Leadership in a Challenging Situation

Humanitarian Leadership Programme

Nadera Hayat Burhani, MD, Ob/Gyn Specialist, MPH,MPPM,IHRCenter for Humanitarian Leadership

Burwood Campus - Deakin University Melbourne, Australia

06/11/2016

Outline Leadership in challenging situation An example of success Courage Integrity Reliance Change management The internal locus of control Managing transitionsSuccessesChallenges

Leadership in challenging situation vague, shifting leadership expectations

multiple and significant priorities to be addressed

lack of shared perspectives,

weak state-society relations

a culture of mistrust and myopia (Campbell & Hannum 2009)

An example of successful performance

Task: in 2008, leading and managing the MOPH procurement reform and management US$200Million

Situation Activities Encouraging Problem solving Delegation Follow up A successful result

CourageCourage is the state or quality of mind or spirit that enables us to face danger, fear, or changes with self-possession, confidence, and resolution. Goal-oriented Taking risks Hard-working Taking responsibility

IntegrityA concept of consistency of actions, values, methods, measures, principles, expectations and outcomesA commitment to do the right thing for the right reason, regardless of the circumstances

RelianceIs the ability to quickly adapt and recover in the face of multiple changes during a crisis, and to persevere toward strategic goals (Allison & Reeves 2011).

Change managementleaders should determine, how they need to adjust their leadership behaviours and style to navigate changes with the following steps:

1. Purpose: explain why a change is necessary2. Picture: share vision of how it will look and feel 3. Plan: lay out detailed, step by step plan4. Part: give people a part to paly in the transition

Managing transition

The internal vs. external locus of control1. A person with an internal locus of control believes that he/she can influence events and their outcomes (Julian Rotter, 1950). Empowered Radiates positive Healthier and happier Makes things happen 2. An external locus of control blames outside forces for everything. Disempowered Victim Radiates negativity Make themselves and others sick Wait for things to Happens

SuccessesPersonal: Worked successfully for 8years, achieved awards, built professional networkProfessional: Obtained knowledge and practiceOrganizational Contributed in the reducing of MMR, CMR, IMR, TFR, and improving the Afghans life expectancies

ChallengesBalance between organizational and the community

needs Responsibilities, expectations , and limitations Political challengesInsecurity and armed conflict Sustainability of health systemFinancial dependency of health sectorCorruption

BibliographyAnderson, E 2007, 'Fair Opportunity in Education: A Democratic Equality Perspective', Ethics, 4, pp. 595-622, JSTOR Journals, EBSCOhost, viewed 26 April 2015.Reivich, K and Shatté, A 2002, ‘The Resilience Factor: 7 Essential skills for overcoming life’s inevitable obstacles’, Broadway Books Sarros, J, Cooper, B, Hartican, A, Barker, C 2006, “The Character of Leadership, What works for Australian leaders – making it work for you’, John Wiley & SonsGray et al. 2014, ‘Building resilience and managing risk in fragile and conflict-affected states’, DFID - Department for International Development (UK), Accessed online, http://www.alnap.org/resource/20578.Campbell , SP and Hannum KM 2009, The Challenge of Governance in Fragile and Conflict-Affected Countries: Supporting Leadership Development”, accessed online, <htpp://www.siteresources.worldbank.org.