Independent progress report

To test the information provided in monitoring reports we first examined the match between participants’ own definitions of ‘leadership for development change’ and the Program’s approach, on the assumption that a good fit is a necessary (though not sufficient) condition for the Program to have positive effects on leaders’ capacity.

We found that respondents consistently framed their definition of leadership in terms of specific challenges in their local context (Box 2). For example, ‘accountability’ as a key facet of leadership for developmental change was more frequently mentioned in Fiji; we speculate that this may reflect the lack of democratic space in that country.  In Vanuatu, the importance of setting a vision to galvanise people and build consensus was more evident; perhaps reflecting the divisions typically viewed as significant in Melanesian society.  In Tonga, the importance of leading by example and fulfilling responsibilities to others were key themes; again we speculate this may reflect the very hierarchical nature of Tongan society Organisations also tended to define effective leadership in ways consistent with their values, norms or worldview. So, for example, a number of women’s organisations referred to the willingness of individuals and organisations to ‘stand up’ against discriminatory practices as key feature of leadership for development change.

The results suggest that the Program’s approach is generally well matched, at least for the leaders we interviewed. Although shaped by certain principles and beliefs, the Program does not impose any particular model of leadership; rather it encourages partners to reach their own locally appropriate understanding. 

Responses from Vanuatu, however, suggested a possible area for further consideration by the Program as it continues to develop its activities there. Views expressed in Fiji and Tonga generally aligned well with current thinking – including the Program’s – on leadership for developmental change, with common references to more distributed, democratic forms of leadership, and a role for all. Respondents in Vanuatu, in contrast, were much more likely to talk about the attributes and traits of individual leaders. Whether this apparent difference is actually significant is difficult to say, though we note that the Program has made less progress to date in Vanuatu than in the other two countries.

• the overwhelming majority of respondents, who had participated in one or more leadership ‘event’ supported by the Program, were positive about the quality and relevance of the engagement with the Program. They frequently referred to events as ‘interesting’ and ‘challenging’ in terms of their previously held beliefs about leadership and their own roles;

• a number of respondents who are also Program partners, (and therefore exposed to greater interaction with the Program), referred to the personal ‘insight’ and ‘empowerment’ they have gained; previously, they had not even considered themselves as leaders. Some of the effects on these individuals are reflected in the organisational changes that have also occurred (see section 2.2), though we acknowledge not all;

• more generally, the effectiveness of Program leadership events such as conventions, the symposium and study tours, as a means to promote behavioural change seems less clear. Only a few respondents were able to identify specific ways in which they had made direct use of the learning, for example in handling specific personal challenges differently or applying insights from practice elsewhere to inform their own approach;

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  Directory: about-us -> publications -> Documents
  Documents -> Table of Contents 1 Introduction and Background 7
  Documents -> Annual Review for 2014 Summary Report
  Documents -> East Asia regional development cooperation report 2009 October 2010
  Documents -> East Asia Regional Organisations and Programs Annual Program Performance Report 2011
  Documents -> Development Cooperation Report 2010: Afghanistan May 2012
  Documents -> Review of the dfat ending Violence Against Women (evaw) Program in Afghanistan
  Documents -> Annual program performance report: South Asia 2008–09 September 2009
  Documents -> Kuala Lumpur, 22 November 2015
  Documents -> Aid Program Performance Report 2015-16
  
  
  
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