purposeful

collaborative

DRIVEN

Project: AIESEC Leadership Development Model

Done by: Olga Tsygankova, AI VP Innovation 1314

Email: olgat@ai.aiesec.org

Leadership Development Model

who can AIESEC

organizational results because of the

connection with individuals’ leadership development

Across the world on what we understand

under ‘Leadership’

How we develop leadership, because we

know what is the final goal and we are able to

measure the current state

What do we mean under ‘leadership’ in

AIESEC and what type of leadership we

develop

‘Leadership Development Model’

project aims to answer 4 questions:

01

02

03

What type of Leadership AIESEC is

developing?

How do we develop those

Leaders?

How do we measure leadership

development of individuals?

How do we connect it to

organizational results? 04 Currently 2 first questions have been answered in the

project. Questions 3 and 4 are in progress

What type of Leadership developsHow does do it

General Approach used in the project: based on strengths of AIESEC currently

and direction that is needed for the world, model should be defined.

Internal Analysis:

External Research:

1. Understand what Leadership is needed for the

world to address existing and arising issues

2. Understand difference of ‘Youth Leadership’ from

generic definition of ‘Leadership’ and what role

youth organizations play in it

3. Identify uniqueness of leadership development in

AIESEC through comparison analysis of AIESEC and

other youth leadership development organizations

4. Understand best practices existing in corporate

and non-corporate sectors for Leadership

development

1. Understand Leadership that we are developing

currently in ELD programmes and what enables this

development (which elements of the experience)

2. Understand Leadership that we have developed in our

alumni in the past years and what impact they are

currently making on the world

3. Usage of Global Competency Model in the past, its role

and our learnings from it

Leadership of 21st century and role of Youth Leadership

Based on the research, ‘leadership’ today is no longer only about skills and competencies, but

also about attitudes. Key definitions of ‘Leadership needed in 21st century’ include the following:

trustworthy, purposeful, authentic, able to manage ‘networks’ not individuals, visionary, tech-

savvy, able to lead in uncertainty, global mindset, collaborative. You can see direct correlation

with trends taking place in the world: technological progress, globalization, revolutions to replace

untrusted leaders, uncertainty and instability, etc.

Leadership is considered to be a life-long journey, and not a ‘one-time course’. Experts perceive

that youth leadership organizations can play a significant role in starting this journey – by

developing most ‘essential elements’ of leadership. As the most essential elements are considered

: self-awareness, empathy, communication skills, personal proficiency, self-regulation. The

expectations of corporate world towards youth organizations are directed towards development

of self-awareness, communication skills, flexibility and self-motivation.

• articles of credible sources such as McKinsey, Forbes, WEF, HBR, etc.;

• conversations with experts in the field (professor from INSEAD, corporate VP LD, etc,); corporate

leadership models and leadership development programmes

Best practices in leadership development in corporate and non-corporate sectors: Experiential learning is the most successful way to teach leadership (on-job training as an example). Essential elements

of leadership development are: exposure to something new and assisted reflection. Such classic tools as mentoring and

leadership development programmes for different positions are still priority, though e-learning popularity increases.

Comparison analysis of AIESEC and other youth leadership development organizations: Based on analysis of 30+ youth leadership development

organizations, we have identified unique characteristics of

AIESEC. This doesn’t mean that none of the researched

organizations has similar elements, but its composition makes

AIESEC unique.

Real Resources

Developing Others

Learning by Doing

Achievement of Results

Global Network

Leadership AIESEC has been developing in the past years through ELD programmes

Based on the surveys we ran, we have identified leadership attitudes and competencies AIESEC has been developing

in the past years for different ELD participants. This has shown strengths of AIESEC in enabling leadership development,

such as for example: belief in oneself and belief that one can make a difference, accepting diversity and ability to

work in multicultural teams, understanding of one’s strengths and weaknesses, etc. Moreover, according to the results

of surveys, AIESEC strongly develops some skills such as: project management, public speaking, strategic thinking,

collaboration, cultural sensitivity (less strong in TMP/TLP).

It also has revealed some weaknesses of all our ELD programmes: currently we are not enabling enough understanding

of personal values and purpose in life, as well as do not create strong responsibility for the world. Innovation is one of

the skills developed the list in AIESEC in all 4 programmes.

For more details, please, read AIESEC Alumni Study Report.

Based on the analysis of responses, we have also identified key elements that should be present in the experience to

enable the strongest leadership development: that’s how Inner/Outer Journey elements have been modified.

• Global Competitive Analysis run in June-September 2013 (675 responses)

• Global Alumni Impact Study run in Feb-April 2014 (1087 responses)

• NPS data for ELD programmes

Global Competency Model In the past process of defining GCM has been sufficient and very well-thought through. The main challenge has been

implementation of the model: organization has changed AIESEC XP, therefore previous model became irrelevant for

new AIESEC XP and has not been changed. Moreover, there have been no clear guidelines on how to use the model

operationally. Mainly it has been used for recruitment purposes and not for leadership development purpose.

As we have seen from external research leadership is not about competencies anymore, it is a lot more about

attitudes. Therefore, we wanted Leadership Development Model to be not competencies based.

Our learnings from GCM:

- Model should be simpler and easier to explain if you see it for the first time (currently elements are grouped in an

unclear way)

- There shouldn’t be many elements under the main one, this makes the model too complex and unclear

- There should be clear guidelines how the model should be implemented in daily operations, become part of our

operations

• GCM internal information and conversations with AI teams working on GCM in the past

• Inputs from the network

The output is based on 2 elements: what is needed for the world AND what is good at.

1. As a result of the research, we have identified AIESEC should focus on

developing in young people to enable life-long leadership development journey.

2. We have improved making its elements specific enough

to be used as a tool to improve leadership development by translating it into operations.

I & myself I & others I & the world

Inner Outer

1) Research about possible ways to

assess 3 elements of Leadership

Model (self-awareness, effective

communication, responsibility for

the world)

2) Design needed tools and

connect it with new GIS

3) Business Intelligence to see the

connection of individuals’

leadership development and

results they bring to the

organization

03

04

To answer 2 questions that are left

Links to websites used in the research, list is not limited to it

1. http://www.accenture.com/us-en/outlook/Pages/outlook-online-2013-innovative-learning-leadership-programs-

support-business-strategy-electronics-china.aspx

2. http://www.mckinsey.com/Insights/Leading_in_the_21st_century/Why_leadership-

development_programs_fail?cid=other-eml-alt-mkq-mck-oth-1401

3. http://www.teenempowerment.org/model.html

4. http://www.youthleadership.com/index.php/tutorials-3/2011-09-14-20-55-54

5. http://www.boldleaders.com/about.html

6. http://blogs.hbr.org/2009/06/the-5-leadership-essentials/

7. http://www.mckinsey.com/insights/leading_in_the_21st_century/developing_global_leaders

8. http://relationshipmodel.com/2013/09/leadership-qualities-part-6-self-awareness-in-leadership/

9. http://www.forbes.com/sites/victorlipman/2013/11/18/all-successful-leaders-need-this-quality-self-awareness/

10. http://blogs.hbr.org/2012/06/how-to-get-senior-leaders-to-c/

11. http://www.psychologytoday.com/blog/the-new-resilience/201308/why-business-leaders-need-build-greater-self-

awareness

12. http://reports.weforum.org/outlook-14/view/top-ten-trends-category-page/

13. http://reports.weforum.org/global-agenda-council-on-new-models-of-leadership/

14. http://www.leadertoleaderjournal.com/sample-articles/leadership-inner-journey.aspx

15. http://www.forbes.com/sites/lyndagratton/2012/03/19/the-role-of-corporations-in-future-proofing-leadership/

16. http://www.cgma.org/magazine/news/pages/20138765.aspx

17. http://issuu.com/aieseccanada/docs/alumniimpactstudy?e=1870986/2595799

18. http://video.russellreynolds.com/PlayVideo.aspx?videoID=9

19. http://www.au.af.mil/au/awc/awcgate/milreview/pritchard.htm

20. http://www.nasa.gov/offices/oce/appel/seldp/program/se_behavior_model.html

22. http://www.mannaz.com/en/insights/leadership-development-a-scandinavian-model/

23. http://www.denisonconsulting.com/model-surveys/denison-model/lds-consistency

24. http://www.roberttomasko.com/Consult.7ModelsLead.html

25. http://www.bersin.com/blog/post.aspx?id=6bc1b4b4-ef54-49fe-92a6-3bd0c407d876

26. http://www.nasetalliance.org/youthdev/index.htm

27. http://ethicalleadership.org/about-us/philosophies-definitions/ethical-leadership

28. http://charactercounts.org/sixpillars.html

29. http://www.educoadventures.org/history.asp

30. http://www.experiencegla.com/about/

31. http://growingleaders.com/what-we-provide

32. http://www.kidsconsortium.org/

33. http://www.metowe.com/motivation-leadership/leadership-programs/

34. http://www.nsee.org/about-us

35. http://www.ntlp.org/

36. http://www.peacejam.org/about.aspx

37. http://www.generationon.org/orgs/join/go-lead

38. http://www.teenempowerment.org/model.html

39. https://youthonboard.org/our-approach

40. http://www.yldf.org/about.php#1

41. http://www.vancouveryouth.ca/youth_leadership_development_network

42. http://www.lovelife.org.za/corporate/lovelife-programmes/youth-leadership-development/

43. etc.

Links to websites used in the research, list is not limited to it