fm - leadership overview challenges and styles
TRANSCRIPT
-
8/14/2019 FM - Leadership Overview Challenges and Styles
1/50
Southeast and East Asia Sub-RegionalLeadership Course for Young Leadersin Governance
Facilitators Manual
Prepared by Gillian Martin Mehers and Gitanjali BediLEAD International April 2006
-
8/14/2019 FM - Leadership Overview Challenges and Styles
2/50
-
8/14/2019 FM - Leadership Overview Challenges and Styles
3/50
Table of Contents
Welcome to Facilitators 3
Introduction to the Facilitators Manual 4
Master Materials List 5
Overall Schedule 7
Day 1 Day 1: Agenda 9
Facilitators Notes: Session-by-Session Guide 11
Resource - Session 4: Leadership Style Survey 23
Resource - Session 4: Towers Activity Instructions 27
Resource - Session 5: Learning Journal 29
Day 1: Slide set 31
Day 2 Day 2: Agenda 49
Facilitators Notes: Session-by-Session Guide 51
Day 2: Slide set 75
Day 3 Day 3: Agenda 147
Facilitators Notes: Session-by-Session Guide 149
Resource - Session 13: Matching Values to Behaviour 167
Resource - Session 14: Culture in Context 169
Resource - Session 15: Intercultural Skills 171
Resource - Session 15: Cultural Assumptions 173
Resource - Session 16: The Milton Bennett Model 177
Resource - Session 16: Applying the Model of Intercultural Sensitivity 179
Day 3: Slide set 181
-
8/14/2019 FM - Leadership Overview Challenges and Styles
4/50
Contents
Day 4 Day 4: Agenda 213
Facilitators Notes: Session-by-Session Guide 215
Resource - Session 18: Reframing Positions into Interests 243
Resource - Session 19: Role Descriptions 245
Resource - Session 19: Menehune Bay Simulation Teaching Note 285
Resource - Session 19: Leading A Same Role Meeting 293
Resource - Session 19: Observing and Debriefing A Simulation 297
Resource - Session 19: Appendix A 303
Resource - Session 19: Appendix B 309
Resource - Session 19: Appendix C 311
Resource - Session 19: Appendix D 327
Resource - Session 19: Appendix E 337
Resource - Session 19: Appendix F 345
Day 4: Slide set 347
Day 5 Day 5: Agenda 391
Facilitators Notes: Session-by-Session Guide 393
Day 5: Slide set 405
Day 6 Day 6: Agenda 411
Facilitators Notes: Session-by-Session Guide 413
Resource - Session 31: Sample Evaluation 424
Day 6: Slide set 427
-
8/14/2019 FM - Leadership Overview Challenges and Styles
5/50
Welcome to Facilitators
Introduction
This Facilitators Manual is a handy guide for facilitators who are implementing the six-day Leadership Course for Young Leaders
in Governance. This Manual aims to provide the information necessary to deliver it in its pilot stage. This is an evolving
programme and all facilitators are encouraged to use this document as a springboard for adaptation of the interconnected set of
events and modules at the country level. We are excited that others will continue to refine the current design, celebrate itsmerits and continue to improve and adapt it.
We are eager for this Manual to be easy to follow and useful to you in your work with the UNDP Leadership for Young Leaders in
Governance Programme in your country and region. As such, comments, suggestions and amazing new insights from you are
requested as you work through the programme. We will be sharing our experiences and stories through our online
communication and future training events, and these opportunities will help us all to deepen our understanding and practice
using these materials.
Please send your input and ideas to Gillian Martin Mehers ([email protected]) at any point in the programme. They will be most
appreciated.
Welcome to our team!
The LEAD Training Team
April 2006
-
8/14/2019 FM - Leadership Overview Challenges and Styles
6/50
How to Use This Manual
Introduction
This Manual has been prepared by LEAD International for facilitators to use as a reference document and resource throughout the
six-day workshop. The result is a relatively comprehensive description of the objectives and process behind facilitation of the
thirty one interconnected sessions that make up the current workshop.
Within each of the session descriptions, you will find the following information:
Time schedule
Objectives and Goals for the session
Materials
Preparation
Process
Facilitators Notes
The materials in this book include the overall schedule, daily agendas, the session-by-session descriptions, a master materials
list, and resources, and the slide set. Separate to this manual is a PowerPoint slide set (with facilitator notes in the notes view)
for use in training.
The goal of the Manual is not to provide necessarily an in-session resource, but to allow Facilitators to have a resource to read in
advance of each session which explains the rationale, objectives and process which has been suggested for each session. This
should help them to then adapt it for their own purposes. Facilitators are encouraged to adapt the materials to their specific
region and audience using their own examples where possible for the cartoons, case studies and stories in the slideset. Finally,
each Facilitator will make the materials his/her own and deliver them as they see most appropriate.
As you read through this manual, you will no doubt wish to create your own short hand agenda, or notes to follow using the
process with which you are most familiar. This manual is a way to pass along the design ideas, and eventually the learning from
the pilot; to other professional facilitators in order that they can adapt their sessions based on thorough knowledge of what was
envisaged for each event and their own magnificent creativity!
-
8/14/2019 FM - Leadership Overview Challenges and Styles
7/50
Master Materials List
Introduction
Materials
Day 1 Session workbooks (required every day)
Slide set (required every day) LCD Projector and screen (required every day)
Flip chart, paper and markers
Name plates for guest speakers
Name badges, pen, note paper for all participants
Picture postcards for Session 2
Sticky stuff or tape to attach flip chart paper to walls (required every day)
Cards
Boards to pin cards on to
Three large, dark coloured dot stickers per person, cut into threes
Towers game instructions hand-out
Recycled or used paper for Towers activity (35 sheets per six participants)
Day 2 4 flip charts, paper and coloured markers
Ball or throwable object for Speed Catch game
Watch or timekeeper with a watch
Flipchart graph for Speed Catch
Sticky Post-it notes
Day 3 Flip chart, paper and markers
Hand-outs (see Resources at the end of Day 3)
Day 4 Two cards per person for Win-As-Much-As-You-Can game
Name plates for simulation roles Boards to pin flipchart paper onto
Hand-outs (see Resources at the end of Day 4)
Day 5 Video camera
Day 6 Name plates for leadership panellists
Biographies of leadership panellists to distribute to participants
Evaluation forms
-
8/14/2019 FM - Leadership Overview Challenges and Styles
8/50
-
8/14/2019 FM - Leadership Overview Challenges and Styles
9/50
Southeast and East Asia Sub-Regional Leadership Course for Young Leaders in Governance
10-15 July 2006 Bangkok, Thailand
Participant Session Schedule
DAY 110 JULYMONDAY
Session 1:
Welcome
Ceremonies
Session 2:
Introductions,
Programme
Overview and
Objectives
Session 3:
Identifying
Leadership
Challenges
Discussion
Lunch
Session 4:
Finding Your Own
Leadership Style
Session 5:
Visualization
Activity and Key
Leadership
Attributes
Welcome
Reception andDinner
DAY 211 JULYTUESDAY
Session 6:
Introduction to
Systems Thinking
Session 7:
Exploring
Behaviour Over
Time
Session 8:
Facilitating Self-
Sustaining Change
Part I
Lunch
Session 8 (cont):
Facilitating Self-
Sustaining Change
Part II
Session 9:
Anticipating
Resistance
Session 10:
Applying Principles
Free Evening
DAY 312 JULYWEDNESDAY
Session 11:
Introduction to the
Day
Session 12:
What is Culture
Session 13:
Matching Values to
Behaviour
Session 14:
Culture in ContextSession 15:
Intercultural Skills &
Cultural
Assumptions
Session 16:
Attitudes & Cultural
Difference
Lunch
Field Activity
Field Activity
Free Evening
DAY 413 JULYTHURSDAY
Session 17:
Introduction to the
Day
Session 18:
Key Concepts to
Negotiation
Session 19:
Preparation for
Simulation
Lunch
Session 20:
Multi-Party
Negotiation
Simulation
Session 21:
Debriefing,
Applying and
Closing
Evening
AssessmentMeetings
DAY 514 JULYFRIDAY
Session 22:
Plenary Road Map
Session 23:
Using our
Leadership Tools
Session 24:
Thematic Group
Discussions
Session 25:
Peer Feedback
Lunch
Session 26:
Development
Modules: Assessing
and Developing
Leadership
Capacities
Session 27:
Development
Modules: Anti-
Corruption and
Leadership
Free Evening
DAY 615 JULYSATURDAY
Session 28:
Development
Modules: Gender
and Leadership
Session 29:
Development
Modules:
Indigenous Peoples
and Leadership
Lunch
Session 30:
Leadership Panel
Session 31:
Workshop Closing
-
8/14/2019 FM - Leadership Overview Challenges and Styles
10/50
-
8/14/2019 FM - Leadership Overview Challenges and Styles
11/50
Monday 10 JulyBangkok, Thailand
ScheduleDay 1: Introduction to Leadership
TIME08:30
09:00
10:30
11:00
12.30
14:00
14:30
15:30
15:45
16:15
17:00
18:30
EVENTSession 1 -
Welcome Ceremonies
(Meeting Room)
Session 2 -
Introduction, Programme,
Overview and Ojectives
(Meeting Room)
Coffee Break
Session 3
Identifying Leadership
Challenges
Lunch
Session 4
Finding Your Own
Leadership Style
Session 4 (cont) -Problem-solving Activity
Coffee Break
Session 5 -
Visualization Activity and
Reflection
Closing Circle
Close
Welcome Dinner
CONTENT Welcome by UNDP and local Indigenous Leader
(name, affiliation).
Introduction to the Southeast and East Asian Sub-
Regional Leadership Course for Young Leaders in
Governance and partners - objectives, methodology,
schedule, and facilitators.
Presentations by Capacity 2015 Asia, Asia Regional
Governance Programme, Regional Indigenous
Peoples Programme.
Participant Introductions. Postcards: PersonalDefinitions of Leadership.
Group Exercise: Identifying the challenges to good
leadership in different contexts.
Learning Partner Gallery Walk.
Individual Leadership Style Survey.
Leadership styles review and discussion.
Towers activity. Debrief according to survey results.
A visualization exercise: Leadership and Followship.
Group discussion.
Learning Journal activity.
Learning Partner discussion.
Summary of day.
Participants and some invited guests will be
welcomed with an opening dinner at the hotel.
FACILITATOR/CHAIR
-
8/14/2019 FM - Leadership Overview Challenges and Styles
12/50
-
8/14/2019 FM - Leadership Overview Challenges and Styles
13/50
Session 1Welcome Ceremony
Facilitators NotesDay 1: Introduction to Leadership
OBJECTIVE
To welcome participants onto the Southeast and East Asia
Sub-Regional Leadership Course for Young Leaders in
Governance Course.
The Southeast and East Asia Sub-Regional Leadership Course
for Young Leaders in Governance Course will be formally
opened by distinguished guests who will make some opening
remarks and will welcome the group of participants from the
region.
TIME SCHEDULE
08:30 Session 1
09:00 Session 2
10:30 Coffee Break
11:00 Session 3
GOALS FOR SESSION 1
Settle people down and make them feel comfortable. Welcome participants to the workshop by local leader.
Introduce host institutions and partners
MATERIALS REQUIRED
Session Workbook for participants
Name badges for all participants and facilitators
Pen and note paper for all participants
Name plates for guest speakers (if any)
LCD Projector, screen
PREPARATION
Room set up and equipment in place for the day.
Seating could be small groups seated at round tables
(maximum 10 persons per table) if possible. For this first
session it could be more formal if you can move people into
tables at the coffee break.
PROCESS
This welcome session will take the character of the host
institution. It is a short session, and at the same time very
important to allow the guest speaker, host institution and
partners to speak and demonstrate the commitment of the
partners to the process and outcome of the session.
FACILITATOR NOTES
This is a rather ceremonial start to the workshop, and it
allows the partners to speak and provide their vision for the
session and this programme.
You will want to make sure and brief the speakers about their
time. This session needs to be short and crisp and not run
over, as this will set the expectations for the rest of the
workshop in terms of timekeeping. More information on the
partners comes in Session 2.
-
8/14/2019 FM - Leadership Overview Challenges and Styles
14/50
-
8/14/2019 FM - Leadership Overview Challenges and Styles
15/50
Session 2Introductions, Programme Overviewand Objectives
Facilitators NotesDay 1: Introduction to Leadership
OBJECTIVE
To provide participants with an introduction to the six day
leadership workshop.
Participants will be guided through the workshop objectives,
the LEAD methodology and schedule for the following six
days. There will be an opportunity for participants to
introduce themselves and get to know each other better
through an interactive exercise whereby personal definitions
of leadership will be explored.
TIME SCHEDULE
09:00 Session 2
10:30 Coffee break
11:00 Session 3
GOALS FOR SESSION 2
Introduce the programme, the partners and the workshop
objectives, methodology, schedule and facilitators To introduce the participants and their own views on
leadership.
MATERIALS REQUIRED
Postcards or images (enough for all participants and a
few extra)
Flip chart paper and pens
PREPARATION
Place the images/postcards on a table in the entrance
area with a flipchart sign saying, Please choose an image
that demonstrates your own definition of leadership
As people walk into the room, have one of the facilitators
drawing peoples attention to this so people can select a card
and have it already as they enter the room.
Process
This session starts with a short introduction to the
programme, and the vision (if this was not covered in the
welcome). After this, the partners can present a short
introduction to their institutions (5 minutes each) using
several PowerPoint slides if wished.
After the partners, the participants should be introduced to
the actual objectives of the Leadership Course, the
methodology, the schedule for the week and the facilitators.
If there are table facilitators, or key logistics staff in the room,
they can also be introduced at this time. This introduction can
be done using PowerPoint slides or other visual aids.
After this sequence, participants will introduce themselvesusing the postcards/images they selected on entering the
room. Note: There will always be some late people, or people
who did not select an image. At this time, after the formal
presentation, you can be more informal and frame the next
activity, which is the participants introductions. At this time,
ask people to look at their card and take a few minutes to
think about the image they see and how it illustrates their
own personal definition of leadership. While people take a
moment to think, you can tell people who did not take a card
to go and select one.
-
8/14/2019 FM - Leadership Overview Challenges and Styles
16/50
Once people are ready, if space permits, you can ask people
to stand in a circle with their cards, in order to show them
one at a time. If there is not enough space, you can also
have people stand where they are and speak.
Ask each person to VERY BRIEFLY, give you three pieces of
information:
Their name
Their institution
Describe their image and tell why it illustrates their
personal definition of leadership
Go around the circle or room until each person has been able
to speak.
FACILITATOR NOTES
The introductions exercise can easily get out of hand in terms
of timing if the first few people take a long time to introduce
themselves. You might want to either do the first one
yourself to set a good example, or have a few people whom
you have briefed in advance do this. If need be, you might
need to repeat the three fields (if people are giving more or
leaving out something) or remind people to keep it very
short. This activity precedes coffee so if need be, you can
take a few minutes off of the break, but it is better to keep
people quick and on task.
-
8/14/2019 FM - Leadership Overview Challenges and Styles
17/50
Session 3Identifying Leadership Challenges
OBJECTIVE
To identify the challenges to good leadership in different
contexts.
By way of a facilitated discussion, this session will provide an
opportunity for participants to consider the challenges that
exist to good leadership practice in a variety of professional,
social and cultural contexts. Participants will also explore
opportunities to overcome these and share some of their
personal leadership experiences.
TIME SCHEDULE
11:00 Session 3
12:30 Lunch
14:00 Session 4
GOALS FOR SESSION 3
To help people identify the challenges to good local
leadership in different contexts.
MATERIALS REQUIRED
Cards (2 or 3 per participant)
Markers one per 1 or 2 participants
Wallspace or flipchart paper on the wall, or pinboards
Sticky stuff or masking tape
Dots, 3 per person
Flip chart and paper
PREPARATION
For this session you need breakout rooms or separate
spaces, enough for the number of sectors that will be
working in small groups.
In each of the breakout rooms, create a space that people
will use to post their ideas. This can be a blank wall, or a wall
covered with flip chart paper, or pinboards (big enough for
the card exercise)
Prepare your tape or sticky stuff in advance as you will be
posting cards quickly. Line up small balls of sticky stuff on one
side of your wall space, or make tape rolls. Enough for the
whole exercise.
Cut the dots in advance into 3 dots per person, so that it
is easier to hand them out at the end.
Make certain that you have enough group facilitators for
the small groups, if need be, select one or two participants to
help and brief them in advance.
Put all the participants names in a hat or box (for
selecting Learning Partners)
PROCESS
For this exercise, people will be working in small sectoral
groups. Depending on the size of the initial group, this can be
traditional sectors: private, NGO, government, academia, and
media. Or you can use other labels to divide the group. Each
group should have a facilitator, so that people can concentrate
on the activity, which has a number of steps.
Step 1:
Let people sit together either in a circle or around a set of
tables in a room. Hand out 2-3 cards per person and a
marker. If you have a large group, give people 2 cards, if it issmall, they can have 3. This will help you manage the
Facilitators NotesDay 1: Introduction to Leadership
-
8/14/2019 FM - Leadership Overview Challenges and Styles
18/50
number of inputs you will using in the second step. Ask
people to think for a moment about the challenges they see
to good local leadership in their sector. Give them a few
minutes to think and ask them to write one challenge per
card (just a few words).
Step 2:
Once people have filled in their cards, collect them and you
will start to post them on your pinboard, wall or white space
area. Read them out as you post them and take a first
attempt at grouping them. When you see similar words or
items, start to cluster them. If in doubt ask the participants, or
involve them in helping you cluster them. Try not to turn your
back on the participants during this.
Step 3:
Once the clusters are up, ask the group if they can help you
label the clusters with one or two word titles which
exemplify the clusters. Ask people if things still need to bemoved around.
Step 4:
Hand out 3 dots per person, remind people of the clusters
and ask people to vote for their top 3 challenges. Which of all
these do people think are the three top ones. Once they vote,
you can rank them. Rewrite these cluster titles, in their order
of priority to the group on a flipchart.
NOTE: If time is short for any reason, this exercise can end
here, and then finish up with the Learning Partner Gallery
Walk and short Plenary discussion (20 minutes). Have people
them select the name of their Learning Partner from a hat.
People can select names until all the people have been
selected. Once someone has been selected, they do not pick
again. The Learning Partner Gallery Walk then involves
learning partner pairs going around the room together
viewing the card exercise and discussing their observations.
If you find you have extra time (at least 20 minutes) you can
add this step:
Optional Step:
With at least 20 minutes, you can take the top 3 priorities
and divide your sectoral group into 3 sub-groups and ask
them to have a conversation about Their challenge. They
can have a short discussion about the following: What can a
leader do, what have they tried and seen tried in their
context to meet this challenge? They can record some
thoughts if they wish and post it with their other materials.
If there is not enough time for this, go directly to Step 5
and 6:
Step 5:
This session ends first with a 10-minute Learning Partner
Gallery walk so that the groups can see what kind of
challenges have been identified for the different sectors.
Step 6:
After the Gallery Walk, reconvene the plenary for a shortdiscussion about what people noticed. Ask the group, when
you walked around the boards and talked to your Learning
Partner about the challenges that the sectors faced, what did
you notice? Probably people will reflect on how similar the
challenges are, no matter what the sector. At the same time
there might also be some useful differences. Noticing this
helps the group understand some of the different perspective
and contexts held by group members and should help them
be active listeners during the week.
FACILITATOR NOTES
In this session, one of the main goals is to get people to
think about local leadership practice in their own context and
to start to share some of their stories and experiences. As this
is a sectoral discussion to begin with, it helps people network
with others who have a similar background, and helps people
find affinities in the stories being told. At the same time, the
conclusions should help people recognize that although
people are very different within the participant group, they
are dealing with some very similar issues, and therefore, the
discussions during the week should be widely applicableacross the diversity of the group.
-
8/14/2019 FM - Leadership Overview Challenges and Styles
19/50
Session 4Finding Your Own Leadership Style
Facilitators NotesDay 1: Introduction to Leadership
OBJECTIVE
To enable participants to identify their own leadership style.
Participants will identify their own preferred leadership style
through use of an individual survey tool. There will be a
review of the styles followed by an interactive discussion
about the situations for which different styles are best suited.
The discussion will be followed by a small group problem-
solving activity that will help highlight the discussion about
leadership styles.
Time Schedule
14:00 Session 4
15:30 Coffee Break
15:45 Session 5
17:00 Close
GOALS FOR SESSION 4
To explore participants individual leadership styles and
preferences
MATERIALS REQUIRED
Flipchart paper and different coloured markers.
Hand-outs for Leadership Style Survey.
Flipchart with scoring preference for Leadership Style
Survey.
35 sheets of paper per 6 people (so if you have 24
people, you need 140 sheets of paper) NOTE: This can be
scrap or waste paper, and should be A4 or letter size, unbent
and uncut.
PREPARATION
Have the materials centrally located and ready for the
exercise.
Draw the scoring preference for the Leadership Style
Survey on a flipchart and hang up on wall when this exercise
starts.
PROCESS
This session has two activity components each followed by a
discussion component.
For the first activity component, frame the activity, which is
done individually. Distribute the hand-out on the Leadership
Style Survey. Give participants 10 minutes to complete the
survey and ask them to mark their scoring preference on a
chart you will have posted on a flipchart. Take the remaining
15 20 minutes to discuss the groups preferences.
For the discussion component, ask the following questions:
What does the group notice?
What do the results say about this group of participants? Can you imagine a situation where a more directing style
of leadership may be required?
Note that different leadership styles are required for different
situations. We need to become aware of our own style and
learn to adapt it if need be to differing leadership styles
different contexts may require.
After the above discussion, immediately start the second
activity component, which is the Towers Activity. For this
activity, put together 3 Learning Partner Pairs (or you couldput the groups together randomly) and present each group
with the 30 sheets of paper.
-
8/14/2019 FM - Leadership Overview Challenges and Styles
20/50
Frame the Towers Activity using the slide set and give people
the required amount of time to plan and build their paper
towers. At the end, wait for the minute, measure the Towers
and announce the winners (to great applause).
For the discussion component, ask people first to discuss the
following questions in their small groups:
What did you notice about your leadership in your Towers
team?
How consistent were you with the leadership style you
defined earlier?
Is there anything else you noticed about your leadership
style and preferences when assuming leadership positions
and working in teams?
Then ask people to come back into plenary. Use the slides to
start the discussion about the following:
What are some key reflections on this exercise? How did
it help us to explore our personal leadership styles- what newinsights did it give us
Directly after this discussion is the coffee break.
FACILITATOR NOTES
This session is about noticing our leadership style and
preferences and testing our assumptions about how we
operate in the world as leaders and team members with a
real problem-solving experience. Sometimes people identify
incongruence between their preferences and their actions,
others find they have not thought so much about a personal
style and the action of naming qualities about themselves is
a useful one.
This exercise could be complemented by a leadership styles
questionnaire, if the group would prefer a tool to analyse
their leadership styles in this way. Prior to selecting this
option, a conversation about cultural assumptions and
leadership could help determine whether a generic tool could
be useful in this context.
-
8/14/2019 FM - Leadership Overview Challenges and Styles
21/50
Session 5Visualization Activity and KeyLeadership attributes
Facilitators NotesDay 1: Introduction to Leadership
OBJECTIVE
To use visualization to help participants identify their own
inspirational leaders and to explore key leadership attributes
through a brainstorming exercise.
Participants will be guided through a visualization activity that
will help them identify and analyse an important personal
leader. This sequence will include an exploration of key
qualities, leadership and followership and what works in
different leadership contexts.
TIME SCHEDULE
15:30 Coffee break
15:45 Session 5
16:15 Closing Circle
17:00 End of the Day
GOALS FOR THE SESSION
To anchor the previous discussion in the context ofobserved and appreciated leadership styles through a guided
visualization exercise. Using an appreciative frame, this
session helps us learn from what works.
MATERIALS REQUIRED
Learning Journals
PREPARATION
None
PROCESS
This final session in the day helps participants to pin the
discussions on real life leaders that they watch and admire.
The visualization activity starts with a reflection and story
telling process. Using the slides, participants are asked to
consider a leader that they know, that they were happy to
follow. Give them a few minutes to select someone I their
minds and think about them. Then ask them, at their tables
to share the story of this person with their group. Then ask
the group to consider the following questions:
What were some of the qualities that this leader
possessed that made you happy to follow this person?
What did the leader DO that made you happy to follow
him/her?
How did you act in response to his/her actions?
Depending on the group and the time, you could ask thetables to continue this discussion or you could conduct it in
plenary. After the discussion (20-30 minutes) you can
introduce the Journaling questions and then leave people to
reflect on the questions:
Take 15 minutes to reflect on that last exercise in your
Learning Journal.
Did the exercise give you any new ideas, or reinforce any
thoughts you have had about yourself as a leader?
Try to note down three goals as a leader that you wish to
work towards as a result of todays discussions.
-
8/14/2019 FM - Leadership Overview Challenges and Styles
22/50
After the 15 minutes reflection and recording, the last activity
is a 10 minute conversation between the Learning Partners.
Learning Partners should discuss:
What are my goals as a leader?
What is one new insight I gained today?
What would I like to learn or practice during this week?
FACILITATOR NOTES
This session ends the day on a reflective note and with a
goal articulation conversation based on a set of exploration
exercises. You may wish to summarise what we have learnt
and covered today. This would normally take 2 3 minutes.
People might be quite tired at the end, so this final session
does not necessarily need to be concluded in plenary.
However, you should brief the next day so that people know
what to expect.
-
8/14/2019 FM - Leadership Overview Challenges and Styles
23/50
Resources
Facilitators NotesDay 1: Introduction to Leadership
SESSION 4:
Leadership Styles Survey
Towers Activity Instructions
SESSION 5:
Learning Journal
-
8/14/2019 FM - Leadership Overview Challenges and Styles
24/50
-
8/14/2019 FM - Leadership Overview Challenges and Styles
25/50
CAPACITY 2015 ASIA LEAD
Leadership Styles Questionnaire
EXERCISE:
Below are ten descriptions or aspects of leadership. For each one, tick the box that isclosest to your own attitude and leadership practice or preference.
I am afirmbeliever
in this
I am fairlykeen onthis
I am notreallykeen
I amstronglyopposed to
this
1. Closely supervising people at all times
2. Encouraging people to set their goals andstandards themselves
3. Allowing people to take on increasingresponsibility
4. Making sure people know that punishment for"non-performing" is severe
5. Continually pushing people to meet targets
6. Spelling out all directions to people incomplete detail
-
8/14/2019 FM - Leadership Overview Challenges and Styles
26/50
CAPACITY 2015 ASIA LEAD
7. Letting people plan their own work as muchas possible
8. Keeping worries about my organisation
to myself
9. Allowing people to make important decisionsthemselves
10. Always seeking ways to extend people andbroaden their contributions
-
8/14/2019 FM - Leadership Overview Challenges and Styles
27/50
CAPACITY 2015 ASIA LEAD
Scoring Sheet
Transfer your answers to this list by circling your choice in each case.
I am a firmbeliever inthis
I am fairlykeen on this
I am notreally keenon this
I amstronglyopposed tothis
1 0 1 2 3
2 3 2 1 0
3 3 2 1 0
4 0 1 2 3
5 0 1 2 3
6 0 1 2 3
7 3 2 1 0
8 0 1 2 3
9 3 2 1 0
10 3 2 1 0
+ + + =
-
8/14/2019 FM - Leadership Overview Challenges and Styles
28/50
CAPACITY 2015 ASIA LEAD
Mark your score on the line below to show your preference within a range of possible
styles of leadership
Directing Style Delegating Style
-
8/14/2019 FM - Leadership Overview Challenges and Styles
29/50
-
8/14/2019 FM - Leadership Overview Challenges and Styles
30/50
-
8/14/2019 FM - Leadership Overview Challenges and Styles
31/50
CAPACITY 2015 ASIA LEAD
Your JournalThroughout the First Regional Leadership Workshop you will be keeping a Learning
Journal. This Journal will be one way that you reflect on your experiences on an ongoing
basis and will provide a means for you to document your story and journey through the
Programme. For this you will be given a blank book to use to record your thoughts,
ideas, reflections etc. in any form you wish (text entries, pictures, cartoons, found
objects, photos, sketches etc.) and in any language you wish. This Journal will be a
private place to record these thoughts.
From time to time in the workshop you will be given some open-ended questions to
consider and then to write some words on the topics in your Journal. In some cases the
information you record will be useful for discussions with your Learning Partner, other
participants, or other people around you. You can always decide how much of your
Journal you wish to share.
The purpose of this Journal is to provide a consistent format for documenting your
development through the training and capturing information about how you are applying
what you have gained from the various activities in the programme. The intent of this
reflective process is to track the different ways that your experiences influence change in
your understanding and practices as well as the challenges to change and application of
what you are learning. As such, your Journal should provide you a baseline for your
personal journey. For example, the way you answer certain questions now at the onset
of the training could change over the course of the programme. The way you see the
world and your role as a leader in it might transform, and the way you deal with diversity,ask questions, notice and listen might shift. All these things we will be considering
through the Journaling exercise and early entries, as you look back at them, will help you
see this change more clearly.
If you have any questions about how to keep your Journal or use it to help you see
change and progress, you can speak to your Facilitator.
How to Use Your Journal
Below are some suggestions on how to use your Journal to capture reflections and ideas
that you have throughout the programme.
You have been given a blank book for your Journal to allow for maximum flexibility and
creativity in the way you use it. However from time to time you will need to go back to
entries to compare or reflect on your thinking. In order to be able to find earlier entries,
you might wish to use the following technique to help you organise your information:
-
8/14/2019 FM - Leadership Overview Challenges and Styles
32/50
CAPACITY 2015 ASIA LEAD
Leave the first few pages free to create a Table of Contents. At the top of those
pages create the following columns on the top of each page: Page Number,
Date, Subject, Notes (or others you prefer.)
Number the pages throughout the Journal in the upper right hand corner. You
can number every other page. This will help you keep track of specific entries
and find them again quickly.
You will begin to write in your Journal and whenever you have an important one,
then you can add that to the Table of Contents at the beginning, which you will
build up over time. You can also log into the Table of Contents whenever you
start a new week or month, depending on how often you are recording your
thoughts.
Write in your Journal at least once a day
You may write more frequently if you wish. We have given you some questions
throughout the workshop for specific reflections. Otherwise this is your personal Journal
and you should feel free to capture any thoughts, reflections or ideas as frequently as
you wish. The usefulness of this learning tool for you depends on your diligence!
Be creative!
You may want to add to the written part of your journal with sketches, photographs, orother illustrations that help you remember or explain your reflections. Imagine that you
would use your Journal to tell stories to your children or other young people in your life
-
8/14/2019 FM - Leadership Overview Challenges and Styles
33/50
31
Slide 1
Copyright, 2006 -- LEAD International
Date, YearVenue, Place, Country
LEAD is a global network of individuals and organisations committed to sustainable development.
Regional Workshop for Young
Leaders in Governance
A Leadership for Environment and Development (LEAD) Workshopfor Capacity 2015 Asia, ARGP, APGMP, and RIPP
Slide 2
Copyright, 2006 -- LEAD International
S E S S I O N 1
WelcomeCeremonies
-
8/14/2019 FM - Leadership Overview Challenges and Styles
34/50
32
Slide 3
Copyright, 2006 -- LEAD International
S E S S I O N 2
Introduction to theProgramme
Introduction to the PartnersOverview of the Asian Young Leaders for GovernanceProgrammeIntroduction to the Regional Training Workshop objectives, methodology, schedule and facilitatorsParticipant IntroductionsPostcards: Personal Definitions of Leadership
Slide 4
Copyright, 2006 -- LEAD International
Introduction of the Partners
UNDP Capacity 2015
UNDP Asia Regional GovernanceProgramme (ARGP)
UNDP Regional Indigenous PeoplesProgramme (RIPP)
Asia-Pacific Gender MainstreamingProgramme (APGMP)
-
8/14/2019 FM - Leadership Overview Challenges and Styles
35/50
33
Slide 5
Copyright, 2006 -- LEAD International
Overview: Asia Young Leaders for
Governance Programme
Rationale and goals for the programme
Profile of participants
Overall structure
Outcomes
Why this is an exciting programme
Slide 6
Copyright, 2006 -- LEAD International
Introduction to the First RegionalTraining Workshop
Aims of the WorkshopTo focus on the role of leadership within
our own social and professional contexts
To explore our own leadership style andpreferences in different contexts
To strengthen a set of key leadership skillsincluding: systems thinking, cross-cultural
communications, and negotiationTo build a community of practice which
allows us to share our views on leadershipopportunities and challenges in the region.
-
8/14/2019 FM - Leadership Overview Challenges and Styles
36/50
34
Slide 7
Copyright, 2006 -- LEAD International
Workshop Schedule
Day 1: Introduction to Leadership
Day 2: Systems Thinking forTransformational Change
Day 3: Cross-cultural Communication andField Visit
Day 4: Problem-solving and Negotiation
Day 5: Leadership for Young Leaders in
Governance
Day 6: Development Modules
Slide 8
Copyright, 2006 -- LEAD International
Free EveningEveningAssessmentMeetings
Free EveningFree EveningWelcomeReception andDinner
Session 31:WorkshopClosing
Session 27:DevelopmentModules: Anti-Corruption andLeadership
Session 21 :Debriefing,Applying andClosing
Field ActivitySession 9:AnticipatingResistanceSession 10:ApplyingPrinciples
Session 5:VisualizationActivity and KeyLeadershipAttributes
Session 30LeadershipPanel
Session 26DevelopmentModules:Assessing andDevelopingLeadershipCapacities
Session 20:Multi-PartyNegotiationSimulation
Field ActivitySession 8(cont)Facilitating Self-SustainingChange PartII
Session 4:Finding Your OwnLeadership Style
LunchLunchLunchLunchLunchLunch
Session 29:DevelopmentModules:IndigenousPeoples andLeadership
Session 24:Thematic GroupDiscussionsSession 25:Peer Feedback
Session 19:PreparationforSimulation
Session 15:Intercultural Skills& CulturalAssumptionsSession 16:Attitudes &CulturalDifference
Session 8:Facilitating Self-SustainingChange Part I
Session 3:IdentifyingLeadershipChallenges Discussion
Session 28:DevelopmentModules:Gender and
Leadership
Session 22:Plenary RoadMapSession 23:
Using ourLeadershipTools
Session 17:Introductionto the DaySession 18:
KeyConcepts toNegotiation
Session 11:Introduction tothe DaySession 12:
What is CultureSession 13:Matching Valuesto BehaviourSession 14:Culture inContext
Session 6:Introduction toSystemsThinking
Session 7:ExploringBehaviour OverTime
Session 1:WelcomeCeremoniesSession 2:
Introductions,ProgrammeOverview andObjectives
15 July
Saturday
14 July
Friday
13 July
Thursday
12 July
Wednesday
11 July
Tuesday
10 July
Monday
Day 6Day 5Day 4Day 3Day 2Day 1
-
8/14/2019 FM - Leadership Overview Challenges and Styles
37/50
35
Slide 9
Copyright, 2006 -- LEAD International
Facilitation Team
Facilitation:
Organisation:
Website:
Slide 10
Copyright, 2006 -- LEAD International
Methodology
Experiential
Peer Learning
Participatory and Interactive
Individual and Group Focused Reflection
-
8/14/2019 FM - Leadership Overview Challenges and Styles
38/50
36
Slide 11
Copyright, 2006 -- LEAD International
Experiential LearningThere is a world of difference between knowing thatsomething is true, because one has been told it bysome authority and knowing that it is true, becauseone has experienced it (albeit in a simulated situation)for oneself.
(Elgood, Chris 1990)
When I hear, I forget.
When I see, I remember
When I do, I understand
Slide 12
Copyright, 2006 -- LEAD International
Tools for Learning
Initiatives
Games/simulations
Individual activities/Questionnaire
Group discussions
Presentations
Video
Reading
Journaling
-
8/14/2019 FM - Leadership Overview Challenges and Styles
39/50
37
Slide 13
Copyright, 2006 -- LEAD International
Day 1: Introduction to Leadership
Aims;
To set the context for discussions aboutleadership in the region;
To focus on leadership styles, both our ownand those of others, in an innovative way;and
To explore the dimensions and dynamics of
leadership within our social and professionalcontexts.
Slide 14
Copyright, 2006 -- LEAD International
Day 1 ScheduleSession 1: Welcome Ceremonies
Session 2: Introduction to the Asian Young Leaders forGovernance Programme and the RegionalLeadership Workshop
Break
Session 3: Identifying Leadership ChallengesLunch
Session 4: Finding your Own Leadership StyleBreak
Session 5: Visualization Activity and Reflections on the Day
-
8/14/2019 FM - Leadership Overview Challenges and Styles
40/50
38
Slide 15
Copyright, 2006 -- LEAD International
Participant Introductions
Personal Definitions of Leadership Select an image from the table that demonstrates
your own definition of leadership.
Introduce yourself to your partner, stating yourname, country, and institution.
Also briefly explain to the group why you selected
the card, and how it reflects your definition ofleadership.
Slide 16
Copyright, 2006 -- LEAD International
Introductions by Speed Meeting
We will have the opportunity to introduceeach other through this activity.
Using the questions provided, we will haveseven, 3 minute rounds.
At the end, you will pick your Learning
Partner for the week.
-
8/14/2019 FM - Leadership Overview Challenges and Styles
41/50
-
8/14/2019 FM - Leadership Overview Challenges and Styles
42/50
40
Copyright, 2006 -- LEAD International
Leadership Challenges
Ask each participant to think of 3 to 5 challenges. These should be recorded oncards one per card.
The cards should be pinned to a pinboard and grouped by the facilitators, basedon suggestions from the participants.
Each group should then be named and given a title by the participants. A cardrecording this title should be pinned over the group to which it relates.
All participants should then be given three stickers coloured dots numbered1, 2 and 3. They should be asked to place the sticker with #3 on on the categoryof challenge that they prioritise as most important, the #2 on the second highestpriority, and #1 on the third priority.
The numbers allotted to each category should then be added up and the grouppriorities identified. This is an example of a ranking exercise, and will bediscussed further at the end of session 11 when prioritisation is discussed.
The categories of challenges should then be written onto flip-charts and abrainstorming session undertaken to identify ways in which these challengespresent opportunities to the participants in their leadership roles. Can theparticipants identify positive ways of countering the challenges?
Slide 19
Copyright, 2006 -- LEAD International
Rules for Writing on Cards
Write one challenge per card.
Write only a couple of words to describe thechallenge.
Write clearly in large letters the card shouldbe clearly readable when displayed on a pin-board.
Use a dark coloured marker pen.
-
8/14/2019 FM - Leadership Overview Challenges and Styles
43/50
41
Slide 20
Copyright, 2006 -- LEAD International
The challenges you identify will be pinned to aboard, and grouped with similar challengesidentified by other participants.
All participants will then consider the groupingsand suggest titles for each.
The titles that are agreed will then be written on
different coloured cards and used to label eachgrouping.
Leadership Challenges
Slide 21
Copyright, 2006 -- LEAD International
Prioritizing the Challenges
You will then be given three stickers coloured dots.
You are going to use these stickers to labelthe challenges that you consider to be mostimportant.
Identify the challenges that you think aremost important and place stickers on the title
cards. If you think that one challenge is far more
important that the others, you can place morethan one sticker on that grouping.
-
8/14/2019 FM - Leadership Overview Challenges and Styles
44/50
42
Slide 22
Copyright, 2006 -- LEAD International
Leadership Opportunities The number of stickers allocated to each
category will then be added up and thepriority groups identified.
Working in teams, you will be given one ofthe four most important challenges to writeonto a flip-chart.
Your team will then brainstorm ways in which
these challenges present opportunities forleadership. Can the group identify positiveways of countering the challenges?
Slide 23
Copyright, 2006 -- LEAD International
Gallery Walk
The sectoral groups will post their challengesand opportunities work
Participants will have the chance to walk andlook at the various contributions to thediscussion on leadership in the region.
When people have viewed the work, a 10minute reflection time with Learning Journalswill help people capture what they arenoticing.
-
8/14/2019 FM - Leadership Overview Challenges and Styles
45/50
43
Slide 24
Copyright, 2006 -- LEAD International
S E S S I O N 4
Finding Your OwnLeadership Style
Individual Leadership Style SurveyLeadership Styles Review and Discussion
Slide 25
Copyright, 2006 -- LEAD International
Leadership Style Questionnaire
The questionnaire lists ten descriptions of, orstatements on, aspects of leadership.
For each one, tick the box that is closest to yourown attitude or leadership practice.
This questionnaire asks you to state what your
preferences are.
-
8/14/2019 FM - Leadership Overview Challenges and Styles
46/50
44
Slide 26
Copyright, 2006 -- LEAD International
Leadership Styles
TELLS EXPLAINS CONSULTS SHARES DELEGATES
Autocratic DemocraticAuthoritarian Dynamic Participative
0 30
Slide 27
Copyright, 2006 -- LEAD International
Problem Solving Activity
Problem Solving Activity: Towers
Debrief According to Survey Results
-
8/14/2019 FM - Leadership Overview Challenges and Styles
47/50
45
Slide 28
Copyright, 2006 -- LEAD International
S E S S I O N 5
Visualization Activity
Visualization Exercise Leadership and Followership
Slide 29
Copyright, 2006 -- LEAD International
Visualization Activity
Think about an important moment orpoint in your life when you were afollower of a leader you admired.
Tell the story of this leader to yourgroup.
-
8/14/2019 FM - Leadership Overview Challenges and Styles
48/50
46
Slide 30
Copyright, 2006 -- LEAD International
Visualization Activity cont. Discussion Questions:
What were some of the qualities that thisleader possessed that made you happy tofollow this person?
What did the leader DO that made youhappy to follow him/her?
How did you act in response to his/her
actions?
Slide 31
Copyright, 2006 -- LEAD International
Learning Journal Activity
Take 15 minutes to reflect on that lastexercise in your Learning Journal.
Did the exercise give you any newideas, or reinforce any thoughts youhave had about yourself as a leader?
Try to note down three things that youmight follow-up on as a result of todaysdiscussions.
-
8/14/2019 FM - Leadership Overview Challenges and Styles
49/50
47
Slide 32
Copyright, 2006 -- LEAD International
Learning Partner Discussion
This last exercise of the day will provideus with the opportunity to meet with ourLearning Partners for a 10 minuteconversation about:
What is one new insight I gained today
What would I like to learn or practiceduring this week
Slide 33
Copyright, 2006 -- LEAD International
Closing Circle
Summary and reflections of theday
-
8/14/2019 FM - Leadership Overview Challenges and Styles
50/50