Leadership is an important factor in fostering connections and guiding change. In development processes it can play a key role in governance, accountability and effectiveness of specific programmes. Given its pivotal role, practitioners need to pay attention to leadership as a critical aspect in capacity-development strategies and work. Fortunately, there are a growing number of development organizations that offer diverse leadership support services, ranging from short-term training, on-the-job coaching and peer-reviews.
Building on Issue 28 (July 2006) of Capacity.org journal, this section aims to highlight a range of initiatives around the world that offer fresh insights on how to build capacity for effective and innovative leadership. We also welcome additional input from our readers on recent case studies, methodological approaches, communities of practice and upcoming events in this area. Please click here to send a message to the web editor.
Published in March 2012, this publication features, four case studies describing experiences from Cambodia, the Philippines, Sri Lanka and Indonesia in promoting women's political and economic empowerment and leadership. The case studies describe the context in which women live, what leadership means and how to achieve it. Attention is given to working within existing institutions and cultural norms, and also to creating new institutions. The final section summarizes common lessons and considerations for future policy and practice aiming to promote women's empowerment and leadership.More
09 May 2013
This policy brief from the Norwegian Peacebuilding Resource Centre highlights experiences from a regional capacity development initiative in Eastern Africa coordinated by the Intergovernmental Authority on Development (IGAD). The project brings civil servant support officers (CSSOs) from neighbouring countries and twins them with counterparts in various government ministries in South Sudan, with the aim of rapidly develop core government capacity in a coaching and mentoring scheme.More
15 February 2013
This review by the Development Leadership Programme draws insights from three case studies of 'pro-poor' political leaders: Yoweri Museveni in Uganda, Digvijay Singh in India’s Madhya Pradesh state and Fernando Henrique Cardoso in Brazil.The studies are analysed in the book "Against the Odds: Politicians, institutions and the struggle against poverty" (2012) by Marcus Andre Melo, Njuguna Ng'ethe & James Manor.More
25 January 2013
Devolving power for the poor
Devolution of power to local government changed the rules of the game in decision making and created new opportunities. The Society for Participatory Research in Asia facilitated a nationwide inter-organisational learning process in order to make the new system work for the marginalised.More
02 January 2013
Many of those involved in partnerships would say that the broker’s role (whether informal or formal) has been critical. However, the broker’s role must be kept in perspective. Good brokering is not a substitute for good partnering. The Brokering Guidebook illuminates the critical part played by brokers in multi sector partnerships as both process managers and behind the scenes leaders. It focuses on partnership brokering – that essential intermediary function that enables partners to work well together and ensure the maximum effectiveness of their partnership.More
16 November 2012
Published in October 2012 by the Leadership Learning Community, Leadership and Networks: New Ways of Developing Leadership in a Highly Connected World is written for those who run and fund leadership programmes that develop and support leadership for social change. The report aims to inspire and help leadership programmes to question their assumptions about the traditional leadership models and retool their approaches in ways that will enable them to better prepare those in leadership with the mindset and skills they will need to more fully leverage network strategies.More
06 October 2012
As part of the Leadership for a New Era (LNE) initiative – a collaborative research initiative that seeks to promote more inclusive, networked and collective leadership models – the Leadership Learning Community (LLC) has generated a series of “how to” guides for leadership programme staff.
The guides, which can be read separately or as an interconnected series, offer recommendations on three key topics: How to use action learning to achieve your results; How to recruit to maximize the value of your cohort; and How to cultivate and activate your network.More
Rick James (2006) Changing from the inside out, Capacity.org # 28, July 2006
Dia, B. and J.W.Eggink (2010) Leadership, the hidden factor in capacity development: A West African experience, in Ubels, J., N. Acquaye-Baddoo and A. Fowler (eds) Capacity Development in Practice, Earthscan, pp. 208-224
Hannum, K.M, J.W. Martineau and C. Reinelt (2007) The Handbook of Leadership Development Evaluation - Centre for Creative Leadership, Jossey-Bass
UNDP Capacity Development Group (2006) Leadership Development: Leading transformations at the local level
The Leadership Learning Community
The Leadership Learning Community (LLC) is a US-based nonprofit organization that seeks to transform the way leadership development work is conceived, conducted and evaluated, primarily within the non-profit sector. LLC hosts several "Learning Circles", providing a collective space where leadership development practitioners can share experiences and seek support on a number of leadership topics. While most of these community initiatives are US-based, the LLC website also offers access to an extensive collection of research outputs and other resources, as well as links to learning communities and social networks in the leadership development field.