1. The UNESCO Leadership Chair Its Significance and its Contributions Adel Safty Academic advisor to the UNESCO Chair branch at SAPA

2. Objectives of UNESCO Chairs The UNESCO Chairs seek to promote durable links among institutions of higher education in order to facilitate: transfer of knowledge and expertise, strengthen the professional and academic qualities of institutions of higher learning.

3. Value Leadership is Leadership for Human Development (Safty et al, 2003) Value Leadership is more than management, administration, rule, or commandment. “It is the vision-driven activities of people who strive for higher achievements in whatever field, and add value to human development.” Human development is more than economic development and encompasses the importance of humane governance in the public sector, and socially responsible corporate governance in the private sector.

4. The First and Second UNESCO Leadership Chairs To promote leadership for human development, I founded, 12 years ago the first UNESCO Leadership Chair in Jordan where I was Director of The UNU Leadership Academy. Four years later I founded the second UNESCO Leadership Chair in Turkey when I was President of the School of Government and Leadership at Bahcesehir University.

5. UNESCO Leadership Chair at SAPA The UNESCO affiliation at SAPA emphasizes public service. The UNESCO Chair can build capacities in leadership, management, economic development, and support for public service. An efficient, accountable, and transparent public service strengthens the democratic concept of government by the people for the people.

6. The Need for Engagement This requires engaged involvement in the community and collaboration with all stake holders: business, public service, and youth and women associations..

7. Contributions to SAPA the UNESCO Chair here at the Academy will provide an opportunity for the Academy to strengthen its informal leadership, build local and regional capacity, and promote commitment to public service. This is an essential component of democracy and an important dimension of leadership for human development.

8. Managers and Leaders Warren Benis (2002) Leadership courses should be distinguished from management courses. “The manager administers, the leader innovates, the manager is a copy, the leader is an original. The manager maintains; the leader develops. The manager focuses on systems and structures, the leader focuses on people. The manager relies on control, the leader inspires trust..

9. Managers and Leaders The manger asks how and when, the leader asks what and why. The manager has an eye on the bottom line, the leader has an eye on the horizon. The manager accepts the status quo, the leader challenges it… Managers do things right; leaders do the right thing.”

10. Teaching Leadership Content: Learning about leadership: concepts from psychology, sociology, and management Skills: ex: formulating a vision, communication skills Attitudes of leadership: ex: enthusiasm; perseverance; positive thinking. The uniqueness and importance of leadership

11. Teaching Leadership Pedagogical approach role models leadership by: Transforming the teacher’s role from dispenser of knowledge to organiser and facilitator of learning experiences listening to student needs and involving them in the learning experience Experiential leadership challenges and problem solving.

12. Operationalizing Value Leadership for Human Development In any organization whether a company of a few employees or at the global level, we stand to benefit and achieve more effective results by putting into action the fundamental principles of Value Leadership: A moral vision convincingly and repeatedly communicated Organizational justice reflected in transparent policies and procedures, and due process

13. Operationalizing Value Leadership A learning community built through constantly renewed opportunities for personal and professional development. A positive climate in which initiative is rewarded, creativity encouraged, ownership and common purposes promoted. And in the case of SAPA promoting the ethics of public service.