Developing Leadership & Management Competency of the Participating Groups

Quality individuals are able to focus on four key practices: Direction, Change, People and Results. These practices are achieved through behaviors related to specific leadership competencies and management competencies.

Leadership is about influencing people to use their potential to achieve organizational goals. Leadership competencies (the blue circle in the picture below) 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.

Management is about getting work done directly through others by using the management functions. Management competencies (green) 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.

Capacity building is essentially about change. 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.

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."

Capacity building at the Individual level or human resource development is only one component of a multi-dimensional, integrated approach that comes under the rubric of capacity building. Transferring skills to an individual will only be effective when those skills can be exercised. For this to occur there must be support from an employer and colleagues to practice these new skills and, they must be integrated into role profiles, operational procedures and policies within an organization, institution and/or sector.

Every person leads through their actions and words, by example, and by influencing others. Everyone needs to develop a strong foundation of leadership skills to perform better in their current and future jobs.

Continual LearningAssesses and recognizes own strengths and weaknesses; pursues self-development.

FlexibilityDemonstrates openness to change and new information; Rapidly adapts to new information, changing conditions, or unexpected obstacles.

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 CommunicationWrites 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 InnovationDevelops 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 NegotiatingPersuades 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

Developing individual skills is only one aspect of "capacity building." The other aspect is "institution building."

Institution building should involve aiding pre-existing institutions in developing countries. It should not involve creating new institutions, rather modernizing existing institutions and supporting them in forming sound policies, organizational structures, and effective methods of management and revenue control.

The UNDP focuses on building capacity at the institutional level because it believes that "institutions are at the heart of human development, and that when they are able to perform better, sustain that performance over time, and manage 'shocks' to the system, they can contribute more meaningfully to the achievement of national human development goals."

Institution Capacity Building encompasses three main activities: (i) skill upgrading, (ii) procedural improvements, and organizational strengthening. It occurs by acquiring resources (human, financial, networks, knowledge, systems and culture) and integrating them in a way that leads to change in individual behavior and ultimately to more efficient and effective operations of institutions and organizations.

However, Institution Capacity Building also has to do with two types of that are emphasized; tangibles and non-tangibles. The tangibles include physical assets such as infrastructure, machinery, natural resources, health of the population and education. Organizational structure and systems, legal frameworks and policies are also included in this category. The tangibles can be referred to as hard capabilities. These are factors that generally are amenable in either physical terms or in terms of indices.

The intangibles on the other hand, have to do with social skills, experience, creativity, social cohesion, social capital, values, motivation, habits, traditions, institutional culture etc., and hence can be referred to as soft capabilities. These are normally difficult to quantify. Others may term these capabilities as core capabilities as they refer to the creativity, resourcefulness and capacity to learn and adapt of individuals and social entities.

In Institution Capacity Building, the intangibles are as important as the tangibles because they determine how well a given society uses the other resources at its disposal. They are what allow them to realize their human and social potential to the highest possible level.

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 is the elements that give fluidity, flexibility and functionality of a program/organization to adapt to changing needs of the population that is served.

Community organization building is enabling individuals, groups and communities to develop the confidence, understanding and skills required to influence decision making and service delivery. This could include enabling communities to provide and manage services to meet community needs.

Community organization building is development work that strengthens the ability of community organizations and groups to build their structures, systems, people and skills so they are better able to define and achieve their objectives and engage in consultation and planning, manage community projects and take part in partnerships and community enterprises. It includes aspects of training, organizational and personal development and resource building, organized and planned in a self-conscious manner, reflecting the principles of empowerment and equality.

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.