TRANSCENDENTAL LEADERSHIP IN THE GREAT WORLD DISORDER

Transcription

1 TRANSCENDENTAL LEADERSHIP IN THE GREAT WORLD DISORDER By DR. FREDRIC WILLIAM SWIERCZEK DIRECTOR ASIAN INSTITUTE OF TECHNOLOGY VIETNAM Fred@aitcv.ac.vn S

2 Climate Change Vulnerability Index in Asia Source: 2

3 Table 1 N a t u r a l D i s a s t e r s T o t a l C o s t $ B i l l i o n Typhoon Haiyan ( P h i l ) $ 1 3 B i l l i o n Typhoon Phalin ( I n d i a ) $ 1 0 B i l l i o n D r o u g h t ( C h i n a ) $ 1 0 B i l l i o n F l o o d s ( C h i n a ) $ 4 B i l l i o n C o u n t r i e s m o s t a t r i s k M y a n m a r 2 n d B a n g l a d e s h 5 t h V i e t n a m 6 t h P h i l i p p i n e s 7 t h T h a i l a n d 1 0 t h 3

4 Introduction The only safe ship in a storm is Leadership Old Saying There are two mistakes one can make along the road to truth not going all the way and not starting Lord Buddha 4

5 Figure 1: Current Theories of Leadership Transcendental Transforma9onal (#1) LMX (#3) Charisma9c (#7) Transac9onal (#17) Situa9onal / Con9ngency (#32) Authen9c / Ethical (#19) Servant / Followership (#11) Entrepreneurial (#37) 5

6 Table 2: Successful educational leaders. 1 They have consistent, high expectalons and are very ambilous for the success of their p u p i l s. 2 They constantly demonstrate that disadvantage need not be a barrier to achievement. 3 They focus relentlessly on improving teaching and learning with very effeclve professional d e v e l o p m e n t o f a l l s t a ff. 4 They are expert at assessment and the tracking of pupil progress with appropriate support and intervenlon based upon a detailed knowledge of individual pupils. 5 They are highly inclusive, having complete regard for the progress and personal d e v e l o p m e n t o f e v e r y p u p i l. 6 They develop individual students through promolng rich opportuniles for learning both w i t h i n a n d o u t o f t h e c l a s s r o o m. 7 They cullvate a range of partnerships parlcularly with parents, business and the community to support pupil learning and progress. 8 They are robust and rigorous in terms of self- evalualon and data analysis with clear s t r a t e g i e s f o r i m p r o v e m e n t. 6

7 From Sir David Carter Educa9onal leaders have the ability to balance strategic and opera9onal roles, and the ability to manage change and understand how it works. They need to have a high level of emo9onal intelligence and interpersonal skills. The power of school leaders is their capacity to persuade and influence, rather than to direct. You have to take people with you, you can t be bullish,. You have got to build collabora9on and get people to work t o g e t h e r. Finally, Sir David Carter iden9fies a sense of moral purpose. While this may be of most significance in disadvantaged areas, the desire to get the best for all children is something every principal should possess. I don t know many who d o n t h a v e t h a t, ( M o r r i s o n, ). 7

8 Table 3: 8 Must have Competencies for Future Leaders 1 S t r a t e g i c O r i e n t a L o n 2 M a r k e t I n s i g h t 3 R e s u l t s D r i v e n 4 C u s t o m e r I m p a c t 5 C o l l a b o r a L o n 6 O r g a n i z a L o n a l C h a n g e 7 T e a m F o c u s 8 T r a n s f o r m a L o n a l L e a d e r s h i p (Daniel Goleman, 2014) 8

9 Table 4: Leadership Style C o l l a b o r a L v e 2 D e v e l o p e r o f p e o p l e 3 L e a r n i n g A g i l i t y 4 D i g i t a l 5 G l o b a l M i n d s e t 6 S o c i a l R e s p o n s i b i l i t y 7 F u t u r e f o c u s 8 A d a p t a b l e 9 I n n o v a L v e 10 M u l L l a t e r a l C o m m u n i c a t o r (O connor, 2014) 9

10 The most striking differences between the Top 20 companies for leadership and their peers concern commitment to global awareness, leading change a n d e n v i r o n m e n t a l s u s t a i n a b i l i t y. Good global leaders are also focused on the transcendental. They emphasize: A higher purpose Vision, inspiration They are responsiveness to communities, social responsibility and s u s t a i n a b i l i t y. They are global and local, reliable, they initiates and achieve successful strategies results with stakeholder satisfaction. 10

11 Considering the new generation of millennial, a study of 500 MBA students on the leadership style of emerging leaders indentified these actions: they consider i m p o r t a n t. Drive cross-section, convergent solutions require collaboration Embrace globalization, more experience in diverse countries P r i o r i t i z e s u s t a i n a b i l i t y, a r e n e w a b l e l i f e s t y l e Integrate technology: that is clean and responsive to the community Develop new ways of learning, Imagineering new approaches to improve society ( C o l e m a n, ). These approaches are very similar and very transcendental across borders, cultures, genders and age. They apply to business, government and higher education. Because of this, there is hope for the future. 11

12 To lead people walk beside them. As for the best leaders people do not notice. The next best people honor and prize. The next, people fear and the next people hate. A leader is best when people barely know who they are, when the work is done the aim fulfilled people w i l l s a y w e d i d i t o u r s e l v e s. Lao Tsu (Old Master) 12

13 THANK YOU 13