Evaluation of the Sisters Leadership Development Initiative (SLDI)

By Jane M. Wakahiu Lsosf, Ph. D.

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Evaluation of the Effectiveness of an Initiative to Develop Leadership

Skills among Women in Africa: A Case Study

Challenge to Leadership in sub-Saharan Africa

frequent political instability, few social services, limited technological networks, inequality in resource management and distribution (Collier,2007; Ochola, 2007; Moss, 2007).

Study of 213 countries, more women leaders, more women are mentors and role models (Bullogh, 2006)

No studies have empirically examined: leadership development; management experiences and performance of women religious.

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The Sisters Leadership Development (SLDI) Program

Initiated in 2007 with a $2 million grant from the Conrad Hilton Foundation

Leadership needs, essential tracks and competencies are were delineated.

Trainee and instructors recruited and program commenced in five countries (Ghana, Kenya, Nigeria, Uganda, Tanzania)

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The purpose of this qualitative case study was to evaluate the Sisters Leadership Development Initiative (SLDI) program.oDetermineo impacto effectivenesso changes that resulted

oAssess the pedagogical practicesoDescribe sustainability strategies

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Purpose

Objectives of the SLDI Program Transfer knowledge and skills Encourage creative and effective practices Identify, mobilize resources Expand knowledge of development issues Enhance skills in human relations Develop skills in strategic planning Ensure sustainability of the projects

SLDI Program Handbook, 2007 5

1. Have the goals and objectives of the SLDI program been attained?

a. Program delivery model match initial strategy b. Most effective pedagogical strategies

2. What is the impact of the SLDI program on the ministries of the participants?

a. Projects evolved and benefits of the program to stakeholders?

3. Are strategies in place to sustain the program for the future?

a. What are perceived lasting effects and plans for the continuity of the program? 6

Research Questions

Rogers, 2003

Diffusion of Innovation (Rogers, 2003

Theoretical perspective

Culture software of the Mind (Hofstede, 2005)

Transformational leadership (Bass, 1985)

SLDI Theoretical Perspective Model

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• Individual• Organizational• Community/Societal• Program Sustainability

• Culture software of the mind (Hofstede et al, 2005)

• Transformational leadership (Bass, 1985)

• Diffusion of Innovation (Rogers, 2005)

• Theory - Practice - Theory• Culturally relevant content• Praciical teaching methods• Trainee motivation

• Program design• Curriculum• Instructional design• Trainees characteristics• Funding

Basic Components Process

ImpactsTheory

TRANSFORMATION

Research design qualitative case study. In-depth exploration of the context, perspectives, and details of the activities

Participants - Kenya, Uganda, Tanzania, Ghana, Nigeria and United States

Interviewees (45)• 32 trainees• 10 instructors• 3 administrators

Merriam, 2001; Creswell, 2007

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Methodology

Data recording and processing

Face-to-face and phone interviews

Site-visit observations

Document analysis Field notes, tape-

recorded interviews

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Transcribed verbatim Excel data base “Conversing” with

data Open-coding Axial-coding

categories w/sub-categories

Percent trainee participants by track11

Percent trainee participants by country of originFindings

Percent trainee level of education

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Total enrollment and graduation by country 96 % retention rate was reported and 93% graduation rate.

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Kenya55%

Uganda18%

Tanzania7%

Ghana11%

Nigeria9%

Funds Raised by Country

Community Transformation

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www

Improved farming methods

sinking wells, defloridation Improved farming job creation

Water reservoir

Conclusions Leadership proficiency created transformation;

women agents of change. Meaningful pedagogical practices encourage

skills transfer to workplaces Mentoring enhanced skills transfer and is a

sustainable strategy Program effects, change in management,

increase in individual leadership insights led to societal change

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Leadership training provided a “moral campus” - building confidence and self-efficacy

Leadership program a favorable investment for women empowerment in the sub-Saharan Africa

Reframe organizations by adopting best leadership practice

Innovative programs and projects and use of technology for change

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Evaluation of the Effectiveness of an Initiative to Develop Leadership Skills among Women in

Africa: A Case Study

QuestionsJane Wakahiu, Lsosf, Ph. D.

African Sisters Education Collaborative (ASEC) & Sisters Leadership Development Initiative (SLDI)

Marywood University

jwakahiu@marywood.edu

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