The Asian Partnership for the Development of Human Resources in Rural Asia (AsiaDHRRA) is a regional network of social development networks and organisations in ten countries. The leadership and key staff of the network partners are crucially important, since they are the mediating agents through whom the network channels its vision of free, prosperous rural communities living in peace and working towards self-reliance.

At the country level, members of AsiaDHRRA are involved in organising small farmers, indigenous peoples, women and other marginalised groups into associations or cooperatives that can manage their own resources and activities. The network offers programmes in organisational development, training for grassroots leaders and, since 2002, a transformational leadership development programme for partners throughout the region.

AsiaDHRRA provides opportunities for rural leaders, farmers and development workers to enhance their knowledge and skills so that they can better perform their roles as visionaries, network builders, consensus builders, synthesisers of information and policy advocates. To perform all of these roles effectively, leaders need a wide range of competencies that can be divided into three categories: technical, organisational and ethical. The last may be regarded as the ‘soft’ category that integrates the other two ‘hard’ ones. A matrix showing the knowledge, skills and attitudes that contribute to each of these areas of competence can be found in Annex A (see below).

The network uses both formal training and informal methods to develop the knowledge, skills and attitudes of its leaders. Each year, a formal training programme is organised for leaders who are new to the network. The more informal methods, involving personal reflection and dialogue, are built into the network’s regular activities:

• The reflective approach. Self-knowledge is essential for leadership. Leaders have to think through their own personal values so as to ensure an ethical basis for their decision making in both their personal and professional lives. They have to find and maintain their own moral compass before they can guide their constituents in the direction of core values such as integrity, honesty, social justice, etc.
• The dialogue approach. Leaders can learn a great deal from each other. The network therefore organises discussions with civil society leaders, past and present, who are recognised for their achievements in fields such as social development or organisational management.

Leadership development tools

Twice each year, AsiaDHRRA organises leadership development sessions, which include periods for reflection and for sharing information and experiences related to leadership development. For these sessions, the network partners have developed a set of structured tools (Annex B - see below) to be completed by the participants. The first is a leadership growth monitoring tool that details the knowledge, skills and attitudes that NGO leaders need to have in order to perform their different roles. The second tool is a personal leadership growth journal, which participants can use to assess their own growth as leaders, and to account for improvements in relation to set targets. The journal also includes a reflection section so that participants can look back at the leadership challenges they have faced, and their responses.

The sessions employ leadership stories, drawn from individual experiences, as a means of learning. The presence of a competent facilitator during these sessions has proven to be invaluable. Facilitators can animate discussions and guide processes that encourage participants to open up and become receptive to deeper learning. They can also serve as companions and mentors to the participants.

Future leaders

AsiaDHRRA also offers on-the-job training for potential future leaders, with the aim of identifying and developing their existing capacities. Based on the participant’s personal views and a needs assessment, the network drafts a set of learning objectives and develops a training programme tailored to his or her needs and potential. All participants are encouraged to become involved in community work and network activities, and monthly clinics are held to provide opportunities for reflection and learning. Mentors are then provided to help them acquire and develop the knowledge, skills and attitudes they need to be effective future leaders.

Links

Asian Partnership for the Development of Human Resources in Rural Asia (AsiaDHRRA).

Asian Farmers’ Association for Sustainable Rural Development (AFA)

Open Society Institute Southeast Asia, East East: Partnership beyond borders programme.

World Bank – Empowering Local and National Leaders project

Further reading

AsiaDHRRA (2006) Tapestry of Asian NGO Leadership: Stories, Patterns, Trends, vol.2.

AsiaDHRRA (2004) Asian NGO Leadership amidst Globalization. Asian Rural NGO Leaders’ Dialogue, Cyberjaya, Malaysia, 2003.

J. Hailey and I. Smillie (2001) Managing for Change: Leadership and Strategy in Asian NGOs. Earthscan.

J.M. Kouzes and B.Z. Posner, Leadership Practices Inventory.

AsiaDHRRA Annex A & B.pdf (550.34 kB)