Developing Leadership & Management

Competency of the Participating Groups

OLeadership is about influencing people to use their potential to achieve organizational goals. Leadership competencies are behaviors that are interpersonal in nature (e.g. inspiring; motivating; modeling; coaching). Leadership is about change and impact through influence – with or without formal authority.

LEADERSHIP

OManagement is about getting work done directly through others by using the management functions. Management competencies are behaviors that are administrative in nature (e.g. planning; organizing; directing; controlling). Management is about maintaining or balancing the status quo. Management most often involves more formal authority.

MANAGEMENT

Capacity BuildingO Is essentially about change that

enables individuals, organizations, networks/sectors and broader social systems, to improve their competencies and capabilities to carry out functions, and more effectively manage the development processes over time.

Requirements for Capacity Building

Examples of activities for capacity building

Human resources or skills development

Skills transfer, coaching, observation, apprenticeship, supervision

Organizational policy/process development

Development, streamlining or re-engineering of procedures, systems & processes, manuals, checklists & pro-formas, strategic planning, job re-design, benchmarking

Networks for communication

Community outreach, communities of practice, professional associations, working groups, focus groups

INDIVIDUAL CAPACITY BUILDING

Individual capacity-building requires the development of conditions that allow

individual participants to build and enhance existing knowledge and skills. It

also calls for the establishment of conditions that will allow individuals to engage in the "process of learning and

adapting to change”.

Continual LearningAssesses and recognizes own

strengths and weaknesses.

FlexibilityDemonstrates openness to change

and new information.

Interpersonal SkillsTreats others with courtesy, sensitivity,

and respect. Considers and appropriately responds to the needs and feelings of

different people in different situations.

Integrity/HonestyBehaves in an honest, fair, and ethical

manner. Shows consistency in words and actions. Creates a culture that

fosters high ethical standards.

Oral CommunicationMakes clear and convincing oral

presentations to individuals and groups. Listens effectively. Clarifies information as

needed. Facilitates open communication.

Problem SolvingIdentifies and analyzes problems. Weighs

relevance and accuracy of information. Generates and evaluates alternative solutions. Makes recommendations.

ResilienceDeals effectively with pressure.

Remains optimistic and persistent, even under adversity. Quickly

recovers from setbacks.

Written Communication

Writes in a clear, concise, organized, and convincing manner

for the intended audience.

AccountabilityHolds self and others accountable for

measurable high-quality, timely, and cost-effective results. Determines objectives,

sets priorities, and delegates work. Accepts responsibility for mistakes. Complies with

established control systems and rules.

Conflict ManagementEncourages creative tension and

differences of opinions. Anticipates and takes steps to prevent counterproductive

confrontations. Manages and resolves conflicts and disagreements in a

constructive manner.

Creativity and Innovation

Develops new insights into situations. Questions conventional approaches.

Encourages new ideas and innovations. Designs and implements new or

cutting-edge programs/processes.

DecisivenessMakes effective and timely decisions,

even when data are limited or solutions produce unpleasant consequences.

Perceives the impact and implications of decisions.

External AwarenessUnderstands and keeps up to date on

local, national, and international policies and trends that affect the organization and

shape stakeholders’ views. Demonstrates awareness of the organization’s impact on

the external environment

Influencing and Negotiating

Persuades others. Builds consensus through give and take. Gains

cooperation from others to obtain information and accomplish goals.

Leveraging DiversityFosters an inclusive workplace where

diversity and individual differences are valued and leveraged to achieve the

vision and mission of the organization.

Strategic ThinkingFormulates objectives and priorities and

implements plans consistent with the long-term interests of the organization in a global

environment. Capitalizes on opportunities and manages risks

Team BuildingInspires and fosters team commitment,

spirit, pride, and trust. Facilitates cooperation and motivates team

members to accomplish group goals.

VisionTakes a long-term view and builds a shared

vision with others. Acts as a catalyst for organization change. Influences others to

translate vision into action.

Institution Building

Oshould involve aiding pre-existing institutions in developing countries = modernizing existing institutions

Institution BuildingOUNDP - "institutions are at

the heart of human development… can contribute more meaningfully to the achievement of national human development goals.”

Institution BuildingOencompasses 3 main activities:

(1) skill upgrading, (2) procedural improvements, and (3) organizational strengthening

O2 types:1. Tangibles – also called hard

capabilities2. Intangibles – also core capabilities

COMMUNITY ORGANIZATION

BUILDING

Community organization building should support the establishment of a more "interactive public

administration that learns equally from its actions and from feedback it receives from the population

at large." Community capacity building must be used to develop public administrators that are

responsive and accountable. 

Community capacity building is defined as the "process of developing and strengthening the

skills, instincts, abilities, processes and resources that organizations and communities need to

survive, adapt, and thrive in the fast-changing world." (Ann Philbin, Capacity Building in Social

Justice Organizations Ford Foundation, 1996)

Community capacity building focuses on supporting community groups and

organizations to improve the quality of life for their communities. It can look and feel

different, and be approached in many different ways. However, there are some core activities at the heart of the approach, which

include:

1. Strengthening skills to develop confident, skilled, active and influential communities, by:

•supporting people to decide how and why they want to build community capacity - taking responsibility for identifying existing strengths, skills and resources, and meeting their own needs•personal development and training - to build on and develop individual and group skills and confidence•supporting people to become involved in their community and wider society in a fuller way

2. Strengthening structures to build effective and inclusive community

organizations, by:

•building structures - such as community groups and organizations, and routes to

involvement in decision making•linking structures - supporting people to take part in structures that allow them to

influence activity, and work jointly with others

•supporting people to establish joint structures to manage or influence local

services, activities and resources

3. Providing practical support, by:

•making sure that communities have the practical help and support that they need to

strengthen their skills and structures.