Developing Bridging Leaders

Prof. Jacinto C. Gavino, DPA

Director/Consultant for NGOs
and Business Firms Figure 1. Source: 6th Philippine Human Development Report, 2006 Figures

Our Context of Inequity Within the country, the differenc- Type of =^Ûgbmbhg Ordinary Extraordinary Process
Complex societal divides pervade es in Human Development Index Complexity Approach Approach K^jnbk^f^gm
our country. Increasing poverty, (HDI) indicators show the wide ar- for simple for complex for complex
poor quality of education, declin- ray of disparities that Filipinos face problems problems problems
ing health, systemic graft and cor- in terms of “a long and healthy life,
ruption, as well as the deteriorating knowledge, and a decent standard Cause and Effect
Dynamic Piece by piece System as a Systemic
condition of the environment are of living.” Across countries, the are far apart in
whole
only some of the problems that we Philippines is worse off than its space and time
face as a nation. The Philippines is Asian neighbors with certain prov-
one country with thousands of is- inces having similar indices with Future is
lands and a wide array of persistent West African countries. Generative unfamiliar and Existing solutions Emerging Creative
Creative
inequities. undetermined solution
Systems thinking and Natures of
Inequities are defined as differences Complexity Actors have
in the availability of opportunities Isolating the root cause of societal Social diverse Experts and Stakeholders and Participative
to different individuals. An ineq- inequities is challenging; these di-
tems Thinking is an appropriate perspectives and authorities “stickholders”
uitable society is characterized by vides have compounded over time
approach that goes beyond tradi- interests
persons who have varying access and the multiple causes for its con-
tional problem solving methods.
to opportunities and are deprived tinued existence are difficult to
The crux of Systems Thinking is Figure 2. Source: Kahane after Scharmer and Senge
economically, socially or politically ascertain. Closed interdependen-
the focus on wholes rather than
to achieve one’s desired quality of cies and chaotic interrelationships
parts in order to understand the
life. The inequity becomes more in society’s systems facilitate the
interconnectedness present in the ic, generative and social complex- mined future where no clear solu- re-connect to the distinct context
apparent when one compares qual- existence of varying access to op-
system. Instead of dividing parts to ity. Problems have high dynamic tion is available, no solution has that is emerging; it is from this in-
ity of life of a Filipino who resides portunities, hampering the poten-
address the problem, the systems complexity when cause and effect been created or a solution has yet timate knowledge of the situation
in Manila vis-à-vis a Filipino who tial for better quality of life for all
thinking worldview underscores are far apart in space and time. The
to emerge from the problematic where they can collectively surface
lives in the Autonomous Region despite one’s place of birth, sex or
the salience of studying how each origins of dynamically complex situation. Resorting to best prac- the response to the societal divide.
of Muslim Mindanao (ARMM). religion. component interacts with the rest problems are highly difficult to tices and solutions that worked in
This inherited disadvantage shows of the system and how interrela- identify regardless of the gamut ofthe past are ineffective due to the Social complexity is when the
that the quality of life of Filipinos,
The old approach of solving prob- tionships among various factors observable effects that are presentdistinct and continuously vari- stakeholders who are addressing
young and old, are determined by
lems is to address the cause in or- collectively generate the prevailing in reality. Understanding the scopeable nature of complex problems the problem have multiple perspec-
one’s home province, municipality
der to eliminate the effect. This societal reality. and limitations of this type of prob-
that have not been encountered by tives, principles and priorities. This
or city. Specific areas enjoy better
kind of approach likewise sepa- lem necessitates a worldview that stakeholders before. Conditions in divergence can serve as a spring-
access to opportunities whereas
rates segments of the problem and FIGURE 2. The Nature of Com- looks at the interconnectedness of the past that existed when the best board for finding common ground
other locations are left with limited
solely focuses on individual parts. plexity different segments such as Systems practice worked are not the exact and creating a shared understand-
options. For societal divides that are com- Thinking. same conditions we face in the new ing so that issues can be resolved.
plex in nature, the old approach Societal inequities can be more target area. This type of complex- Involving various stakeholders in
FIGURE 1. Human Development is not applicable if one desires to fully understood by looking into Generative complexity is the pres- ity requires an innovative approach a dialogue and facilitating other
Index produce sustainable solutions. Sys- three levels of complexity: dynam- ence of an unfamiliar and undeter- where stakeholders re-imagine and multi-stakeholder processes nur-

56 Ƈ Welcome Presentations Welcome Presentations Ƈ 57

 to take ownership of the problem Fellows; and graduated its pioneer-
PROFILE and its solutions, and work with them ing batch of 13 Fellows under the
to facilitate interventions that will Islamic Leadership Fellows Program.
THE AIM-TEAM ENERGY CENTER bridge the divides. The Center also
for Bridging Societal Divides was embarked on the Islamic Leadership Institutions have partnered with the
established in 2004 as an endowed =^o^ehif^gmIkh`kZf!BE=I"%pab\a Center to develop leaders. Primary
leadership training and research in- is an active attempt to understand among these are the TeaM Energy
stitute that will provide capacity to how leadership can be developed ?hng]Zmbhg%:BFl<^gm^k_hk=^o^e-
Z]]k^ll bg^jnbmb^l mhpZk]l Z lh\b- and practiced in Islamic contexts. opment Management, the Synergos
ety without divides. It is an expres- B=EI[helm^klma^<^gm^kl\k^]b[bebmr Institute, the British Embassy, the Aus-
lbhgh_ma^:BFlfbllbhgmhma^]^- in working for Mindanao and the tralian Embassy, Jollibee Foundation,
o^ehif^gmh_fhk^^jnbmZ[e^:lbZg Asian region, which are home to and the Assisi Development Founda-
lh\b^mb^l%Zg]Z_neÛef^gmh_M^ZF considerable Muslim populations. tion. The Center has also worked with
>g^k`r Iabebiibg^l \hffbmf^gm h_ local partners throughout the country
ensuring sustainable development To date, the Center has conducted ln\a Zl LZbgm FZkrl Ngbo^klbmr bg
especially in Mindanao. more than 80 Bridging Leadership Nueva Vizcaya, University of St. La
Workshops for more than 1,695 Salle Bacolod, and Father Saturnino
tures participation and are venues to differentiate and shift our focus The Bridging Leadership The Center aims to develop Bridging leaders, which include managers Urious University in Butuan. Regional
for leveling off orientations, valuesfrom organizational outputs, what Leaders who understand the soci- and leaders across various sectors partners have also come on-board,
Framework etal divide and make personal and such as governance, education, such as the Universitas Paramadina of
and priorities to clarify how each has been done by organizations The Bridging Leadership framework committed responses to address the health and peace; graduated 3 Indonesia and the Institute of Islamic
actor grasps the prevailing context. and institutions separately, to or- is a theory on leadership for attain- divide, engage critical stakeholders batches of 34 Bridging Leadership Ng]^klmZg]bg`FZeZrlbZ!BDBF"'
ganizational outcomes – what has ing social objectives and outcomes.
This context, fraught with ineq- improved in the quality of life of This concept begins with enabling
uities and characterized by the society as a whole. the individual to develop a sense of
three levels of complexity, is where Further understanding and analy- ing of the issue, recognize that they Innovative programs and collabo-
self-awareness and move from own-
Bridging Leaders are needed. The The shift from solely focusing on sis of the societal problem and its are part of the problem and the rative action plans are emerged by
ership of the divide to a collective re-
complex and constantly evolving outputs to effecting outcomes for causes propels the leader to forge solution, and acknowledge the ne- working backwards from where
sponse to resolve the issue. There are
context necessitates individuals society as a whole poses a sali- his personal response and com- cessity for a collective response. one is going rather than forwards
three important phases in the frame-
and organizations to re-assess old ent insight on leadership for social mitment to utilize his resources Stakeholders are empowered to from traditional practice. Shared
work: Ownership, Co-Ownership
approaches that do not work and change: stakeholder engagement is to resolve the issue. This stage of see the multiple perspectives of the vision drives and empowers the
and Co-Creation.
venture into innovative and un- vital in working for outcomes. There ownership is vital and serves as the group and build common ground citizen to craft concrete mecha-
charted methods to address persis- is a great need to learn how to work source of collaborative action with amidst possible tension. The phase nisms and strategies to ensure that
Ownership is a process that starts
tent social divides. together given the complex societal other stakeholders. of building co-ownership is also objectives and targets are reached.
with the leader and focuses on his
divides that no singular leader can about consistently building trust Guided by transparency, account-
interior condition. The heart of
Merging management and lead- address alone. Because outcomes Co-Ownership is the phase where among diverse stakeholders de- ability, participation and resource-
this phase is self-awareness and the
ership, for example, is an innova- cover how quality of life improves the bridging leader moves from his spite conflicting views and expand- sharing, the bridging leader brings
deepening of a sense of personal
tive approach to social change. for society, it cannot be achieved personal vision to forging relation- ing their ownership of the problem about responsive programs that
ownership of a societal problem to
Management, whose fundamental by and is not the responsibility of ships with those who have a stake to bring about a shared vision and meet the genuine needs of the
forge a response to it. The bridg-
purpose is to maintain stability, one person, organization or sector. on the problem. Various stake- ultimately collaborative action. community by forging new in-
ing leader becomes more aware of
institute order, predictability and Working for outcomes needs the holders are convened, regardless stitutional arrangements and in-
the range of assets (i.e. education,
efficiency, can combine with lead- collaborative work of the different of opposing views, and they are The third phase of bridging is Co- novative plans. Maintaining the
experiences, values, family back-
ership, where the core objective is stakeholders in society. The process provided the space for engaging in Creation or the actual work of commitment of the stakeholders
ground, etc.) that comprise his
to bring people to where they have tool for an outcome-oriented ap- a constructive dialogue to arrive at collaboration. The leader and the is important as resolving the so-
leadership capital. Knowledge of
never been through change, in- proach to leadership is the Bridging a common understanding of the stakeholders identify specific ob- cietal divide may take some time.
one’s capital enables the leader to
novation, and improvement. This Leadership framework. societal divide. The dialogue is a jectives and targets to strive work- The sustainability of the initiative
examine how these assets may be
same context of divides compels us means to deepen their understand- ing towards bridging the divide. rests on the capacity of the bridg-
utilized for the benefit of society.

58 Ƈ Welcome Presentations Welcome Presentations Ƈ 59

ing leader to nourish himself and Leaders of Our Time: leaders with
renew his commitment to his per- a moral compass, with integrity “Sharing of
sonal mission. and credibility who hold them-
selves accountable for the results. individual works
Each phase can be considered as a These are the leaders that people
starting point for action. The pro- can trust, and who reinforces that
of leadership
cess is non-linear and iterative, trust beyond themselves by build-
requiring the leader to constantly ing institutions that promote equi-
and peer
review each segment to ensure sus- ty, inclusion, peace and prosperity.
tainability of the process. They are the new cadre of leaders
learning are
with the character, values and com-
Introduction to the Bridging Lead- petence required in transforming
also primary
ership Fellows Program their respective institutions to be-
The Bridging Leadership Fel- come more responsive in deliver-
methods by
lows Program seeks to increase ing policies and programs that will
the capacity of bridging leaders result in better human develop-
which Fellows
to achieve their leadership goals ment indicators and promote par- deepen and
within the context of the societal ticipative development. They are
divides they seek to resolve. Gener- the expression of the mission of the enrich their
ously supported by the TeaM Ener- Asian Institute of Management: to
gy (formerly Mirant) Foundation, contribute to the development of leadership
it is a program that can help the equitable Asian societies.
leaders for our time in the journey journeys.”
towards nation-building. The pro- The Program will enable change-
gram seeks to achieve this by: agents to undergo formation
through self-awareness and self- enter the program with significant issues to be resolved.” a leader and made me better pre-
1. Providing an opportunity mastery, training by means of case experience in working to address a The Bridging Leadership Fellows pared for the responsibilities I have
to increase leadership capital; discussions, lectures and exercises, particular societal issue. He or she Reflection, sharing and peer learn the value of putting a premi- to perform for the society.”  
2. Providing knowledge and mentoring, networking, and access possesses an accurate but also per- learning um on the centrality of reflection
skills to leverage one’s relation- to resources. sonal understanding of the societal and silence. The Program helps the Exercises and tools used for the
ship capital towards real and issue. These qualified Fellows are A major learning objective of the leaders to veer away from the knee- inquiry to the inner quality of the
sustainable results; and Program Insights open and eager to learn, willing to Program is to enable Bridging jerk reaction to “get things done” leader – values, motivations, com-
3. Earning the confidence of The organization of the program devote time for the Fellowship, and Leadership Fellows to make a habit and provides the opportunity to petencies, attitudes – are the Lead-
resource providers that invest is designed to assist the Fellows in have the capacity to generate policy of nurturing one’s interior condi- step back and ask “What is going ership Journey, Leadership Capi-
in building institutions of col- his/her personal and professional reform or steer program direction. tion and understanding oneself on? Why is this important to me?” tal, Myers-Briggs Type Indicator
laboration development to achieve societal deeper. The Program aims to assist (MBTI) and Processing, and the
outcomes and meet leadership Former Mayor Sonia Lorenzo of Fellows to pay particular attention Lieutenant Colonel Francis Alau- Genogram Analysis. Dr. Abdullah
The Bridging Leadership Fellows goals. The Program is structured San Isidro, Nueva Ecija under- to the values and principles that rin of AFP Command and General Dumama, Director IV of the De-
Program demonstrates a new kind in a manner that allows Fellows to scored that qualified applicants compel him to continuously make Staff College highlighted the value partment of Health (DOH) Center
of leadership – bridging leaders plan and regularly review their ac- must have visible ownership of a a personal response. This practice of self-mastery – going back to the for Health Development in Region
who are able to analyze the dimen- tivities as they go through the vari-
societal problem: not only enables leaders to analyze source of one’s personal response XII, revealed the value he saw in
sions of a divide clearly and iden- ous phases of bridging. The five key
“I believe that commitment to be- issues better but also aids them to – and the effect in ushering forth knowing the source that fuels his
tify the stakeholders with whom insights of the Program are: selec- come a BL leader is very crucial move from a personal to a shared latent futures: work of leadership:
they can form linkages of under- tion of fellows, reflection, sharing because we have to continue the response with other stakeholders. “The Genogram technique and the
standing and action. They have a and peer learning, opportunity for work beyond our areas of respon- The Program also enables leaders “It was a process that brought me lessons on the Healthy Family sys-
vision of transforming the lives of application, mentoring, and pres- sibilities. I also think that a faith- to facilitate the transformation of back to my senses. It brought me to tem have guided me to see my fam-
the marginalized by diminishing entation to the public. based leadership is needed to give institutional arrangements toward more discernment about the inner ily roots and appreciate the ‘whys’ in
existing divides and in time, com- meaning in our work & will keep citizen empowerment and institu- part of myself in search for answers my characters and personalities.”
pletely eradicating it. Selection of Fellows us going. The applicant should be tional responsiveness. Ultimately, about who really I am. It gave me
a leader who has owned his/her the Fellows become more effective total acceptance of myself, internal- Sharing of individual works of
The Program hopes to build the The Bridging Leadership Fellows divide already or has identified the social development practitioners. ized the greatest potentials I have as leadership and peer learning are

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 ship approach that seeks to address
“The works of leadership of societal inequities. Networking op-
portunities such as social gather-
the Fellows are journeys they ing, meetings and academic events
are vehicles for exposure of the
have made together with their Fellows to the network of develop-
ment practitioners who can signifi-
constituents.” cantly help them in their work.

Beyond the Fellowship

also primary methods by which The Bridging Leadership Pro-
Fellows deepen and enrich their ing is a process that consistently mentor-mentee relationship seeks gram goes beyond the fellowship
leadership journeys. By imparting entails shuffling from action to re- to improve performance, both in that has been forged among Fel-
stories to one’s peers, Fellows are flection and back. terms of content and process, as lows. For the Fellows, the Bridging
able to build a community that will “I think the main strength of the well as sustain the development of Leadership approach serves as a
serve as a sanctuary that inspires BL Program is that we are able to personal growth. core value that ought to be shared more equitable realities. the status quo. Performance looks
and empowers each leader, re- apply what we learn in our work to various stakeholders within and into the transformation in the lives
new commitments that have been and at the same time we are able Dr. Lorna Dino, Director III of beyond one’s community. The con- Conclusion of the participants and how the
made, and obtain insights on their to bring what we experience to our the National Educators Academy stant practice of Bridging Leader- The experiences in the Bridging leader brought about change.
respective works of leadership. classes, seminars and discussions. I of the Philippines, reflects on the ship has emboldened them to de- Leadership Fellows Program high- Perspective: Each leader operates
think this is a very effective meth- value-added of having a mentor velop other Bridging Leaders in light the importance of the Bridg- in distinct situations which call
Opportunity for application odology since we are able to easily that celebrates triumphs with her their areas of responsibility so that ing Leadership Framework as a for leadership styles that respond
Fellows are given a designated time apply in real life what we learned.” and challenges her to push the en- a significant dent on the societal process guide that tells the leader to the context he or she is in. The
to apply what they have learned in velope: divides of the community can be where he is and what needs to be effect is a leadership perspective
their respective areas of responsi- The Executive Director or Associ- “It has been very helpful. My men- realized. Sonia Lorenzo, the former done. The framework is a novel rooted in experience.
bility. Having been given the op- ate Director of the Center, along tor’s sincerity to extend help is very mayor San Isidro, Nueva Ecija, cre- approach that seeks to address in- Person: This refers to the leader him-
portunity for self-mastery and with the Program Officer, will con- evident. His encouragement and re- ated the Critical Coalition of San equities through genuine dialogue self or herself. The Person is the cata-
equipped with innovative tools duct site visits to the specific areas marks help me analyze the context Isidro (CCSI) as a multi-sectoral and collaboration of different lyst for transforming communities
and knowledge, they will have the of the Fellows for updating, provi- of the plans and finalize appropriate group of leaders who serve as ad- stakeholders bound by a shared vi- and addressing societal problems.
chance to go back to their commu- sion of feedback, and guidance. If programs for the target clientele.” vocates of the Bridging Leadership sion. It also emphasizes a requisite Philosophy: Acts of leadership are
nities or organizations to increase necessary, site visits are also venues process to achieve collaborative ac- in any leadership approach: ena- geared towards social change. The
collaboration among stakehold- where Fellows work with the Cent- Presentation to the public tion through a collective response bling leaders to embark on a jour- leader exists to address a purpose
ers, change existing institutional er to conduct smaller-scale Bridg- The works of leadership of the Fel- towards a shared vision. ney to self-mastery and personal that transcends himself or herself
arrangements towards responsive- ing Leadership workshops for their lows are journeys they have made development. Bridging Leadership – to bring about more equitable
ness, and launch a shared imple- organization or community. together with their constituents. Because of the shared experience can also be seen as a leadership de- societies.
mentation of social innovations. Thus, Fellows are expected to con- of undergoing the Program and velopment framework revolving
Throughout this process of carry- Mentoring vene them to present their Bridg- the ties formed, Fellows continue around the 5Ps: Participants, Per- Regardless of the Program’s nota-
ing out the Bridging Leadership In the individual works of leader- ing Leadership work to obtain to interact and co-journey with formance, Perspective, Philosophy, ble gains, areas for research and
approach, the Fellow remains as ship, Fellows will not be left alone feedback, validation and enlist sup- each other; they become peer Person: further development remain un-
a learner who is constantly gain- because of designated mentors – port. This is the venue for dialogue, mentors who challenge and sup- Participants: These are the stake- explored and serve as strategic
ing knowledge and obtaining skills development practitioners and ex- where inquiry and discovery can port one another’s work of lead- holders who are part of the prob- points for wider recognition and
through rich experiences. The Fel- perts – who will co-journey with be made in order to co-create ways ership. The nurturing of relations lem and solution – institutions, credibility. There is a need to delve
low has two learning cycles: learn- them as they seek to effect changes to sustain the gains that have been within the community of Fellows sectors, and organizations – and into peer identification and review,
ing by reflecting on past experi- on their chosen societal divide. made or address opportunities for as well as among the communities serve as partners of the leader in create precise success indicators
ences and learning from the future Mentoring involves face-to-face further collaboration. The Center that the Fellows seek to transform resolving the societal divide. for the program, pin down meas-
as it emerges. consultation sessions which will likewise convenes social investors are key areas where the Program Performance: The process that a urements of outcomes due to lead-
help Fellows analyze issues better, where Fellows can present their builds and sustains a critical mass leader uses (e.g. genuine dialogue, ership development intervention,
Harvey Keh, Director for Youth tackle challenges of implement- Bridging Leadership work to mo- of Bridging Leaders. Within and collaborative action through con- and ascertain the comprehensible
Leadership and Social Entrepre- ing their respective action plans, bilize resources as well as advocate across sectors and geographical ar- sultation, etc.) makes a significant link of Bridging Leadership to Fili-
neurship of the Ateneo School of and surface insights from the Fel- Bridging Leadership as a leader- eas, Bridging Leaders have found difference since it can lead to posi- pino identity and culture.
Government, revealed that learn- lows’ leadership experience. The fellow change agents to co-create tive results or the preservation of

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