Developing Leadership & Management Competency of the Participating Groups (Powerpoint)
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Transcript of Developing Leadership & Management Competency of the Participating Groups (Powerpoint)
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Developing Leadership & Management
Competency of the Participating Groups
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OLeadership is about influencing people to use their potential to achieve organizational goals. Leadership competencies 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.
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LEADERSHIP
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OManagement is about getting work done directly through others by using the management functions. Management competencies 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.
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MANAGEMENT
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Capacity BuildingO Is essentially about 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.
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Requirements for Capacity Building
Examples of activities for capacity building
Human resources or skills development
Skills transfer, coaching, observation, apprenticeship, supervision
Organizational policy/process development
Development, streamlining or re-engineering of procedures, systems & processes, manuals, checklists & pro-formas, strategic planning, job re-design, benchmarking
Networks for communication
Community outreach, communities of practice, professional associations, working groups, focus groups
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INDIVIDUAL CAPACITY BUILDING
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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”.
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Continual LearningAssesses and recognizes own
strengths and weaknesses.
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FlexibilityDemonstrates openness to change
and new information.
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Interpersonal SkillsTreats others with courtesy, sensitivity,
and respect. Considers and appropriately responds to the needs and feelings of
different people in different situations.
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Integrity/HonestyBehaves in an honest, fair, and ethical
manner. Shows consistency in words and actions. Creates a culture that
fosters high ethical standards.
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Oral CommunicationMakes clear and convincing oral
presentations to individuals and groups. Listens effectively. Clarifies information as
needed. Facilitates open communication.
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Problem SolvingIdentifies and analyzes problems. Weighs
relevance and accuracy of information. Generates and evaluates alternative solutions. Makes recommendations.
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ResilienceDeals effectively with pressure.
Remains optimistic and persistent, even under adversity. Quickly
recovers from setbacks.
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Written Communication
Writes in a clear, concise, organized, and convincing manner
for the intended audience.
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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.
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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.
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Creativity and Innovation
Develops new insights into situations. Questions conventional approaches.
Encourages new ideas and innovations. Designs and implements new or
cutting-edge programs/processes.
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DecisivenessMakes effective and timely decisions,
even when data are limited or solutions produce unpleasant consequences.
Perceives the impact and implications of decisions.
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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
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Influencing and Negotiating
Persuades others. Builds consensus through give and take. Gains
cooperation from others to obtain information and accomplish goals.
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Leveraging DiversityFosters an inclusive workplace where
diversity and individual differences are valued and leveraged to achieve the
vision and mission of the organization.
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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
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Team BuildingInspires and fosters team commitment,
spirit, pride, and trust. Facilitates cooperation and motivates team
members to accomplish group goals.
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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.
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Institution Building
Oshould involve aiding pre-existing institutions in developing countries = modernizing existing institutions
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Institution BuildingOUNDP - "institutions are at
the heart of human development… can contribute more meaningfully to the achievement of national human development goals.”
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Institution BuildingOencompasses 3 main activities:
(1) skill upgrading, (2) procedural improvements, and (3) organizational strengthening
O2 types:1. Tangibles – also called hard
capabilities2. Intangibles – also core capabilities
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COMMUNITY ORGANIZATION
BUILDING
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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)
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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:
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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
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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
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3. Providing practical support, by:
•making sure that communities have the practical help and support that they need to
strengthen their skills and structures.