reflections of ourselves and on the opinions of
others, no development takes place
19.
20. Relevance of the Kolb
Model
• Leadership has to do with
– Knowing
– Doing
– Becoming
– Being
• We need to be prepared to embark on
an inner journey
21. 5 levels of Leadership
I. Position:
Rights - People follow you because they have to.
II. Permission:
Relationships - People follow because they want to.
III. Production:
Results - People follow because of what you have done for the organization/team.
IV. People Development:
Reproduction - People follow because of what you have done for them.
V. Personhood:
Respect - People follow because of who you are and what you represent.
24. Leadership for social
change
• Leadership is a process that is ultimately concerned with fostering
positive change
• Change is the ultimate goal of the creative process of leadership –
to make a better society for self and others – to make a better world
• Awareness of problems that affect not only others but also
ourselves directly or indirectly – e.g., rate of failure at school
• Leadership implies intentionality – the change is not random
• Leadership is a purposive process that is inherently value-based
25. What is Social Change?
• Not charity and sporadic volunteerism
– Charity - risk of creating dependencies
• Social change is different from charity
– Focus on root causes of problems
– Focus on building relationships and
collaboration with others (including the
‘victims’)
26. 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
• Recognizing the interconnected 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
• Being involved in a purpose greater than self
– Being a teacher to help children, being a lawyer to protect peoples
rights, being a journalist to reveal the truth.. .
27. Connection with others
• 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
• Martin Luther King - I Have a Dream
– “For many of our white brothers … have come to
realize that their destiny is tied with our destiny. They
have come to realize that their freedom is inextricably
tied to our freedom…”
28. Discussion questions
• Do leaders create social movements or do
the movements create leaders?
• Can you think of an organization that did a
particularly good/bad job in collaborating with
others and addressing social problems?
29. Leadership
• Leadership is a relational and ethical process of people together
attempting to accomplish positive change
– focus on values and authentic relationships
• A leader is not necessarily a person who holds some formal position
or who is perceived as a leader by others
• A leader is one who is able to effect positive change for the
betterment of others
• Leadership is the process that happens between people in groups
rather than just what the ‘leader’ does
30. James MacGregor Burns on
Leaders & Followers
• Transforming leadership espouses a relationship between leaders
and followers in which each transforms the other.
– Leaders transform followers, helping them to become leaders themselves
– The aim of leadership
• not just to reach a goal
• but to transform leaders and followers into better, more self-actualized people
• in a process where leaders and followers raise one another to higher levels of
motivation and morality
• Transactional leadership: power wielders (‘pseudo leaders’) involved
in a politics of exchange – more interested in satisfying their own
purposes than in the aspirations of their followers
31. Learning to Lead
• Not a matter of style or how to, or following
some recipe, or even mastering ‘the vision
thing’
• Leadership is about understanding the
differing needs of followers
• Leadership is about energizing followers to
pursue a better goal than they had thought
possible
• Leadership is about ideas and values
• Leadership is about ‘being’
32. Social Change and Individual
Change
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. Their impact could
have changed the nation and I could indeed have changed
the world…
Mahatma Gandhi:
‘Be the change that you wish to see in the world.’
41. Individual Values
• Consciousness of self:
– being self-aware of the beliefs, values, attitudes and
emotions that motivate you to take action.
• Congruence:
– Acting in ways that are consistent your values and
beliefs.
• Commitment:
– Having significant investment in an idea or person,
both in terms of intensity and duration.
42. Group Values
• Collaboration:
– Working with others in a common effort, sharing
responsibility, authority, and accountability.
• Common Purpose:
– Having shared aims and values. Involving others in
building a group’s vision and purpose.
• 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.
43. Community Value
Citizenship
Believing in a process whereby an individual and/or
group becomes responsibly connected to the
community and to society through some activity.
Recognizing individuals and groups have
responsibility for the welfare of others.
44. Overall Goal of the
Model
Change: Believing in the importance of making a
better world and a better society for oneself and
others.
Believing that individuals, groups, and communities
have the ability to work together to make that change.
Leadership is redundant if the goal is to maintain
status quo – basic management would suffice.
– A captain is required when the ship is on the move not
when it is idle in the harbour
45. Discussion
• How does this model differ from the way leadership is
usually understood by most people?
• How do those who call themselves leaders nowadays
‘fit’ in this model?
• How relevant is the model to business organisations?
• How can the model be further improved and adapted
to the local reality?
• How should we go about learning to implement the
model?
46. Journal probes
• In what ways can you see how you are becoming aware of your
motivations to work for social change and how those experiences
are shaping you as a leader?
• What is your motivation for being involved in social change? What
holds you back?
• Can you remember a time when you thought about leadership
differently from what you do now? How is your current approach
different from your approach then?
47. What Next
• Identifying opportunities to practice
– Why
– How
• Initiating positive change in one’s current
groups
• Setting up new groups
• Extending the network
