1 Transforming Leadership A Key Tool in Combating Corruption

2 Leadership “The leadership organization is based on a commitment by visionary leaders to develop people (and organizations) by providing opportunities for … learning that leads to spiritual, intellectual, interpersonal, physical, career, financial, and emotional health, growth, and well- being.” - Stephen R. Covey Principle-Centered Leadership

3 Transformation Leadership Beliefs Identity Vision Mission Purpose Values Ethics Goals OldCurrentNew

4 Beliefs Personal assumptions about these concepts –Origin, source, and purpose of life –The true/false, real/unreal, good/bad –Happenings of the universe –Core standards of moral behavior

5 Identity Who I am How I am tied to society A vision of the possible How others see me

6 Vision A group of an ideal future An ability to look beyond my current environment A realistic perception of the possible An understanding on removing personal restraints

7 Mission Assigned path of societal and organizational contribution Strategy implementing vision Defined areas of responsibilities Encompasses all daily work responsibilities

8 Purpose – a Public Statement of: Why you move to fulfill vision What you intend to accomplish Emerges from clear vision

9 Values – (Personal Priorities) Determine –How you go about getting things done –How you treat people –How you spend your time

10 Ethics – (Formal Codes of Conduct) Based on core values Consensus acceptance Shared Penalized for breaches –(dishonesty and manipulative gain are examples)

11 Goals Concrete and specific Worthwhile Realistic and achievable Bound by timelines Fully committed to

12 Comparative Concepts ManagementLeadershipTransforming Leadership Creating an agenda Planning and budgeting Vision and a strategy to achieve vision Anticipating future trends Developing a human network Organizing and staffing Aligning people Developing leaders ExecutionControlling and problem solving Motivating and inspiring Assessing, Planning, and Implementing OutcomesProducing a degree of predictability and order Producing change Building an organization into a community

13 Key Skills of a Transformed Leader Self-management Interpersonal communication Problem management Consultative skills Role and style definition

14 Leadership Organization Controls organizational designIs co-designed by those who work in it Assumes it knows what is bestAssumes that what is best is always changing Delays change as long as possibleResponds to change immediately Clings to old paradigmsAnticipates change in advance whenever possible A linear approachA systems approach Vertical command hierarchiesCollegial team relationships Work is boring repetitionWork as meaningful self-expression People are cogs in wheelsPeople as collaborators, teammates Focus on past and presentFocus on moving toward ideal future TraditionalTransforming

15 Leadership Organization (cont) Sufficiency-orientedContinuous improvement orientation Bureaucracy-orientedPeople and idea-oriented Management by objectivesStrategic, accountable, intuitive leadership Traditional gender rolesCompetency is recognized/rewarded Multiple levels in organizational structure Cross-functions: information access and role clarity Management by position-powerLeadership by credibility Problems get attackedProblems get prevented Conformity to rulesCreative problem-solving for continuous improvement Decision-making out of consultationInter-team brainstorming and decision-making TraditionalTransforming

16 Workshop Evaluate your current leadership on the attributes noted below. Assess whether they are improving or declining at the moment Beliefs Identity Vision Mission Purpose Value Ethics Goals 50

17 Workshop: Leadership EXAMPLE: Does national security leadership control its organizational design, or is the leadership designed by those who work in it? Or is reality somewhere in between? People as collaborators, teammatesPeople are cogs in wheels Focus on moving toward ideal futureFocus on past and present Work as meaningful self-expressionWork is boring repetition Collegial team relationshipsVertical command hierarchies A systems approachA linear approach Anticipates change in advance whenever possibleClings to old paradigms Responds to change immediatelyDelays change as long as possible Assumes that what is best is always changingAssumes it knows what is best Is co-designed by those who work in itControls organizational design Evaluate Your leadership organization based on the following criteria:

18 Workshop: Leadership (cont) EXAMPLE: Is Your national security leadership organization sufficiency- oriented or is it striving for continuous improvement? Or is reality somewhere in between? Creative problem-solving for continuous improvementConformity to rules Inter-team brainstorming and decision-makingDecision-making out of consultation Problems get preventedProblems get attacked Leadership by credibilityManagement by position-power Cross-functions: information access and role clarityMultiple levels in organizational structure Competency is recognized/rewardedTraditional gender roles Strategic, accountable, intuitive leadershipManagement by objectives People and idea-orientedBureaucracy-oriented Continuous improvement orientationSufficiency-oriented Evaluate Your leadership organization based on the following criteria