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2015%

Jonathan!Mbuna!and!Mary!Waya!

May!report!

1/1/2015!

Report'on'Transformational'leadership''Training''143June'

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TABLE OF CONTENTS

Table%of%Contents%TABLE!OF!CONTENTS!...................................................................................................................................!2!

EXECUTIVE!SUMMARY!.................................................................................................................................!3!

INTRODUCTION!............................................................................................................................................!4!

METHODOLOGY!AND!PRESENTATION!FORMAT!..........................................................................................!5!

SUMMARY!OF!PROCEEDINGSM!FIRST!DAY!....................................................................................................!6!

UNDERSTANDING!TRANSFORMATIONAL!LEADERSHIP!................................................................................!6!

SECOND!DAY!PROCEEDINGS!........................................................................................................................!7!

THIRD!DAY!....................................................................................................................................................!8!

CONCLUSION!AND!RECOMMENDATIONS!..................................................................................................!13!

WORKSHOP!EVALUATION!..........................................................................................................................!14!

PARTICIPANT!LIST!......................................................................................................................................!15!

TRAINING!TOOLS!........................................................................................................................................!17!

WORKSHOP!TIMETABLE!.............................................................................................................................!19!

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EXECUTIVE SUMMARY !The leadership training for extension workers and civic leaders that was held from 1st June to 3rd June, delivered to its expectation. There were 32 participants in total who included government extension workers, civic leaders and political leaders. Participants expressed satisfaction with both the training content and the facilitation with over 93% saying the course was very important and beneficial. Key highlights were moments when participants openly identified leadership barriers in their lives. They went further to make commitments and their willingness to change their leadership styles and begin accommodating new learning. Letting go of the past is a process which require support and reinforcement. The training was successful since it was experiential and building on the experiences new concepts were presented

The participants were eager to learn though there were issues to do with logistics especially the distinction made regarding residential and no residential participants.

At the very end of the process, participants made commitments of things they wish to change and these commitments in form of action plans. As a way forward, it would be important to follow these participants and find out how they are playing their leadership roles. This can be done in a number of ways. Firstly the participants need to be supported to form peer learning groups where they can use technology to update each other on best practices. Secondly, the project can think of ways hosting forums where participants can discuss and network as leaders. It would be good to honour those who are living towards their commitments and making impact in their areas. The commitment they made are one indicator that can be used to track how they are engaging others in their leadership role

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INTRODUCTION

Chikwawa District is one of the districts in the Southern Region of Malawi which has a population of over 438,895 based on 2008 Malawi Housing and Population census. Some parts of the district lie along the Shire River and are usually prone to malaria. The 2008 Malawi poverty report indicated that Chikwawa is one district which has some worrisome indicators on health, education and poverty. For instance, by 2008, the district had large proportion of children under five who were either stunted, wasted or underweight yet the district lies in the lower shire which is ideal for agricultural production. By 2008, the district had one of the lowest proportion of literate people in Malawi, only 55% were literate. The University of Strathclyde has worked with Chikwawa District Health Office (DHO) in preventative health projects for over 15 years. These community health projects have included research and interventions in remote rural areas including elements of maternal health, water and sanitation, disease control and prevention, through health education, capacity building and supporting capital investment.

These programmes have been supported by the Scottish Government International Development Fund for Malawi with 4 grants spanning from 2006 – 2016. These grants operate under the Scotland Chikwawa Health Initiative, a consortium led by the University of Strathclyde, with University of Malawi (Polytechnic), Ministry of Health (Malawi) and the Chikwawa DHO.

Besides structural issues that are known to accelerate poverty, some factors that have been noted to contribute to poverty levels both at community and household levels are to do with leadership. The Health settings project therefore identified this as a critical area and hence interventions were planned to address this gap. Research has shown that transformational leadership plays a significant role in transforming the lives of people even in low resource settings. Scotland Chikwawa Health initiative planned to expose a cross section of participants to transformational leadership trainings and follow up mentorship sessions.

The trainings were scheduled to be done at three levels. These levels were the district level where government officers at district level (institutional heads) were exposed to transformational leadership training. The second level was the ADC level where again government officers (extension or technicians on ground), civic leaders and religious leaders were exposed to leadership training. The third level was the community level where traditional leaders and religious leaders were trained. After these initial trainings, it was expected that the interventions would cascade down village level in form of actionable points.

This report is for the second cohort which mainly included ADC members, civil servants working as extension or community workers and civic leaders. The training was held at Matechanga Lodge from 1st June-3rd June, 2015. The workshop overall objective was to equip participants with knowledge and skills in transformation leadership and the specific objectives of three day workshop were:-

- To explore the meaning of transformational leadership

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- Learn how to apply transformational leadership strategies, skills and principles in the workplace and communities

- To assist participants demonstrate how to apply some principles of transformational leadership in development

Part i c ipants exer c i s ing some l eadersh ip ski l l s

METHODOLOGY AND PRESENTATION FORMAT The transformational leadership trainings employed various styles and approaches since the group that was involved was diverse and at different levels of exposure. All the approaches and styles that were used embedded the key principles of facilitating adult learning. The key principles were reinforcement, relevance, practical, safety and goal oriented. The training took participants through the self discovery process of moving from the known to unknown and this mainly was done to aid experiential learning. The following were some approaches used:-

Exercises and games: The facilitation team used lots of interactive exercises with the participants. These exercises were specifically designed to assist the participants easily relate to leadership concepts. The exercises were designed to let participants discover practical learning from theory.

Power point presentation and flip chart illustrations: Power point presentations were made to transfer some information from the facilitators to the participants.

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Reflection sessions: Participants were given opportunity to reflect individually and also in groups and during these reflection sessions, they were allowed to challenge some things they thought needed changing.

Presentation of pictures or video clips: Participants were shown things using video clips or pictures.

This report will briefly present the key highlights of the training session since before commencing the training, the consultants produced curriculum and submitted power point presentation. Each participant was presented with bound copy of the workshops presentation. The report format will be broken down into the days the sessions were done. The workshop objectives were:-

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SUMMARY OF PROCEEDINGS- FIRST DAY Participants expressed their expectations as follows:-

Comments from participants

Chichewa

English

• Upangili wokhala mtsongoleri • Develop leadership skills • Chilimbikitso • Get allowances • Kudziwa mmene ungakhale mtsongoleri

wabwino • Know how to become a good leader

• Kudziwa zimene wena akuchita • To know what others are doing • Kuphunzira kuwongolera maphunziro! • Understand what others are doing

UNDERSTANDING TRANSFORMATIONAL LEADERSHIP Power point presentations were made on understanding leadership and differentiating two types of leadership, transformational and transactional. Illustrations were given of how transformational leadership and human development fit in. Further using onion skin model, participants were taken through the process of understanding organizations, the role organizations play in development and the critical role of leadership. It was concluded that leadership is critical to development and change.

Participants were asked to identify behaviours or things that frustrate leadership in their communities and these were listed.

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Based on the plenary presentations from participants, another presentation was made on characteristics of good leadership and some comments that participants made after all the presentations were:-

1. Good leadership requires investment 2. Positive attitude is important in leadership 3. Role modeling in important in leadership

SECOND DAY PROCEEDINGS Building on what they had learnt on the first day, participants were taken through understanding various types of leadership styles. These styles ranged from Democratic to autocratic. The presentations gave situations and times when a particular style can be used. The situations were given using examples in the local settings and national level. Based on the presentations participants were asked to relate the styles with occasions when the styles can be applicable and following came up:-

1. Bad character 2. Excessive drinking 3. Greed 4. Intolerance 5. Jealousy 6. Corruption 7. Proud 8. Ignorance 9. Stigma 10. Not managing

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11 Lack of skills 12 Lack of resources 13 Lack of training 14 Not managing time 15 Favoritism 16 Immorality 17 Lies 18 Neglecting things 19 Malice 20 Spirit of ‘know it all’

Leadership styles are based on situation

Emergencies like floods (the ones in Chikwawa) require autocratic style if lives are to be saved (for those who don’t want to move to upland)

There is no one style which is better but good leadership discerns when to use each style

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Related to leadership styles, participants were presented with how they can deal with conflicts in the communities. In conflict management, emphasis was made that conflict is normal where people are but every conflict need to be managed and then build new beginning from that conflict.

Part i c ipant admir ing a ‘ g i f t ’ that was used in i l lus t ra t ing communica t ions ski l l s

The other presentations were to equip participants with some leadership skills and these involved exercises to stimulate participants to understand the leadership skills they need to know. Using hula hoops participants were given opportunity to exercise skills in communication, commitment, confidence and ability to inspire. The other exercise was that of discussion of a ‘scenario in captain and private story’ to explore leadership skills in listening, intuition, sense of humour, honesty and creativity. There was also another exercise on shoe and box to explore positive attitude and communication.

Noting that communication is key in leadership, a session on communication was presented highlighting what leaders need to know about communication channels, barriers and steps they can take to communicate effectively. The ticking model was used to aid the discussions.

THIRD DAY The third day was mainly spent on deepening what participants learnt on the first and second day. Three sessions were lined up and these were governance from leadership perspective; team building treaty formation and appreciative inquiry (AI).

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In presenting the AI concept, attempts were made to highlight the key 8 principles underpinning AI. Key issues that were made mainly hinged on how leaders can use this approach to motivate their followers and inspire them to greater heights.

Team treaty formation mainly focused on letting leaders develop spirit of trust with their followers noting that trust is the basis of team work. The other key issue was that of understanding that team work requires members to jell. Some observations participants made were:

The presentation of governance illustrated what governance is and also centered on the seven key pillars. Participants listed some enemies of governance in their communities which were:-

Participants were put in pairs and deliberated on four key questions and stated what their roles will be in entrenching transformation leadership once they go back to their stations. The matrix below shows the names of the participants and their commitment.

How!to!deal!with!team!members!with!wrong!attitude!!

Some!team!members!have!connections!to!authorities!and!usually!consider!themselves!important!!

For!teams!to!be!affective!they!require!to!trust!each!other!

Some!practices!by!some!NGOs!destroy!team!spirit!and!trust!

1. Spirit!of!handouts!2. Culture!of!laziness!!3. Greed!4. Irresponsibility!!5. Not!respecting!authorities!!6. Fear!of!reporting!people!to!authorities!!7. Jealousy!!

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A scu lp ture pres enta t ion on one l eadersh ip exer c i s e

THINGS THAT I NEED TO CHANGE AS A LEADER

THINGS REQUIRING CHANGE IN THE AREA

MY ROLE IN CHANGE PROCESS

WHAT IS REQUIRED

Change character Change leadership style

Leaders be role models Leaders allow others space Research development issues

Train others Participating in development work Being visionary

Resources Have leadership mentors Being visionary

Change character Change governace style

Give space Role model Research on developmental agenda

Own change Teach others Being visionary

Skills Development minded people Vision

Change character Change governance style Transformed leader

Research on development issues Give space Role model

Teach others Participation

Resources Vision Skills Development centered people

Favourotism Character Humility

Following rules Transparency Participation

Exemplary Loving everybody Listener

Skills Resources Capacity

Language Humility Role model

Greed Tolerance Following rule of law

Leading by doing Monitoring things Communication

Skills Policies Resources Language

Communication Humility Role model

Greed Tolerance Following rule of law

Leading by doing Monitoring things Communication

Skills Policies Resources

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THINGS THAT I NEED TO CHANGE AS A LEADER

THINGS REQUIRING CHANGE IN THE AREA

MY ROLE IN CHANGE PROCESS

WHAT IS REQUIRED

Language Humility Role model

Greed Tolerance Following rule of law

Leading by doing Monitoring things Communication

Skills Policies Resources

Language Humility Role model

Greed Tolerance Following rule of law

Leading by doing Monitoring things Communication

Skills Policies Resources

Language Humility Role model

Greed Tolerance Following rule of law

Leading by doing Monitoring things Communication

Skills Policies Resources

Language Humility Role model

Greed Tolerance Following rule of law

Leading by doing Monitoring things Communication

Skills Policies Resources

Favouritism Pride Punctuality

Following rules of the game Haste (acting fast) Humility

Role model Advisory role Fulfilling promises

Giving feedback Time Resources

Character Following rules Transparency

Knowing one’s roles Faithfulness Time management

Respecting views of others Honesty Transparency

Meetings Skills Resources

Character Faithfulness Following rules

Transparency Participation Time management

Visionary Tolerant Respecting views of others

Skills and resources Time Meetings

Character Time Faithfulness

Following rules Transparency Participation

Role models Visionary Tolerant

Meetings Time Skills and resources

Good governance Reduce harshness

Reduce corruption in settling cases

Inclusiveness especially of women

Participating Transparency Respecting rights of others

Bringing change Allowing followers to assume leadership roles Tolerant of views of others

Greed Autocratic Transparency

Train others Faithfulness Role model exemplary

Good character Organizing meetings Participating

Character Language Posturing

Communicating with others on development Close monitoring of distribution materials Good skills

Creating space in telling others what needs to be done Giving others space Equity

Humility Listener Honesty

Abuse of authority Not giving others space Bribes

Tolerance Corruption Neglecting things (neglect)

Training others Promoting transparency Giving others space to contribute towards decision making process

Leadership that is accepted at all levels Honesty Allowing followers lead

Self- confidence Time keeping (management) Assertive

Bribes Greed Lack of love

Loving others Listening to what others are saying Not favouring anybody

Honest Dependable Loving others

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THINGS THAT I NEED TO CHANGE AS A LEADER

THINGS REQUIRING CHANGE IN THE AREA

MY ROLE IN CHANGE PROCESS

WHAT IS REQUIRED

Transparency Respecting views of others Good character

Transparency Time management Not favouring others

Teach others Conduct meetings Change things that are not working

Not delaying in making decision and taking actions Reporting Skills

Being patient Good character Transparent

Not favouring others Following rule of law Participating

Teaching others about leadership People have faith Do what people want

Humility Skills Reporting

Keeping vision of the group Transparency Listening and respecting views of others

Transparency among leaders Following rule of law Respecting views of others

Training others Role model Ownership

Working together with others Taking part in development Conducting meetings

Keeping time Joint planning with people Teaching people well

Working with leaders Fulfilling promises Work for the people

Resources Training Reporting Planning

Group vision Transparency Respecting views of others

Favouritism Transparency Bribes

Training others Telling others about leadership Conducting meetings

Working with people and chiefs Listening to what others are saying Conducting meetings

Time and season My dressing to suit the occasion Transparency

Environmental management Ensure that everybody had good training Train others

Listen to what others are saying Work together Write reports

Resources Venue and time Training Transport

Good character Give others space Follow rules

Not favouring Skills Respect views of others

Leadership is good People are happy People have faith

Vision People are free Respect roles of others

Keeping time Law abiding Exemplary

Train ADC Toot out spirit of oppression Tolerant

Review the laws Visionary leadership Have skilled leaders

Resources Adequate finances Skills

Good character Self limitation (mphwayi) Role model

Train people to be in groups Teach others about group synergy Teach others what we have learnt

Teach others Be role model Honest

Humble Skilled Powerful

Time management Law abiding Role model

Train VDC Remove spirit of oppression Participation Tolerance

Follow principles of governance Visionary leaders Skilled leaders

Resources Good advisor Finances

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CONCLUSION AND RECOMMENDATIONS The workshop was mainly organized to equip participants with knowledge and skills in transformation leadership. There were some three key objectives underpinning this. At the end of the workshop, and based on participants own evaluation of the workshop, the participants expressed satisfaction. From the exercises that the participants conducted, the consultants were pleased and noted that the workshop had achieved its objectives. The workshop as stated earlier was mainly conducted with lots of exercises to allow participants demonstrate some of the skills they had learnt and also enable them demonstrate these skills. At the end of the workshop, consultants noted the following as key in the participants:-

- Willingness to learn from others: There was remarkable shift in participants to learn from others and also build on what is working to address what is not working. The commitments they made attest to this fact. Most of them were prepared to go and begin afresh even in areas where they thought they were already experts. Key element in leadership is to learn and be willing to be vulnerable.

- Openness and challenging status quo: The other positive thing that consultants noted was that there openness in this cohort to challenge the status quo and question some practices even with the project implementation per see. The members were not just letting things happen without questioning how? This aspect to challenge things is key in transformational leadership. It is the hope of the consultants that once these participants are visited in their workplace they will continue to exhibit this aspect. Participants would in some cases infer that the leaders or top civil servants were a hindrance to development.

Based on the evaluation findings some key recommendations are:-

- The training should in future include some top civil servants like the Director of Planning and Development, District Health Officer or the District Education Manager. Their role would be to get what the extension workers are experiencing and also that they too should understand the concept of transformational leadership. Of course the first group was supposed to cater for that but in future it may be exiting to have just one or two representative from the technocrats.

- The other issue is to look critically at logistics. Though it looks trivial issues of logistics affect the training mood significantly. It should be possible to have participants told in advance what the logistics are and put the terms to them as a give or take.

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WORKSHOP EVALUATION !

At the end of the workshop, participants were given evaluation form to rate and these were consolidated results. The key to the scale interpretation was:

5= Excellent 4= Good 3= Average 2= Poor 1= Very poor

1. How would you rate the facilitation? Out of 29 participants, 27 of them rated the workshop excellent and only 2 rated it good. This represents 93%

2. What are your views on content on workshop?

Again 27 rated it excellent, one rated it good and only indicted poor score.

3. How would you rate quality of discussions? This indicator had various ratings. Out of 29, 14 thought the quality of discussions were excellent, 12 thought it was good, 2 rated it average and 1 rated it average

4. What are your views on venue? From 27 responses, 17 thought the venue was excellent 9 thought its was good and 1 rated it average

5. Were your expectations met? On expectations, 21 out of 29 were very satisfied and 8 were just satisfied.

Any comments

• Allowances were not adequate • Treat participants equally i.e. give them one package and not treat others differently • Venue to be changed and consider residential training • More training • Give transport refunds • Change starting time and lunch times • Give participants training procedures ahead of time • Increase training duration and not say 2.5 days but 3 days • Do what participants want

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PARTICIPANT LIST !

Name! Position/Organisation! Sex!!Chief!Katunga! T/A! M!Chief!Maseya! T/A! M!Medson!Faela! H.S.A! M!Grant!Mpemberera! S.!H.S.A! M!Wineless!Chathonera! H.S.A! F!PhylisNavitchi! H.S.A! F!Godfrey!Chereni! H.S.A! M!Conneck!Manjolo! H.S.A! M!Collins!Tizora! Heat!teacher! M!Synoden!Mwakwiza! Heat!teacher! M!N!Banda! S.!H.S.A!

!W.!TR.!Macheso! Head!teacher! M!Lyford!Simion! ADC! M!Wilfred!Panganani! Vice!Chairman!ADC! M!F.J!Phompo! ADC! M!Felix!Mwenda! Medical!Assistance! M!R!Zamawa!Sato! Market!Chairman! M!Flocey!Nkhulungo! ADC! F!Frank!Lambe! AEDO! M!Kenneth!Edward! ADC! M!Lawrence!Duncain! ADC! M!Cosmas!Kholowa! ADC! M!Laston!Mponya! ADC! M!Christopher!Nota! ADC! M!Lidia!Jarton! ADC! F!Lida!Katuwelo! ADC! F!Wiston!Kampira! ADC! M!Patrick!January! ADC! M!Henry!Moyo! ADC! M!Godwin!Kalua! Forestry!Extension! M!John!Alufandika! ADC! M!CollexNankhunda! Councillor! M!m.!Mandala! Forestry!Extension! M!!

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Any comments

• Treat participants equally i.e. give them one package and not treat others differently • Venue to be changed and consider residential training • More training • Give transport refunds • Change starting time and lunch times • Give participants training procedures ahead of time • Increase training duration and not say 2.5 days but 3 days • Do what participants want

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TRAINING TOOLS

ONION SKIN MODEL- Defining leadership in a community or organization

Model!explaining!relationship!between!individual,!task!to!be!performed!and!the!team!composition!!

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Culture!

Leadership!

Relationship!

Values/Identity!

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WORKSHOP TIMETABLE !

PROGRAM!FOR!CONDUCTING!TRANSFORMATIONAL!LEADERSHIP!TRAINING!!

TIME! First!day! Second!day! Third!day! Handouts!

8:00%!10:00!

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- Climate!setting%!Opening!remarks!- Introductions/!Expectations!- Outline!of!!objectives!and!program!- Sharing!understanding!of!leadership!!- Task!on!building!towers!!

- Recap!- Introduction!of!AI!and!leadership!skills!- Understanding!AI!principles!and!

assumptions!!!- !Exploring!communication!!

- Recap!- Understanding!

governance!principles!!

!Manual!!

10:00C10:20!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!MORNING!!TEA/COFFEE!!BREAK!

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10:30%12:30!

- Understanding!organizations!!- Exercise!on!guided!imagery!!- Importance!of!!leadership!and!key!

characteristics!of!leadership!!!

- Exploring!team!building!skills!- Giving!and!receiving!feedback!

- Action!planning!! !!

12:30C13:30!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!LUNCH!

13:30%!15:00! - Understanding!leadership!challenges!!- Case!study!!!

- Developing!team!treaty!- Understanding!governance!!

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15:00C15:20!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!AFTERNOON!TEA/COFFEE!!BREAK!

15:30%16:30!

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- Presentations!! - Governance%!Group!work! !! !

Note:!Some!sessions!may!overflow!and!there!is!also!likelihood!that!the!sessions!may!change!depending!on!how!the!process!goes!