Al-Hussien Technical University

Leadership Camp
Spring semster 24/25
Dr. Talah Arabiyat
Team member: Dina Raiq, Marwan Al-Farah, Mo’ath Said, Rama Zeiter, Ziad Fazza

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Contents
1. Introduction.................................................................................................3
2. Leader Profile...............................................................................................3
3. Leadership Analysis.......................................................................................4
4. Impact.......................................................................................................10
5. Key insights................................................................................................10
6. Team Reflections.........................................................................................11
7. Reference...................................................................................................11
1. Introduction
Teams, communities, and organizations are fundamentally shaped by leadership. Through
hands-on experience, this initiative seeks to enhance our comprehension of leadership
concepts, styles, values, and vision. Our objective is to establish a connection between
theoretical leadership frameworks, specifically "The Challenge of Leadership" by Kouzes
and Posner, and practical ideas from an experienced individual by conducting a direct
interview with a leader.
Together, we chose Mr. Ghassan, Head of the General Secretariat of Christian Youth, as a
leader who exemplifies effective leadership in the community. By putting forward
candidates and coming to agreement based on leadership and community effect, each
member helped choose the leaders.
In order to complete the project, open-ended questions that were in line with the five
principles of excellent leadership had to be prepared and asked, a personal interview had
to be conducted, the responses had to be recorded and examined, and lastly the results
had to be considered. Through this group endeavor, we improved our analytical, critical
thinking, and teamwork abilities in addition to gaining insightful leadership knowledge.

2. Leader Profile
Name: Ghassan Asfour
Education: Industrial Engineering at Hashemite University
Experience: industrial engineering at Markazia Group central trade and
auto company // Head of the General Secretariat of Christian Youth.
Age: 32 years old

Profile:
Mr. Ghassan is currently the President of the General Secretariat of
Christian Youth, a position he assumed following an innovative leadership career lasting
 10 years. He began his interest in youth work by volunteering and actively participating
in local youth events. Thanks to his commitment and proven leadership talents, he rose
through the ranks to become Team Leader, Regional Leader, and eventually, National
Secretariat.

Throughout his career, Mr. Ghassan has been dedicated to increasing youth engagement,
building leadership skills, and arranging large-scale events and initiatives to strengthen
community bonds. His responsibilities go beyond management and include strategic
planning, coaching, and creating inclusive cultures in which young people feel
appreciated and empowered.

Mr. Ghassan's success in leadership stems from his dedication to public service and
teamwork, as well as upholding the ideals he advocates for. He thinks that leadership is
basically about motivating and directing others, establishing trust, and cultivating a
strong common vision. His approach is consistent with the principles articulated in
Kouzes and Posner's book The Struggle of Leadership (2007), which emphasize the
significance of simulation, motivating shared visions, and enabling people to act.

Mr. Ghassan's leadership has had a significant impact on the Christian youth community,
not only by enhancing its performance but also by instilling a sense of responsibility,
cooperation, and giving back to the younger generations.

3. Leadership Analysis

"Leadership is the art of mobilizing others to want to struggle for

shared aspirations."
Definition of leadership based on Kouzes and Posner (2007)
This means that leadership is about encouraging others to work hard together to achieve a
common vision that they trust in, rather than dominating them.
Practice Brief description
Model the way Leaders set an example by defining their
personal principles and matching their
behaviors with them. They behave in the
manner they expect others to behave.

Inspire a shared vision Leaders see a bright future and motivate

others to share it by linking it to their own
desires and goals.
Challenge the process Leaders actively seek chances for invention
and are prepared to take risks. They question
the current quo and learn from failures.
Enable others to act Leaders encourage collaboration, trust, and
inspire others to work independently and
boldly toward common goals.
Encourage the heart By increasing team morale and recognizing
principles and accomplishments, leaders
foster a strong feeling of community.

A. Model the way

Question Answer
Leadership definition “what does Leadership, to me, means serving others and
leadership mean to you?” empowering each team member to achieve
their best. I believe a leader is someone who
sees hidden potential in people and works to
bring it to light through continuous support
and encouragement.

Characteristics of exemplary leader “In 1. Clear vision – knowing where one is

your opinion, what are three qualities that headed and inspiring the team toward that
make an ideal leader?” goal.
2. Effective communication – being able to
clearly communicate one's ideas while
listening to others.
3. Integrity – living one's values and setting
an example for others.

The value and how putting these values Belonging to the Christian Youth Movement
 into action “What values are most Passion for achieving goals and working with
important to you as a leader, and how do the team
you ensure your actions reflect them?” Humility, because youth leadership is a
service, not an authority

Mr. Ghassan demonstrates the "Model the Way" principle, as outlined by Kouzes and Posner, by
connecting his ideals with his actions and continually setting high expectations for others. When
asked what leadership means to him, he described it as a sort of service to others, with the
leader's responsibility being to encourage and uplift each team member to reach their greatest
potential. This mindset shows a value-centered approach to leadership, which emphasizes
humility, honesty, and service over authority or prestige.
In answer to a question regarding the features of an ideal leader, Mr. Ghassan cited three
important characteristics: clear vision, effective communication skills, and integrity. He
highlighted that leaders must not only possess these characteristics in theory, but also actively
exercise them in everyday dealings. According to him, a leader should listen, support, and inspire
initiative, thereby fostering true connections based on mutual trust.
His principles, including belonging, enthusiasm, and humility, are not theoretical abstractions.
Ghassan strives hard to include them in his daily routine. For example, he remarked that he
would never ask team members to execute a task that he would not complete himself. This
approach was demonstrated during a big youth event, where, despite his high leadership position,
he assisted volunteers with equipment setup and logistics. These acts integrate personal
principles with public leadership conduct, promoting shared ideals inside the organization.
Ghassan's leadership establishes credibility by reliability, availability, and ethical behavior. He is
known for being on time, truthful, and fair, which inspires his colleagues to work with the same
passion and respect. His manner establishes a behavioral norm based on service rather than
control, and he actively uses his position to demonstrate accountability and self-discipline.
B. Inspired shared vision

Question Answer
Vision development and communication My vision as a leader is to build a work
“What is your vision as a leader, and how environment that enables every individual to
do you achieve your team's goals?” reach their full potential while maintaining
team spirit and collective excellence.
Definition of the common good and its I define the common good as achieving the
influence “How do you personally define common good in a fair and sustainable
the “common good,” and how does this manner, ensuring the progress of the
concept influence your leadership decisions individual and society together. This concept
or your team’s goals?” guides my leadership decisions to always seek
solutions that benefit the entire team, not just
 a specific group, and to ensure that our goals
align with the needs of the broader
community, not just our own.
Alignment of leader decision with common To ensure that my vision and decisions serve
good “How do you ensure that your vision the greater good, I adhere to three key steps:
and decisions serve the wider community?” 1. Align personal and organizational goals
with broader societal values.
2. Measure results not only based on
efficiency and profitability, but also on long-
term positive impact.
3. Involve the team and community in the
decision-making process to foster a sense of
collective responsibility and engagement.
I believe that true leadership is measured by
the extent to which it benefits others, not just
by individual achievements.
Strategies to empower and enable others To encourage team members' growth as
“What strategies or practices are most leaders, I am applying several integrated
effective in encouraging team members to practices:
grow as leaders?” 1. Identify small leadership opportunities:
such as leading meetings, managing sub-
teams, or taking responsibility for a specific
initiative.
2. Ongoing coaching and mentoring: through
regular sessions to discuss each individual's
strengths and development opportunities.
3. Creating a safe learning culture: where
individuals are allowed to experiment, make
mistakes, and learn without fear of
punishment.
I believe the best way to create leaders is to
provide trust and space for growth, not simply
direct them from above.

Mr. Ghassan's leadership is a strong reflection of the concept of "Inspiring a Shared Vision,"
which is one of Kouzes and Posner's five excellent leadership techniques. His personal ambition
is to create a dynamic, cohesive youth movement that has a significant impact on both the church
and the community. Rather than pushing this vision from above, he revealed in his discussion
how he actively involves team members in talks, workshops, and collaborative planning. per
him, the vision should be their own, not something passed down. When preparing for significant
youth projects, Mr. Ghassan encourages volunteers to help develop goals and execution plans.
This strategy ensures that the vision stays relevant to changing community needs while also
instilling a strong sense of dedication and connection among participants. He sees the vision as a
shared obligation, not just a leader's personal agenda. His communication is value-driven and
motivating, linking individual duties to larger communal goals like social duty, inclusion, and
service. This makes youth feel that their efforts are contributing to something bigger than
themselves, changing regular activities into significant actions. This emotional link fosters
motivation and matches personal identity with organizational goals. When asked about the
concept of the "common good," Mr. Ghassan characterized it as providing benefits to all in a
sustainable and equitable way. He discussed how this idea influences his leadership decisions,
highlighting that plans and projects benefit not only the internal team, but also society. This
principle encompasses external stakeholders and promotes service activities that go beyond the
corporation.
This technique completely embraces Kouzes and Posner's second and third commitments:
Commitment 3: Visualize the future as inspiring and honorable possibilities.
Commitment 4: Engage others in a common vision by inviting them to express their objectives.
C. Challenge the Process

Question Answer
Real-life ethical conflict and how he I was going through a difficult situation with
handled it “Can you describe a situation in a loved one, and I believed in his abilities as a
which you were in a difficult situation that future leader. However, I noticed his lack of
challenged your personal values, and how commitment to confidentiality, in addition to
you reacted to the conflict?” his long absences from work without
sufficient justification. I faced an internal
conflict between my personal desire to
support him and the need to maintain the
principles of commitment and discipline
within the team. After careful consideration, I
decided to grant him a period of leave from
the team and his duties to allow him the
opportunity for reflection and self-learning. I
approached the decision with transparency
and respect, emphasizing that the goal was
not to punish him, but rather to give him an
opportunity to grow and realize the
importance of responsibility and trust in
teamwork. This situation taught me that a true
leader sometimes needs to prioritize
principles over emotions, and that difficult
decisions are what stimulate true growth for
individuals and the team.

Mr. Ghassan's leadership demonstrates a proactive and resilient attitude to "Challenge the
Process," the third of Kouzes and Posner's Five Practices. He is constantly looking for
new ways to innovate, modify established tactics, and address developing needs in the
youth movement. During the discussion, he noted how many existing programs had
 grown outmoded and inefficient at engaging today's children. Rather than accepting the
current quo, he implemented digital platforms and innovative outreach techniques,
broadening the movement's reach to previously unconnected communities. Mr.
Ghassan's leadership demonstrates a proactive and resilient attitude to "Challenge the
Process," the third of Kouzes and Posner's Five Practices. He is constantly looking for
new ways to innovate, modify established tactics, and address developing needs in the
youth movement. During the discussion, he noted how many existing programs had
grown outmoded and inefficient at engaging today's children. Rather than accepting the
current quo, he implemented digital platforms and innovative outreach techniques,
broadening the movement's reach to previously unconnected communities. A striking
example of this thinking was provided at a national youth event with a well-known
theater performance. Just seconds before the play, a crucial technical breakdown
occurred: a massive computer monitor central to the performance narrative failed.
Despite the demands of the live audience and the tight deadline, Mr. Ghassan made a
quick, confident decision: to go forward with the event, alter the performance script on
the flight, and lead the team through without the digital element. This effort not only
saved the event but also maintained participant morale and exhibited his basic leadership
values of adaptability, confidence under pressure, and a preference for people over
perfection.

D. Enables others to act

Mr. Ghassan believes that leadership is about empowering others rather than controlling
them. This idea guides the execution of The Leadership Challenge's fourth discipline,
Enable Others to Act. During the conversation, Ghassan underlined that his responsibility
as a leader is to assist the advancement of others, rather than to regulate every detail. His
goal is to foster a culture in which leadership is shared, and all members feel comfortable
expressing ideas and taking the initiative. Sharing as development is a fundamental
component of his empowerment method. He assigns tasks not simply to lessen his own
effort, but rather to actively increase capacity in others. He boosts team members'
confidence and encourages ownership by delegating real-world duties, such as leading
subgroups or handling major event planning components. To quote him, "people grow
when they are trusted with something important." Ghassan also focuses in psychological
safety for his teams. He pays attention without judgment, allows for experimentation, and
guarantees that no ideas are eliminated prematurely. This creates a collaborative
environment in which members feel comfortable contributing without fear of judgment or
failure. As a result, the team is more involved, creative, and committed.
He used the Christian Youth Movement's mentoring structure as an organizational
example. Senior leaders work with new members to coach, mentor, and support them.
This ongoing leadership development methodology guarantees that expertise is shared
and that all members are viewed as aspiring future leaders. Additionally, leadership
positions are changed on a regular basis, allowing more people to gain expertise and help
in a variety of ways. This welcoming strategy reinforces one of Ghassan's basic ideals,
which is belonging. He thinks that people grow when they feel a part of something larger
 than themselves. His leadership style mirrors that belief by emphasizing shared
leadership, open conversation, and mutual respect.

E. Encourage the heart

Mr. Ghassan's leadership is profoundly anchored in gratitude, support, and moral
engagement. In line with Kouzes and Posner's fifth practice, "Encourage the Heart,"
Ghassan values the work of teammates not only at public achievements, but also daily.
He believes leaders must demonstrate the value of their work, both personally and
collectively. During the conversation, Ghassan discussed how he routinely offers
individualized appreciation based on everyone’s function and personality. He recognizes
individual activities and reinforces beliefs and efforts through storytelling and emotional
praise, rather than generic comments. For example, after youth events, he frequently
arranges closing ceremonies to celebrate accomplishments and thank all participants,
making everyone feel cared for, respected, and linked to the larger mission.
This respect extends beyond formal occasions. During times of adversity, notably the
COVID-19 pandemic, Ghassan has directly gone out to members in need, providing
moral support and useful assistance. Whether through phone calls, messages, or simply
being there during difficult times, he has demonstrated that leadership entails being
present, particularly when people are most vulnerable. These activities have created
strong bonds of trust and increased the team's resilience.
Ghassan also physically encourages volunteers at events, assisting them with simple tasks
and making them feel supported. This continuous and apparent support raises morale and
promotes solidarity. His ability to turn moments into meaning, whether through modest
actions or shared celebrations, makes team members feel that their contributions are
important.
These behaviors demonstrate Kouzes and Posner's primary approaches to this practice:
Commitment 9: Recognize contributions by appreciating individual greatness.
Commitment 10: Foster a sense of community by celebrating shared values and
successes.

4. Impact
Mr. Ghassan created an inspired workforce by delegating tasks and developing future
leaders. He modified programs and enhanced interaction using digital tools. His
leadership boosted team engagement and broadened the movement's reach into the larger
community, particularly during emergencies like COVID-19.
5. Key insights
1. Leadership is about serving others rather than imposing authority.
2. Empowerment fosters trust and growth within the team.
3. Clear vision and shared values lead to increased commitment.
4. Recognition and support improve morale.
5. Leaders should make judgments based on societal impact.

6. Team Reflections
 This encounter transformed our perception of leadership. We realized that true leadership
is more than just a position; it is also about listening to others, supporting them, and
respecting their ideals. Mr. Ghassan's example taught us that solid connections, trust, and
humility are more valuable than power. It made us think about the kinds of leaders we
want to be.
7. Reference