Upload
wacsi
View
194
Download
1
Embed Size (px)
Citation preview
1
INFLUENTIAL LEADERSHIP TRAINING WORKSHOP FOR
AFRICAN WOMEN
WORKSHOP REPORT
PA Rib House Conference Room, Monrovia, Liberia
4-5 March, 2009
2
TABLE OF CONTENTS
1.0 Introduction 3
1.1 Objectives 3
1.2 Expected Outcomes 3
1.3 Methodology 3
2.0 Training Areas 3
2.1 Understanding Leadership 3
2.2 Leadership Concepts and Theories 4
2.3 Leadership in Practice (Live Panel Discussion) 6
2.4 Introduction to Influential Leadership 7
2.5 Leadership and Policy Advocacy/Influencing 8
2.6 Mapping Entry Points for Policy Influencing 10
3.0 Conclusion and Recommendations 11
Programme Agenda 13
List of Participants
3
1.0 INTRODUCTION
The West Africa Civil Society Institute (WACSI) and the Open Society Initiative for West
Africa (OSIWA) supported by the Ministry of Gender and Development, Liberia organised
an “Influential Leadership” training workshop for 30 representatives of women’s groups
across Africa. The overall objective of the workshop was to provide a core group of African
women with strategic policy influencing and influential leadership skills. Also, the workshop
was used to gauge the possibility of utilising the course content and handbook at the Angie
Brooks International Women’s Leadership Centre based in Monrovia, Liberia.
1.1 Objectives
The objectives of the workshop were:
To enhance participants’ strategic thinking capabilities
To provide participants policy analysis, formulation and implementation skills; and
To address challenges peculiar to governance and women’s leadership in Africa.
1.2 Expected Outcomes
The expected outcomes were:
The leadership capacities of African women from various sectors will be strengthened;
Improvement in the ability of trainees to formulate policy briefs and undertake policy
analysis and influencing; and
Recommendations from the workshop will help enhance the influential leadership course
content and handbook.
1.3 Methodology
The training methodology used at the workshop included interactive, learner-centered
methods, audio visual tools, experiential learning and practical exercises.
2.0 TRAINING AREAS
The two-day workshop comprised six sessions. The main aspects of the workshop were
focused on understanding the context of influential leadership, policy advocacy and entry
points for policy influencing in Africa. This report highlights the main components of the
workshop.
2.1 Understanding Leadership
Leadership is a process of giving purpose (meaningful direction) to collective effort, and
causing willing effort to be expended to achieve purpose. Qualities of a good woman leader
must possess are:
Motives and personal traits,
Character,
Moral values,
Knowledge,
Skills and ability;
Vision; and the capacity to realize that vision.
4
Leadership is a calling for women to make a difference in politics, business, community,
schools, family, and even marriage. Leadership aspirations of women are often mired in
struggle and sacrifice for playing their triple roles of reproduction, provision and community
roles.
The major leadership styles encompass an authoritative style (if a group member lacks
knowledge about a certain procedure); a participative style (if group members understand the
objectives and their role in the task) and a delegative style (if the group member knows more
than you do about the task).
Paradoxically, many women are still not in leadership positions. They are underrepresented in
public, private and traditional structures accountable for sustainable development targets.
Women are not well represented or leading in almost all structures of power and decision–
making at the highest levels. Women are challenged to become more aggressive and take on
leadership themselves; engage men and others as partners.
Comments from Trainees:
The presentation on the various leadership styles was very educative.
Trainees explained that they manifest various leadership styles depending on the issue or
context.
The trainees were of the view that women leadership involves a strategic balance between
their careers and family roles.
A key weakness identified by trainees was the perceived unwillingness of women in
leadership positions to build the leadership potentials of other women.
2.2 Leadership Concepts and Theories
Various leadership concepts and theories have been propounded including the Great
Man/Woman Theory, Trait Theory, Contingency Theory, Situational Theory, Behavioral
Theory, Participative Theory, Management Theory and Relationship Theory.
Great Man/Woman Theory
Assumes that the capacity for leadership is inherent – that great leaders are born, not
made.
Portrays great leaders as heroic, mythic, and destined to rise to leadership when needed.
The term “Great Man” was used because, at the time, leadership was thought of primarily
as a male quality, especially in terms of military leadership.
Trait Theory
Similar in some ways to “Great Man” theories, trait theory assumes that people inherit
certain qualities and traits that make them better suited to leadership.
Identify particular personality or behavioral characteristics shared by leaders.
But if particular traits are key features of leadership, how do we explain people who
possess those qualities but are not leaders. This is one of the difficulties in using trait
theories to explain leadership.
5
Contingency Theory
Focus on particular variables related to the environment that might determine which
particular style of leadership is best suited for the situation.
No leadership style is best in all situations. Success depends upon leadership style,
qualities of the followers, and aspects of the situation.
Situational Theory
Leaders choose the best course of action based upon a situational variable.
Different styles of leadership may be more appropriate for certain types of decision-
making.
Behavioral Theory
Based upon the belief that great leaders are made, not born.
Rooted in behaviorism, this leadership theory focuses on the actions of leaders, not on
mental qualities or internal states.
People can learn to become leaders through teaching and observation.
Participative Theory
Suggest that the ideal leadership style is one that takes the input of others into account.
These leaders encourage participation and contributions from group members and help
group members feel more relevant and committed to the decision-making process.
The leader retains the right to allow the input of others.
Management Theory
Management theories (also known as “Transactional theories”) focus on the role of
supervision, organisation, and group performance.
Leadership is based on a system of reward and punishment.
Mostly used in business; when employees are successful, they are rewarded; when they
fail, they are reprimanded or punished.
Relationship Theory
Relationship theories (also known as “Transformational theories”) focus upon the
connections formed between leaders and followers.
Leaders motivate and inspire people by helping group members see the importance and
higher good of the task.
Transformational leaders are focused on the performance of group members, but also
want each person to fulfill his or her potential.
These leaders often have high ethical and moral standards.
6
Comments from Trainees:
The trainees expressed their affinity with the Great Woman Theory.
Trainees explained that the session was very educative and provided them the requisite
conceptual understanding of the various perspectives of women’s leadership.
2.3 Leadership in Practice (Live Panel Discussion)
The objective of the live panel discussion was to provide a platform for women leaders in
government and civil society to share their experiences with the participants and a wider
audience. The discussants included Hon. Vabah Gayflor- Minister of Gender and
Development, Liberia, Hon. Marie Barnett- Ambassador of Sierra Leone to Liberia, Hon.
Khady Fall Tall- President, WAWA, Senegal, Hon. Senator Gloria Scott- Senator, Maryland
County, Liberia, Dr. Nana Tanko- Executive Director, OSIWA, Senegal and Dewey Grey-
AFELL, Liberia. The moderators were Ms Thelma Ekiyor- Executive Director, WACSI,
Accra, Ghana and Rosalie Lo Ndiaye, African Union.
Hon. Marie Barnett highlighted on the need for women to take up more leadership roles and
provide the right direction for the development of women. In addition, her Excellency called
on women leaders to remain focused despite the myriad of challenges women in leadership
face on a daily basis.
Further, Hon. Vabah Gayflor described the workshop as a golden opportunity for women in
Africa to discuss the similar problems they encounter in their various communities. The Hon.
Minister reiterated on the need for women not to be overcome by intimidation.
Moreover, Senator Gloria Scott expatiated on the Liberian Legislative experience where
women are united in decision-making outcomes. Female lawmakers do not project party
affiliations while making national decisions.
A moderator of the live event, Ms. Thelma Ekiyor underscored the need for women in Africa
to avail themselves for leadership opportunities. However, she advised that women in
leadership must set good examples by striving for excellence when given the opportunity to
serve.
Comments from Trainees:
The trainees emphasized on the need for women in leadership positions to promote and
share experiences with women at the community level.
The trainees reiterated the need for CSOs and public policy institutes like WACSI to
create more platforms that bring policy makers and community citizens together.
For many of the trainees the live panel discussion was an important practical activity that
highlighted the differences and similarities of the challenges women leaders face within
civil society and in government.
7
2.4 Introduction to Influential Leadership
This session began with an individual exercise:
Think about a person that has had the most influence in your life.
What about them influenced you and how?
Influential leadership can be defined as leader who knows how to accomplish goals through
others, but an influential leader understands how to create an atmosphere where people have
enormous desire to follow, and are fully committed to the organisation’s vision, and achieve
well beyond the expected goals. An influential leader understands how to create an
atmosphere where people have the desire to follow and are committed to the vision of the
organisation because of the example, actions, and passion of the leader. Influential leaders
should be knowledgeable, have an awareness of others, a desire to dialogue, risk taker,
curiosity and innovation.
Influential Leadership= Power + Politics + Influence
Three different types of power, Power To, Power With and Power Over were highlighted by
the resource persons. In addition, there are four faces of leadership. These faces encompass
the Good King/Queen Theory, Great Mother Theory, Warrior Theory and Medicine Woman.
Good King/Queen Theory
Building consent around common goals
Presenting context with calm authority
Appropriate communication providing clarity of expectation
Great Mother Theory
Establishing trust and safety in a team environment
Highlighting the power of listening
Developing others and encouraging collaborative effort
Warrior Theory
Upholding accountability and boundaries
Delivering difficult messages
Motivating a team towards successful outcomes
Medicine Woman
Creating space to explore new options
Demonstrating the need for flexibility in approach to issues
Exploring how to create and sell a vision of the future
8
Influential leaders may not identify themselves as leaders. In fact, they may not even fully
understand the influence and impact they have. Influential leaders come in all shapes and
sizes and they can be measured by the amount of influence they have on the people around
them.
Comments from Trainees:
The majority of trainees expressed that the presentation on understanding power and the
four faces of leadership were illuminating and educative.
The trainees reiterated that women leaders should endeavor to be strategic with their
utterances and actions during policy influencing processes.
2.5 Leadership and Policy Advocacy/Influencing
The session began with a group exercise on Community Advocacy: the case of the Serabi
Community. The participants were divided into two groups and were asked to give policy
advice to the Serabi Community.
Advocacy is an action directed at change. Policy advocacy is a strategic, concerted effort of
individuals or groups to put a problem on the policy agenda. Policy analysis is any systematic
analysis of any and all components of the policy process.
The approach to policy advocacy includes clearly defining the problem, develop policy goals,
assess your ability to undertake the campaign, building coalitions, identifying policy makers,
develop an action plan, using media and evaluating success.
Defining the Problem
This requires gathering as many reports, surveys, personal observations and other resources
that accurately describe the problem you wish to address. It is difficult to effectively address
problems in the environment with simply an intuitive, "we see a number of youths without
much to do." Know, among other things, the number of youth arrests, injuries and other
incidents; what options (if any) do they have; what young people actually think about the
situation.
Develop Policy Goals
In your assessment you should ask yourself: what constitutes victory? How will this policy
address the problem/have an impact on the quality of life of your constituents/members
and/or community? Take time to assess each of the objectives you must achieve to meet your
campaign goal.
Assess your Ability to Undertake the Campaign
Can you win?
Do you have the right information?
Do you have the requisite skills?
9
What partnerships or coalitions do you need to build?
What are the comparative advantages of partners involved in the advocacy?
Building Coalitions
Building broad, cohesive coalitions is critical to policy advocacy efforts.
One way to think about coalition building is by developing a list of groups and
individuals who share the different parts of the problem you'd like to address and what
would each party gain from supporting the effort.
Identifying Policy Makers
• Who is the advocacy targeting?
• Once you've decided what institutions or individuals have power or influence to enact
your policy, then you must (through research) determine all the ways you can access and
influence the process (personal contacts, media, as voters or taxpayers, freedom of
information requests, among others).
Develop an Action Plan
Once you've assessed your organisational and community capacity,
Your allies
Opponents
Gatekeepers who have the power to enact your policy,
Develop an action plan for your campaign.
The actions you take should be flexible and engage your community.
o Make sure that your target is clear and that the policy recommendation(s) are:
– Within its/their power; specific; and can be articulated in a way
that is easily understood.
Using Media
Effective use of media is also a critical tool in any advocacy campaign. Media enables
assists in capturing the public’s attention on behalf of a particular issue or policy change.
Your action plan should include how to use the media
Evaluating Success
Periodically review each step of your action plan to assess if it's working.
Some questions to ask :
Did we do what we said we would do?
What have we gained (people, resources, exposure - related and not related to your
goals)?
What have we changed (policy, community or press relations, etc.)?
What still makes sense to continue?
10
What isn't working?
Use your evaluation information and make any necessary changes to your action plan.
The policy cycle is an iterative process that includes agenda setting, policy formulation,
policy legitimation, policy implementation, policy evaluation and policy termination or
change.
Agenda setting (Highlight an issue or problem that the government is currently
ignoring).
Policy formulation (Propose or explore potential policy responses to a given issue).
Policy legitimation (Influence the selection of a potential policy response).
Policy Implementation (Improve the implementation of a law/policy/programme).
Evaluation (Evaluate a law/policy/programme that has been implemented).
Policy Termination or Change (Change/ terminate an existing policy).
The format of a policy brief includes:
Title
Introduction
Clear short arguments
Possible scenarios
- best case scenario
- middle case scenario
- worst case scenario
Options for response
Conclusion
A policy brief should be short, catchy, absence of “red flags”, well researched, verifiable
timely, targeted and issue specific.
Comments from Trainees:
The iterative nature of the policy cycle was a new learning point for the trainees.
The resource person provided an exhaustive and clear explanation of the policy advocacy
process.
2.6 Mapping Entry Points for Policy Influencing
Even though African countries have different political systems various entry points can be
identified through:
Analysis of the formal political system
The policy-making process and
Internal power dynamics
International instruments are bodies of international law that establish legal rules, which
apply among sovereign states and other entities that have an international character.
Examples of these include: United Nations resolutions, the Africa Union Charter, and
protocols and treaties of regional economic communities such as the Inter Governmental
Authority on Development (IGAD) and the Economic Community of West African States
(ECOWAS).
11
International instruments can be utilised through the following process:
Governments must adhere to the instruments that they have signed, for example
ratification.
Policy-makers must ensure that governments implement instruments they have ratified.
Awareness must be raised among citizens on the existence of instruments.
Civil society and citizens must hold governments and policy-makers accountable for
implementing instruments.
There are a number of international instruments and mechanisms for women in the context of
peace and security. These can be categorised into global, continental, regional and national
(local).
A Sample of Policy Instruments and Legal Mechanisms in Africa
Continental
• AU and CSO’s consultative meeting
• AU Summit
• African Union’s Gender Development Centre (AUGDD)
• Afican Union’s Women’s Committee (AUWC)
Regional
ECOWAS Gender Development Centre
West African Civil Society forum
National
Various national political structures can be targeted: the national constitution
The Legislative: Congress/Parliament
The Executive: President, Prime Minister
The Judiciary: Courts
Bureaucracy: Appointed Leadership and Staff in Government Offices, Gender
Machineries
Political Parties
Police And Military
3.0 CONCLUSION AND RECOMMENDATIONS
African women have always had leadership positions in communities and informal
associations. Yet, despite political commitments to increase the number of women in
decision-making positions, women continue to be underrepresented in formal policy making
and leadership positions and structures. A number of factors can be given for this including
the lack of political will, weak accountability mechanisms at the national level and the
inability of most women in leadership positions to strategically influence policy change.
12
Therefore, there is the need to build a critical mass of women to feed into policy formulation
processes which will subsequently lead to more effective gender sensitive policy outcomes.
Towards this end, WACSI will continue to intensify efforts at building the technical and
institutional capacity of women and women’s groups within the sub region to influence
policies at national, regional and continental levels.
The following 10 recommendations emanated from the workshop:
Course Structure and Delivery
1. The training course was context-specific, timely, educative and practical however, the
Institute must endeavour to utilise the expertise of local resource persons.
2. It is imperative for WACSI with the support of OSIWA to frequently organise such
initiatives within the sub-region especially within francophone West Africa.
3. There is a need for WACSI to simply the course structure by creating targeted courses
from some of the course components.
4. There is a need for the Institute and OSIWA to target male and female policy makers as
potential participants when the course is delivered within the sub region.
Course Handbook
5. There is a need to integrate aspects of the resource persons’ presentations into the
handbook.
6. The handbook should be updated periodically to take into consideration global,
continental, regional and national developments.
7. The handbook can be improved by adding additional learning outcomes that emanated
from the workshop.
8. The handbook can be simplified further to enable the resource to be used at the
community level.
9. The handbook should incorporate samples of policy briefs and an expanded section on
scenario building.
10. The handbook should include a monitoring and evaluation component in the policy
advocacy section.
16
PROGRAMME AGENDA
DAY 1 WED 04/03/09
TIME ACTIVITY RESOURCE
PERSONS
8.30- 9:00
REGISTRATION
9:00-9:30
WELCOME ADDRESSES
Representative from WACSI
Representative from OSIWA
Representative from the Ministry Of Gender and Development
WACSI,
OSIWA, MOGD
9.30 – 10.00
INTRODUCTION OF PARTICIPANTS
(Setting the Objectives of the Workshop)
Rosalie Lo
10.00 – 10.30 UNDERSTANDING LEADERSHIP
Mrs. Jane
Kwawu
10:30-11:00
TEA BREAK
11.00 – 12.00
LEADERSHIP CONCEPTS AND THEORIES
Mrs. Jane
Kwawu
12.00 – 1.00 LEADERSHIP IN PRACTICE (LIVE PANEL DISCUSSION)
Moderators: Thelma Ekiyor and Rosalie Lo
Discussants:
Hon. Vabah Gayflor- Minister of Gender and Development,
Liberia
Hon. Marie Barnett- High Commissioner of Sierra Leone to
Liberia
Hon. Khady Fall Tall- President, WAWA, Senegal
Hon. Senator Gloria Scott- Senator, Maryland County,
17
Liberia
Dr. Nana Tanko- Executive Director, OSIWA, Senegal
Dewey Grey- AFELL, Liberia
1:00-2:00
LUNCH BREAK
2.00 – 3.00
Introduction to Influential Leadership: Exercise: Personal
Leadership Assessment
Assessing Leadership Audiences
Thelma Ekiyor
3.00– 4.30 Leadership and Policy Advocacy/Influencing Skills
How To Write Policy Briefs
Thelma Ekiyor,
Rosalie Lo
4.30 – 5.00
TEA BREAK
5.00 – 5.15
Policy Influencing Group Work Distribution
18
DAY 2 THURS 05/03/09
TIME
ACTIVITY
RESOURCE
PERSONS
8:30-9:00
Arrival and Recap
9.00 – 10.00
Presentation of Policy Influencing
Group Work
Rosalie Lo
10.00 – 11.00 Building Policy Bridges between
Civil Society and Government
Officials
Plenary Discussion
Thelma Ekiyor
11:00-11:30
TEA BREAK
11.30 – 1.00
Building Strategic Alliances and
Coalition Building
Mrs. Jane Kwawu
1:00-2:00
LUNCH BREAK
2.00 – 4.00
Mapping Entry Points for
Influencing Policies
Community
National
Regional/International
Rosalie Lo
4.00 – 5.00 Way Forward/Recommendations
16
Participants’ List
Monrovia, Liberia 4-5th
March 2009
NO NAME ORGANISATION COUNTRY
Ghana
1. Ecoma Alaga WIPSEN- Africa Ghana [email protected]
2. Jane Kwawu Consultant Ghana [email protected]
Senegal
3. Hon. Khady Fall Tall WAWA Senegal [email protected]
4. Nana Tanko OSIWA Senegal [email protected]
5. Rosalie Lo Ndiaye WIPSEN-Africa Board
Member
Senegal [email protected]
17
Cote d’Ivoire
6. Salimata Porquet FIFEM Cote d’Ivoire [email protected]
Liberia
7. Ms. Etweda Cooper
1325 Action Plan
Development Consultant
Liberia
8. Hon. Vabah Gayflor Minister
Ministry of Gender and
Development
Liberia
9. Her Excellency Marie Barnett. Ambassador
Sierra Leonean High
Commission to Liberia
Liberia
10. Dewey Gray AFELL
11. Hon. Asatu Bah-Kanneth Liberia National Police
12. Aamelia M. Cooper Executive Director
ADWANGA
13. Ricardia B. Dennis Executive Director ADFI [email protected]
14. Hon. Myrtle Gibson Former Senator Sinoe
County
Concern Women
18
15. Magdalene Dagoseh Chairlady
Unity Party Women Wing
16. Ruth Ceaser NCDDRR
17. Hanna G. Brent Senator
Montserado County
18. Aalomaiza Ennos Barr Representative
WLC
19. Gertrude Lamin Superintendent Gbarpolu
County
20. Gloria Scott Senator
Maryland County
21. Hawa Bropleh Center for Liberia
Assistance
22. Ida Moore Kpaai/District Women
Development Association
Bong Country
23. Julie Flanjay Bawo-Da
24. Helena Richardson Secretary
MARWODA
19
25. Sallimatu Kamara Executive Director
Women Aid Inc.
26. Etweda Cooper Chair
WLC
27. Helena Torh-Turo SEWODA [email protected]
28. Melita Gardiner Superintendent
Maryland Development
29. Lisa C. Otoo Special Assistant
Developing Maryland
30. Yassa Kollie Advisor
Kpaai Women
31. Doris N. Ylatun Country Coordinator
Grand Kru Women
32. Kalu U. Christiana Observant [email protected]
33. Hannah J. Slocum President
MARWODA Margibi
Women Development
Association
20
34. Martha F. Karnga Executive Director
Bassa Women
Development Association
35. Madalene Hajah Fahnbulleh Tewor Women for Peace
Development
Spain
36. Ms. Diakhoumba Gassama Coordinator – Africa,
Programme on reinforcing
Women's Rights
Organizations in Africa
Secretariat of the African
Spanish Women's Network
for a Better World
Spain [email protected]
37. Ms. Aminata Dieye Member of the Steering
Committee UNIFEM
African Spanish Women's
Network in Dakar
Senegal [email protected]
WACSI
38. Thelma Ekiyor WACSI Ghana [email protected]
39.
Charles Kojo Vandyck WACSI
Ghana [email protected]
21
Press
40. Boakai Fofana Modic Coordinator
Africa.com
Liberia [email protected]
41. Patrick Honnah Producer Real TV
Truth FM
Liberia [email protected]
42. Sam Collins Reporter
Truth FM
Liberia
43. James Nogbe C man
Real TV
Liberia
44. Chartesetta Millor C man
Real TV
Liberia