Leadership development

Building nonprofit capacity

15 January 2012

This book uses the organisational lifecycle framework to help  the nonprofit sector and its leaders figure out how to effectively shepherd a change process in their organization. The book is based on research by the TCC Group, a New York based consultancy, in the area of organizational effectiveness studies. It also includesd results from the core capacity assessment tool (CCAT) - a 146-question online survey that measures a nonprofit organization's effectiveness in relation to four core capacities - leadership, adaptability, management, and technical capacities - as well as organizational culture.

In and above Conflict - A study on Leadership in the United Nations

27 October 2011

Peace is seldom concluded when a peace deal is signed. The principal external role in consolidating peace frequently falls to United Nations (UN) missions and agencies. Their ability to achieve this task is contingent on many factors including resources and cohesive international political support. It depends most critically on effective leadership. What are the unique, defining challenges to UN leadership in conflict and post conflict environments? How have effective UN leaders approached these challenges?

Interview: Less teaching more learning

13 September 2011

Sombath Somphone, Director of the Participatory Development Training Centre, Laos

Innovative education in Laos

PADETC, the Participatory Development Training Centre, introduces active approaches to learning in Laos, where education is still based on a passive and traditional one-way-transfer of knowledge from teacher to students.
 

Assessing leadership capacity needs for building a knowledge society in Africa

09 September 2011

GESCI, Founded by the UN ICT Task Force, in partnership with the African Union have released four country reports and a synthesis document that assess the environmental, institutional and individual leadership capacity needs for the transition towards a knowledge society in Africa. The study was carried out in Zambia, Tanzania, Mauritius and South Africa as part of the Africa Leadership in ICT (ALICT) programme.

A practitioners guide to results-oriented capacity development

07 September 2011

Capacity development is usually marketed as a ‘process of change’. However, there is little point to change for the sake of change. Results-Oriented Capacity Development. A Practitioner's Guide for Leaders of Organizations and Development Managers, published in August 2010 by the Austral Foundation, offers a simple and practical approach to leaders, programme designers and managers, advisers and facilitators for implementing a results-based approach to capacity devleopment.

Perverse governance: State incapacity by design in Bihar, India

20 August 2011

Poor governance is often attributed to historical and structural factors that are difficult to change: “it is there because it is there, or because of a legacy of pathologies like colonial rule and an unnatural degree of socio-linguistic diversity." IDS Working Paper 366 (May 2011) by Santhosh Mathew and Mick Moore explores the role of individual agency and the incentives and opportunities that powerful political insiders may face to weaken state capacity in their own interests. It focuses on governance practices during the tenure of Chief Minister Lalu Prasad Yadav, from 1990 to 2005.