LEADERSHIPLEADERSHIP

ORDINARY PEOPLEORDINARY PEOPLE

There is an absence of

a national community

whose interests

can command the loyalty

of most Filipinos.

There is an absence of

a national community

whose interests

can command the loyalty

of most Filipinos.

Nation-building

Common Goal and Aspiration

People’s Wills and Hopes

The challenges of the

times call for leaders in

government who are

fired by a vision, armed

with competence and

inspired by virtue.

Ateneo School of GovernmentAteneo School of Government

L e a d e r s h i pL e a d e r s h i pF r a m e w

o r kF r a m e w o r k

The Fundamental Dilemmas of

The Fundamental Dilemmas ofP O W E RP O W E R

Mobilization and Use of Resources Especially Money

Mobilization and Use of Resources Especially Money

Money is needed to run for public office. . . All politicians must search for money.

Money is not free – those who will give it want something in return.

Personal Loyalties and AlliancesPersonal Loyalties and Alliances

Running for or staying in office requires alliances,

whether formal or informal.

Alliances require give and take.

Expectations from Constituency and the Bureaucracy

Expectations from Constituency and the Bureaucracy

Some expectations can be unreasonable and unaligned.

How can expectations be managed?

Alignment and Balance Between Values and Dominant Practices of Public Office

Alignment and Balance Between Values and Dominant Practices of Public Office

Public office demands certain things from the persons in office, who have certain values and beliefs.

How can the demands of public office and personal values be aligned?

ASG aims to develop a cadre of leaders in

the public sector steeped in the values

and commitment to active service, with a

solid command of technical, political,

organizational and ethical practices of

good governance, so that they could grow

towards authentic leadership and

excellence in PUBLIC SERVICE.

The following PRINCIPLES are the key conceptual anchors upon which ASG builds its

framework on leadership in governance and the public

sector

The following PRINCIPLES are the key conceptual anchors upon which ASG builds its

framework on leadership in governance and the public

sector

Leadership takes shape and is exercised in relationships, it is a two way process of mutual influence.

Leadership conveys power and the notion that we expect a leader to influence through non-coercive means. It guides people to cope with complexity, ambiguity and uncertainty.

Leadership unfolds and operates in a context, a specific culture, period, and situation that influences both what leaders need to do and what they are able to do.

4 Dimensions of Leadership

Structural

Human Developme

nt

Political

Symbolic

Structural leaders focus on structure, strategy, environment; implementation, experimentation, adaptation

4 Dimensions

of Leadership

Human Development leaders believe in people and communicate that belief; they are visible and accessible; they move decision-making across and down to the organization

4 Dimensions

of Leadership

4 Dimensions

of Leadership

Political leaders clarify the agenda, what the leader and constituent members want and what they can get;they build linkages to other stakeholders; use persuasion first, then negotiation and coercion only if necessary.

Symbolic leaders view the organizations or institutions as a stage or theater to play certain roles and give impressions; these leaders use symbols to capture attention; they discover and communicate a vision and thereby provide inspiration.

4 Dimensions

of Leadership

Wise and balanced use of power is a key defining element of authentic leadership:

Positional Power emanates from the

authority that comes with an

office, the official role.

Positional Power emanates from the

authority that comes with an

office, the official role.

Personal Power comes from an inner

source within the person through a specific capacity,

faculty, aptitude or competency.

Personal Power comes from an inner

source within the person through a specific capacity,

faculty, aptitude or competency.

The core competencies of leadership in governance and the public sector are needed whether one leads as a public school teacher or as the president of the country:

Learning in

Action

Learning in

Action

Service

Service

Personal

Mastery

Personal

Mastery

THE

ASG LEADERSHIP FRAMEWORK

ASG LEADERSHIP FRAMEWORK

SELF-MASTERY

LEARNING IN ACTIONSERVICE

Calibrated Provocation, Anchored Yet Flexible

Committed to Social Justice

Participative Decisiveness, Informed Strategic Action

Intention

Wisdom

CompassionPresence

Core Competenci

es

Core Competenci

es

SERVICESERVICE

Core Competencie

s

Immersing oneself, serving and laboring in the world in order to transform it.

- St. Ignatius of Loyola

Transforming the human condition demands that a leader be inspired to serve and gain intimate knowledge and deep understanding of the everyday life of the people one serves.

It is in direct interaction with people that leaders acquire compassion and establish presence.

Core Competencie

s

LEARNING IN ACTIONLEARNING IN ACTION

The capacity to move back and forth between the field of action and the balcony

- Ronald Heifetz

It is the pattern of engagement and practice marked by the iterative cycle of action – reflection – action.

Critical thinking and strategic action are the twin building blocks of praxis.

PERSONAL MASTERYPERSONAL MASTERYLeadership goes beyond competence and skills, although it is grounded on competence and skills

- Peter Senge

Core Competencie

s

The fundamental challenge of being a leader is the integration of personal power with one’s positional power.

Leadership then moves from practice to art where personal mastery is manifested in the subtle but powerful exercise of control through focus.

Leadership Power ToolsLeadership Power Tools

INTENTION. . .

INTENTION. . .

The tool of self-discipline that focuses on task completion.

WISDOM. . .WISDOM. . .

The tool that moves practice to art.

COMPASSION. . .

COMPASSION. . .

The tool of empathy and emotional intelligence resulting in creativity.

PRESENCE. . .

PRESENCE. . .

The tool of companionship that anchors people, groups or institutions in context and purpose that beyond one’s self thus infusing one with a compelling social wisdom.

Matrix of Roles and Qualities

of Public Sector Leaders

Matrix of Roles and Qualities

of Public Sector Leaders

Leader as Servant

Politically savvy but grounded in integrity, honesty and

service

Leader as Enabler

Enables teambuilding, motivating, communicating

and facilitating for bureaucratic reform

Leader as Artist

Humility and appreciation for teamwork; Open to new ways

of thinking

ANCHORED FLEXIBILITY

ANCHORED FLEXIBILITY

Leader as Servant

Change management

Leader as Enabler

Skilled in systemic analysis and strategic thinking; Adept

in data interpretation for decision-making; Skilled in

organizational, financial and resource management;

Manages change process

Leader as Artist

Multi-disciplinary orientation and perspective; Reform-

oriented; Appreciation of the need for diagnostic knowledge and skills to inform and enable

action

ENGAGED IN PRAXIS (Critical

Thinking and Strategic Action)

ENGAGED IN PRAXIS (Critical

Thinking and Strategic Action)

Leader as Servant

Conflict management and resolution; Issue management

Leader as Enabler

Resolves and manages conflict

Leader as Artist

Maintains integrity of vision despite realities

CALIBRATED PROVOCATION

CALIBRATED PROVOCATION

Leader as Servant

Knowledge of ethics, moral reasoning process

Leader as Enabler

Ability to discern and reflect

Leader as Artist

Applies rigor and discipline in working for public good

COMMITMENT TO SOCIAL JUSTICE AND

HUMANIZATION OF SOCIAL INSTITUTIONS

COMMITMENT TO SOCIAL JUSTICE AND

HUMANIZATION OF SOCIAL INSTITUTIONS

Leader as Servant

Sense of initiative and responsibility

Leader as Enabler

Demands excellence and higher levels of expectations

and performance

Leader as Artist

Proactive

INCLUSIVE / PARTICIPATIVE DECISIVENESS

INCLUSIVE / PARTICIPATIVE DECISIVENESS

THE ENDTHE END

Ateneo School of Government, 2003