leadership model for developing countries

11

GODWIN’s LEADERSHIP MODELFOR DEVELOPING COUNTRIES:

VOLUNTEER MENTORSHIP PERSPECTIVE

Addressing Developing Countries Advancement Problems Through a New Leadership Model

Copyright © 2003 by Godwin O. Igein, Ph.D.

22

Mentor

Internalizedexperience of

the leader

Leader’s management team

Citizens

Actualized leader

Business leadersSpiritual/Cultural advisors

Policy analystsWorld mediators

Health/Human servicesScientists/Researchers

Social scientists

ReligionEducation

FoodEconomics

Infrastructure

FreedomLaws/Crime

PovertyHealth

Relationships (Internal)

H.RBudgeting

Legislative (Policy)AdministrationManagement

Locally and Globally C

ontextualized Leadership Focus

Leadership Model for Developing Countries

Copyright © 2003Dr. Godwin Igein

33

Godwin’s Leadership Model for Developing CountriesGodwin’s Leadership Model for Developing Countries

Leadership

Rest of the World

Mentors

Citizenship

Neighboring Countries

Copyright © 2003, Dr. Godwin Igein

44


Leader’s personalityvariables

Environmentalinfluences

Leader Citizens of the leader’scountry

Assumed Leadership Model of Developing Countries


55


Leader’s managementteam

Volunteer mentorshipinitiatives

Actualized Leader

Leader’s personalityvariables (e.g.compassion,patriotism)

Rest of the world (othercountries)

Citizens of the leader’scountry

GovernanceRepresentation

Proposed Leadership Model for Developing Countries


66

ProblemProblem There are many challenges in developing countries including leadership There are many challenges in developing countries including leadership

difficulties.difficulties. For instance, Africa today is plagued with leadership problems in government, For instance, Africa today is plagued with leadership problems in government,

business, churches and civil society (Kretzschmar, 2002.)business, churches and civil society (Kretzschmar, 2002.)

OpportunityOpportunity This leadership model for developing countries is a fresh approach to This leadership model for developing countries is a fresh approach to

addressing the challenges about leadership in developing countries. addressing the challenges about leadership in developing countries.

This model offers a constructive approach that encourages leadership theories This model offers a constructive approach that encourages leadership theories geared toward developing countries to recognize their cultures, religion, values, geared toward developing countries to recognize their cultures, religion, values, ethnicity, and ways of thinking.ethnicity, and ways of thinking.

This model will represent the beliefs, values, and thought process of the people This model will represent the beliefs, values, and thought process of the people of developing countries in creating their own leadership model.of developing countries in creating their own leadership model.

The model is driven by a set of twelve assumptions, which are included in this The model is driven by a set of twelve assumptions, which are included in this presentation.presentation.

As the significance of developing countries thought paradigm is recognized, we As the significance of developing countries thought paradigm is recognized, we can begin to see different results in the way of leadership of developing can begin to see different results in the way of leadership of developing countries.countries.

Copyright © 2003, Dr. Godwin IgeinCopyright © 2003, Dr. Godwin Igein

77

Assumptions of the Leadership ModelAssumptions of the Leadership Model

1.There are several major encumbrances that inhibit stable, 1.There are several major encumbrances that inhibit stable, capable, and creditable leadership in developing countries capable, and creditable leadership in developing countries that include, but are not limited to:that include, but are not limited to:

Insufficient, inadequate, or limited viable leadership role modelsInsufficient, inadequate, or limited viable leadership role models Knowledge, skill, and/or educational gaps of the leader and the Knowledge, skill, and/or educational gaps of the leader and the

leader’s associates.leader’s associates. Poor, inadequate, or insufficient leadership preparation. Factors Poor, inadequate, or insufficient leadership preparation. Factors

related to emotional, experiential, and personality of potential related to emotional, experiential, and personality of potential leaders created or exacerbated by revenge, war, famine. leaders created or exacerbated by revenge, war, famine.

2.2. Unstable leadership impedes economic and social Unstable leadership impedes economic and social development as it:development as it:

Creates uncertainty Creates uncertainty Makes foreign investors reluctant to take risksMakes foreign investors reluctant to take risksGenerates low expectations of citizens Generates low expectations of citizens Leads to limited outcomes to meet the needs to Leads to limited outcomes to meet the needs to

influence influence economic choiceseconomic choices


88

Assumptions ContinuedAssumptions Continued

3.3. Leadership theories geared toward helping Leadership theories geared toward helping developing countries must recognize their unique developing countries must recognize their unique cultures and respective ways of thinking.cultures and respective ways of thinking.Where does our process of leadership mirror the Where does our process of leadership mirror the thinking in our culture? How does it influence our thinking in our culture? How does it influence our views toward other cultures?views toward other cultures?How is our cultural thinking driving the way we work How is our cultural thinking driving the way we work collaboratively, cooperatively, and communally? collaboratively, cooperatively, and communally? What are the What are the positivespositives and and negativesnegatives of how we do of how we do things?things?What keeps us included in the processWhat keeps us included in the process vs vs. being . being excluded? What are the excluded? What are the benefitsbenefits or cos or costts of either s of either course of events?course of events?


99


4.4. Some leadership models are universal, Some leadership models are universal, leadership theories geared toward developing leadership theories geared toward developing nations have limitations, and potentially great nations have limitations, and potentially great consequences, if these theories do not originate consequences, if these theories do not originate within these nations’ cultures. within these nations’ cultures.

5.5. Economic development can be an unbalanced Economic development can be an unbalanced approach to national development and change; thus, approach to national development and change; thus, potential leaders must utilize cultural capital to build potential leaders must utilize cultural capital to build national capital.national capital.


1010


6.6. Some developing countries inadvertently Some developing countries inadvertently mismanage foreign aid, as it is currently structured; mismanage foreign aid, as it is currently structured; consequently, such action breeds national co-consequently, such action breeds national co-dependency, not independence or interdependence, dependency, not independence or interdependence, and these cycles repeat themselves.and these cycles repeat themselves.

7.7. Most developing countries have been Most developing countries have been receiving foreign aid for many years; however, for receiving foreign aid for many years; however, for some, there is little evidence of some, there is little evidence of advancement.advancement.


1111


8.8. Economic advancements have been fractured Economic advancements have been fractured or negated by social, economic or political conflicts.or negated by social, economic or political conflicts.

9.9. Most leaders of developing countries can Most leaders of developing countries can become more effective, efficient, and humanitarian become more effective, efficient, and humanitarian leaders when they have experienced mentors, leaders when they have experienced mentors, training, education, and role models.training, education, and role models.


1212


10. Many leaders have the ability to become more 10. Many leaders have the ability to become more efficient and effective in managing their countries’ efficient and effective in managing their countries’ economic resources and foreign aid when they have economic resources and foreign aid when they have solution-focused feedback and guidance; adequate solution-focused feedback and guidance; adequate resources and accountability; a morale code; resources and accountability; a morale code; specific social and financial goals; and the specific social and financial goals; and the internalized will to change their thought paradigms internalized will to change their thought paradigms and governance.and governance.


1313


11. Most countries whose leaders have capable 11. Most countries whose leaders have capable mentors can enjoy a higher level of national, mentors can enjoy a higher level of national, communal, cultural, economic prosperity and communal, cultural, economic prosperity and sustained stability in leadership.sustained stability in leadership.

12.12. Most leaders who have fully capable, Most leaders who have fully capable, responsible, and dedicated mentors will have less responsible, and dedicated mentors will have less chance of overthrow.chance of overthrow.

13. Increased utilization of the intellectual capacity 13. Increased utilization of the intellectual capacity of women can provide some invaluable benefits to of women can provide some invaluable benefits to developing countries.developing countries.


1414

The Mentors – Who they areThe Mentors – Who they are

Former or retired heads of statesFormer or retired heads of states

Present or retired presidents of Present or retired presidents of universitiesuniversities

Distinguished professors, researchers, Distinguished professors, researchers, and high caliber academic scholarsand high caliber academic scholars

Spiritual leaders and Chief Executive Spiritual leaders and Chief Executive Officers (CEO) of major corporationsOfficers (CEO) of major corporations


1515

Mentor’s ProfileMentor’s ProfileGood international reputationsGood international reputationsAuthentic leaders--meaning that they must be of good Authentic leaders--meaning that they must be of good charactercharacterHonest, with high integrity, and high ethical standardsHonest, with high integrity, and high ethical standardsCompassionate, understand leadership, open-minded, and Compassionate, understand leadership, open-minded, and reasonably flexiblereasonably flexibleEmotionally developed, not judgmental, and willing to learn Emotionally developed, not judgmental, and willing to learn about other culturesabout other culturesCommit for a minimum 12-24 months to mentorCommit for a minimum 12-24 months to mentorLive briefly in another country during the mentorship periodLive briefly in another country during the mentorship periodComplete the mentorship through a variety of communication Complete the mentorship through a variety of communication methodsmethodsCreate a team of volunteer consultantsCreate a team of volunteer consultantsVolunteer without compensation for work doneVolunteer without compensation for work doneDemonstrated good leadership skills in prior executive Demonstrated good leadership skills in prior executive engagements engagements


1616

Clarification about the Leadership Model:Clarification about the Leadership Model:

Non Governmental Organizations (NGOs) will be invited to play a Non Governmental Organizations (NGOs) will be invited to play a major rolemajor roleIdentification of resources to support the leadership modelIdentification of resources to support the leadership modelDescription of the process of the mentorship leadership modelDescription of the process of the mentorship leadership modelDescription of the qualifications for mentor participationDescription of the qualifications for mentor participationIdentification of conflict resolution techniquesIdentification of conflict resolution techniquesDescription of colonialism and neo-colonialism and the implicationsDescription of colonialism and neo-colonialism and the implicationsIdentification of leadership areas of strengths and areas of knowledge Identification of leadership areas of strengths and areas of knowledge gapsgapsIdentification of the major factors that hinders developmentIdentification of the major factors that hinders developmentIdentification of potential cultural implicationsIdentification of potential cultural implicationsExplanation of what is considered developing and developed Explanation of what is considered developing and developed countriescountriesIdentification of the systemic problems and suggestions for fixing Identification of the systemic problems and suggestions for fixing themthemIdentification of mentors’ areas of expertise for adequate placementIdentification of mentors’ areas of expertise for adequate placementMentors’ orientation addressing the process and how to avoid Mentors’ orientation addressing the process and how to avoid imperialistic, colonialist, and neo colonialist behaviorsimperialistic, colonialist, and neo colonialist behaviors


1717

FOR MORE INFORMATION CONTACT FOR MORE INFORMATION CONTACT THE AUTHOR:THE AUTHOR:

Godwin O. Igein, Ph.D.Godwin O. Igein, Ph.D.P.O. Box 26139P.O. Box 26139Tempe, Arizona 85285-6139Tempe, Arizona 85285-6139E-mail: E-mail: [email protected]