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ORDINARY PEOPLE. LEADERSHIP. There is an absence of a national community whose interests can command the loyalty of most Filipinos. Nation-building. People’s Wills and Hopes. Common Goal and Aspiration. The challenges of the times call for leaders in government who are

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  2. There is an absence of a national community whose interests can command the loyalty of most Filipinos.

  3. Nation-building People’s Wills and Hopes Common Goal and Aspiration

  4. The challenges of the times call for leaders in government who are fired by a vision, armed with competence and inspired by virtue.

  5. Ateneo School of Government L e a d e r s h i p F r a m e w o r k

  6. The Fundamental Dilemmas of P O W E R

  7. 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.

  8. Personal Loyalties and Alliances Running for or staying in office requires alliances, whether formal or informal. Alliances require give and take.

  9. Expectations from Constituency and the Bureaucracy Some expectations can be unreasonable and unaligned. How can expectations be managed?

  10. 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?

  11. 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.

  12. The following PRINCIPLES are the key conceptual anchors upon which ASG builds its framework on leadership in governance and the public sector

  13. 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.

  14. Structural Political 4 Dimensions of Leadership Human Development Symbolic

  15. 4 Dimensions of Leadership Structural leaders focus on structure, strategy, environment; implementation, experimentation, adaptation

  16. 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

  17. 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.

  18. 4 Dimensions of Leadership 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.

  19. Wise and balanced use of power is a key defining element of authentic leadership: Personal Power comes from an inner source within the person through a specific capacity, faculty, aptitude or competency. Positional Power emanates from the authority that comes with an office, the official role.

  20. 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: Personal Mastery Learning in Action Service


  22. SELF-MASTERY Calibrated Provocation, Anchored Yet Flexible Intention Presence Compassion Wisdom SERVICE LEARNING IN ACTION Committed to Social Justice Participative Decisiveness, Informed Strategic Action

  23. Core Competencies

  24. Core Competencies SERVICE Immersing oneself, serving and laboring in the world in order to transform it. - St. Ignatius of Loyola

  25. 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.

  26. Core Competencies LEARNING IN ACTION The capacity to move back and forth between the field of action and the balcony - Ronald Heifetz

  27. 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.

  28. Core Competencies PERSONAL MASTERY Leadership goes beyond competence and skills, although it is grounded on competence and skills - Peter Senge

  29. 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.

  30. Leadership Power Tools

  31. INTENTION. . . The tool of self-discipline that focuses on task completion. WISDOM. . . The tool that moves practice to art.

  32. COMPASSION. . . The tool of empathy and emotional intelligence resulting in creativity. 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.

  33. Matrix of Roles and Qualities of Public Sector Leaders

  34. Leader as Servant Politically savvy but grounded in integrity, honesty and service ANCHORED FLEXIBILITY 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

  35. Leader as Servant Change management ENGAGED IN PRAXIS (Critical Thinking and Strategic Action) 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

  36. Leader as Servant Conflict management and resolution; Issue management CALIBRATED PROVOCATION Leader as Enabler Resolves and manages conflict Leader as Artist Maintains integrity of vision despite realities

  37. Leader as Servant Knowledge of ethics, moral reasoning process COMMITMENT TO SOCIAL JUSTICE AND HUMANIZATION OF SOCIAL INSTITUTIONS Leader as Enabler Ability to discern and reflect Leader as Artist Applies rigor and discipline in working for public good

  38. Leader as Servant Sense of initiative and responsibility INCLUSIVE / PARTICIPATIVE DECISIVENESS Leader as Enabler Demands excellence and higher levels of expectations and performance Leader as Artist Proactive

  39. Ateneo School of Government, 2003 THE END

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