1. Leadership in a humanitarian context
Session 1.3.1

2. Leadership in a humanitarian context
Know why leadership behaviours are relevant to all staff in humanitarian response
Able to list and describe leadership behaviours in humanitarian response.
Examine your own leadership strengths and skills.
Session 1.3.2

3. Seeing the overall goal within the changing context and
Definition of Humanitarian Leadership behaviours (Core Humanitarian Competencies framework)
Seeing the overall goal
within the changing context and
taking responsibility to motivate others to work towards it,
independent of one’s own role, function and responsibility.
ALNAP report on Leadership In Action 2011 defines Operational Leadership as:
Leadership in-country, that provides clear vision and objectives for the humanitarian response to a specific crisis (at programme, organisational or system-wide level), focused on the affected population, and building a consensus that brings aid workers (organisationally and individually) together, plus finding ways of collectively realising the vision for the benefit of the affected population, often in challenging and hostile environments.

4. ALNAP Study 2011: Leadership in Action
Strategic Leadership
Relational and communication qualities
Context
Vision
Focus on affected population
Listen and learn
Share information
Speak out courageously
Build relationships
Connect with staff
Presentation

5. ALNAP Study 2011: Leadership in Action
Decision- making and risk-taking
Management and organisational skills
Rapid decisions
Make decision when information incomplete
Flexibility to change
Accountable
Take risks and learn from mistakes
Strong team spirit
Lead by example
Good manager and leader

6. ALNAP Study 2011: Leadership in Action
principled
integrity
self aware
self confident
humility
tenacity
determination
energy
enthusiasm
Personal Qualities

7. Situational Leadership Styles
Directive
Coordinator controls
Initiates task
Direct others
Decisive
Participative
Democratic
Initiates process or discussion
Involves others
Facilitates building consensus and decision-making
Delegative
Lets group take ownership of task
Group makes decisions
Uses expertise of others
Use when:
establishing the cluster
time is short
participants motivated & looking for leadership.
Use when:
establishing plans
building trust and engagement
participants understand cluster approach.
Use when:
setting up working groups
others have specialist knowledge
cluster matures.
No one leadership style is right – it depends on the situation and the people. Each has its role in effective cluster coordination. Give examples from the field when it has been appropriate to use each of the styles.
Reinforce that is it dependent on the skills level of the participants e.g. early on they may not understand how the Cluster works, but provided they are motivated to work within the cluster, a directive style can work. When participants are unsure, and have their own skills to bring to the table, a participative style is more effective.
Once participants understand the task, are motivated to complete the task, and have the skills to carry out the task, then it is important to delegate e.g. to TWGs.

8. What is Active Listening?

9. Active listening Ask questions Listen Clarify Respond limit own views
control own emotion
- concentrate
Active listening
- summarise/ paraphrase
- understand feelings
- acknowledge
- show interest

10. In pairs discuss…..
Use
ACTIVE
LISTENING
What have you learnt about your own leadership style?
What might you do to develop your effectiveness as a leader?
As they complete their scoring encourage discussion on these points