Transformational Leadership

1. Individualized Support: listen to follower’s concerns, give empathy and support, keep
communication open
2. Intellectual Stimulation: challenge assumptions, take risks
3. Inspirational Motivation: articulate a vision that is inspiring to followers
4. Idealized Influence: role model for ethical behavior, inspire trust, faith

Leadership for Social Change

1. Consciousness of self: awareness of values, attitudes, beliefs

“As a girl, I saw a lot of differentiations in society, the difference between the rich and the poor,
the weak and the strong and between the sexes. This had a deep impact on me and I made up
my mind to never fall prey to any form of differentiation. To avoid such a situation, I needed to
be in a commanding position and be with the haves, so that I could help the less fortunate.”

“My philosophy is life is the belief in a scientific principle, that the fundamental law of nature is
to change. The only option I practice is to accept the change, which I cannot change, and grow
with it to ensure that I move with the times. The second belief is the power of prevention.

2. Congruence: actions are consistent with their deeply held beliefs

3. Commitment: investment of self in object of commitment
4. Collaboration: capitalize on multiple talents and perspectives of each group member, use power
of diversity, “partnership of performance through empowered people”
5. Common purpose: shared aims
6. Controversy with civility: differences are inevitable and valuable, and must be shared openly.
7. Citizenship: self is connected to the environment and community, effective deomocracy requires
individual responsibility and individual rights. In context of Social Change model ,it means active
engagement of the individual and leadership group in an effort to serve the community. Value of
caring about others
8. Courage: you can see the need to change, but it takes courage to do it
Towing away Prime Minister Indira Gandhi’s car that was illegally parked

Constant focus on values

Inspired Annoyance

Frameworks:
Systems Theory –

 see interrelatedness: “Institutions take time to reveal themselves, despite individual

impatience”,
 communication across all parts: making partnerships with Municipal Corporation, Electrical
Supply Unit, Transportation Authority
 symbiosis
 feedback: learning from ground staff, shared knowledge w/peers, ‘feedback box’ – a magic box,
a sensitive box (in the prison, for prisoners and staff)

Human Resources –

 Building skills
 Family: wanted to accept award on behalf of unit, “corrective, collective, community based
efforts” for prison reform
 Addressing needs
 Empowerment: provide vehicles and training for inspectors, “someone has to carry the process
forward”, prisoners teaching classes, “crime is a product of the distorted mind, needed to be
addressed by control, not by preaching, not by telling, not by reading”