E – Exploring the Leadership System; M – Mapping the Institutional Context for Leadership; E – Embedding Vision, Values and Norms; R – Releasing the Energy of Yourself and Followers; G – Guiding Improvements in Organizations and Society; E – Enabling Good Judgment through Strategic Navigation

1. The E MERGE Public Leadership Framework for Sustainable Development in Vietnam Sponsored by The Australia Awards Alumni Program in Vietnam August 15, 2010 Ho Chi Minh Academy, Vietnam

3. Please take a moment to reflect on this saying from one of my graduate students… Every interaction – with each other, our families and our physical surroundings – is an opportunity for leadership. -- Phyusin Myint, 2009

4. A Key Premise of EMERGE Each of us can play an important leadership role – as effective and ethical leaders or as responsible and proactive followers – in Vietnam’s public institutions, and in our everyday lives…

6. Topic 1 Alumni will understand why it is both urgent & important for public officials to learn new leadership knowledge & practice contained in EMERGE as Vietnam continues its rapid domestic transformation & global integration

7. Vietnam’s Contemporary Context -- Change * Source: Ho Chi Minh Academy Workshops, 2007-2009 1. Continuation of State policy of “Market Reform with Socialist Characteristics” 2. Deeper economic, political and administrative integration between Vietnam and regional/global partners 3. Shift to a knowledge-based global market with decrease in trade barriers related to goods and services (including entry into WTO in 1997) 4. Continuing opportunity for Vietnam to access -- if correctly positioned -- foreign capital, markets for goods and services, and global best practices 5. Impending transition to a Middle-Income country status characterized by rapid urbanization

9. The Rise of Wicked Problems: An Illustration * Source : Morgan, G., 2006, Electrical Power, p. 269 Polycentric - Is there one clear center from which one can define the problem or obtain traction to address it? Interrelated - If one part of the problem is acted on, will it have positive and negative effects on other parts? Borderless - How many different stakeholders are interested in this problem? What authorities & powers do they have for influencing the outcome of actions?

10. Wicked Problems: A Leadership Challenge There is a new set of problems facing public leadership They are NOT just problems for leaders in different parts of the world They ARE wicked problems for Vietnamese Leadership at all levels of government, especially as Vietnam strives to transform itself into a middle-income country Leaders must be able to identify the wicked nature of the leadership problems they are addressing

14. Wicked Problems Require Different Approaches: Criteria for Success New and different ideas “ You cannot solve a problem from the same consciousness that created it. You must learn to see the world anew.” Albert Einstein Innovative practice, constant learning & adaptation Insanity: doing the same thing over and over again and expecting different results . Albert Einstein Precautionary Principle Act cautiously Watch carefully and learn Be quick to adapt Start the cycle over

15. See the whole while working with the parts Think in both the present and the future Balance equally important but sometimes competing values and roles Manage tradeoffs Recognize unintended consequences and surprises Wicked Problems Require Different Approaches: Criteria for Success

17. Topic 2 The EMERGE Public Leadership Framework rationale, main elements, core definitions and the learning sequence

18. The Emerge Leadership Framework is unique in that it is gounded in a Leadership Systems perspective in a Wicked Problem Context

19. Releasing the Potential of Followers: Leading Inward

20. Benefits of EMERGE: Personal Outcomes Modules Outcomes: Knowledge, Skills & Tools I: Introduction Define of a work related leadership problem IIA: Leadership Perspectives Discern which of your commonly held views about leadership are evidence-based IIB: Concise History Understand commonalities of Eastern and Western leadership thought III: Sustainable Development Define sustainable development attributes of a wicked problem IV: Learning Apply the adult learning dialectic thinking process to a case V: Leadership System Develop a Leadership Role Profile for your leadership problem VI: Context Apply the Contextual Intelligence Mapping tool to a case VII: Vision & Values Learn how to embed inspirational values through norming VIII: Followers Be able to use smart power in a leadership case scenario IX: Society Develop coalitions of stakeholders who are acting in alignment with the organizational vision X: Judgment Be able to make good judgments as a strategic navigator in wicked problem situations

21. EMERGE Leadership Framework Modules and Tools Module Module Descriptions EMERGE Tools MI Introduction to Public Leadership Leadership Problem & Project MII Perspectives on Leadership & Concise History of Leadership Studies Evidence-Based Leadership & Lessons from History MIII Public Leadership for Sustainable Development Diagnosing Wicked Problems MIV Learning About Leadership Through Reflective Practice Developing a Learning Plan MV Exploring the Leadership System Leadership Role Profile MVI Mapping the Institutional Context for Leadership Contextual Intelligence Mapping MVII Embedding Vision, Values & Norms Vision & Values Norming MVIII Releasing the Energy of Yourself & Followers Smart Power MIX Guiding Improvements in Organizations and Society Convening Stakeholder Coalitions MX Enabling Good Judgment through Strategic Navigation Strategic Navigation

22. EMERGE: Public Leadership for Sustainable Development

23. Topic 3 Brief illustration of one new EMERGE tool: -- Smart Power

27. Sources of Public Leadership Power* *Adapted from French, J. & Raven.B., 1959. Category Major Sources Operational Description Position Power 1. Legitimacy Others recognize and accept authority associated with the position 2. Reward Position allows control over provision of rewards 3. Coercive Position allows capacity to control punishments 4. Informational Position allows access to privileged data or knowledge Personal Power 5. Rational Persuasion Person relies on logical augments or factual evidence to convince others 6. Referent Power Person is liked or respected by others in important positions 7. Expert Power Person has superior knowledge and experience in a certain field 8. Charisma Person’s personality is engaging & magnetic with clear visions that inspire trust

30. Hard Power Categories and Dimensions J. Nye, 2008. Category Dimensions Description Organizational Capacity Manage the Reward and Information Systems Understand information flows, i.e., top down and bottom up as well as horizontally amongst the followers, and how to monitor them. Implement systems that provide good information leading to valuable input. Make sure that unfiltered news can reach the leader. Manage Inner and Outer Circles (direct and indirect leadership) Manage the inner circle to ensure an accurate flow of information and influence. Understand the importance of empowering the followers by allowing them to speak out. Construct teams and hire subordinates who can compensate for any deficiencies. Machiavellian Skills Ability and Authority to Bully, Buy, and Bargain. Bully or repeatedly humiliate and dominate others in order to force others to behavior a certain way. Buy or provide economic incentives to followers to stimulate their performance. Bargain or cut deals with followers to get them on the ‘right’ track. Ability to Build and Maintain Winning Coalitions Build successful partnerships and stabilize the partnerships though time. Politically engage followers and involve them in participatory roles, i.e., inclusion.

31. Soft Power Categories and Dimensions J. Nye, 2008. Categories Dimensions Description Emotional IQ Relationships and charisma. Effectively understand and display empathy. Control and display confidence and optimism. Emotional self-awareness and control. Emotional Intelligence involves the awareness and control of such signals. It also involves self-discipline that prevents personal psychological needs from distorting policy. Communi-cations Persuasive words & symbols Tailoring nuances of the language used to reinforce the direction in which the leader wants to lead. Symbolic communications such as Ghandi’s simple dress depicted that his actions spoke louder than his words. Using symbolic events or public stunts to convey an image. Persuasive to followers (near and distant) The ability to successfully attract and manage both an inner circle of followers and a large audience. Using narratives and other forms of oratory skill e.g. using well-selected anecdotes or proverbs. Vision Attractive to followers Shaping an idea or vision and adding attributes attract the interests of followers. Choosing a vision that followers can relate to or desire to accomplish e.g. Workplace Safety as the new CEO because this is a commonality between all workers and because once followers improve in one are they begin to improve in others as well. Effective -balance ideals & capabilities. The combination of inspiration and feasibility. The effective combination of inspiring follower’s with your vision while paying close attention to the details and feasibility of whether or not the dream can realistically be accomplished.

32. An Illustration of Smart Power… 1. Let’s use the establishment and operation of your Australian Alumni Network as a simple case illustration. 2. What types of Hard and Soft Power are being used in the Network, and what is the appropriate Smart Power balance for your leadership team? 3. Please apply the Smart Power Tool to your network at each of your tables, and be prepared to share some illustrations of Hard, Soft, and Smart Power.

34. References: Introduction to Public Leadership Bennis, W., & Nanus, B. (1985). Leaders: The Strategies for Taking Change . New York, NY: Harper & Row. Brookes, S. (2008). Responding to the New Public Leadership Challenge. Paper presented at the Herbert Simon 2nd Annual Conference Manchester, NH. Bryson, J., & Crosby, B. (2005). Leadership and the Creation of Cross-Sector Regimes of Mutual Gain . Paper presented at the 8th National Public Management Research Conference. Crosby, B and Bryson, J (2008). Leadership for the Common Good. Hames, R. (2007). The Five Literacies of Global Leadership . West Sussex, England: John Wiley & Sons Ltd. Kouzes, J., & Posner, B. (1987). The Leadership Challenge: How to get Extraordinary Things Done in Organizations . San Francisco, CA: Jossey-Bass Inc. MacGregor Burns, J. (1978). Leadership . New York, NY: Harper & Row. Morgan, D. (2009). Public Service Leadership and Sustainable Development The Legacy Leadership Model: Leading for the Common Good. Unpublished Working Paper. Hatfield School of Government, Portland State University. Morgan, G. (2006). Images of Organizations . Thousand Oaks: Sage. Nye, J. (2008). The Powers to Lead . New York, NY: Oxford University Press. Packard, V. (1962). The Pyramid Climbers . New York, NY: McGraw Hill. Rittel, H., & Webber, M. (1973). Dilemmas in a general theory of planning. Policy Sciences, 4 , 155-169. Tainter and Zimmerman, B., (2010). Complicated and Complex , NY Times. Wheatley, M. (1992). Leadership and the New Science: Learning About Organization From an Orderly Universe . San Francisco, CA: Berrett-Koehler Publishers.