TRENDS AND PATTERNS:
THE EMERGING ASIAN NGO LEADERSHIP FRAMEWORK
(Outline)
- Background
- Asian NGO Leadership
Definition, symbols and vision
Values of Asian NGO leader
Qualities of Asian NGO leader
- Tracing the roots of involvement
Experience of Poverty
Family and peer influence
Love for Rural Life
School courses / activities / Teacher
Exposure to socio-pastoral work of the church
Socio-political environment
- Coping with the dilemmas and issues of Asian NGO leaders
Personal, organizational and socio-political dilemmas
Coping mechanism and recommendations
- Nurturing Asian NGO leadership
a. Sustaining growth in leadership
- a.1 Ttaking on the responsibility for personal growth in leadership
- a.2 Iinstitutional mechanism to sustain growth in leadership
b. Accounting for leadership performance
TRENDS AND PATTERNS :
:
THE EMERGING ASIAN NGO LEADERSHIP FRAMEWORK
I. Background
The Asian NGO Leader’s Dialogue (ALD) started in 2003 as an expression of NGO leaders’ shared commitment to sustainable rural development. Participants areIt iwas parNGO lticipated by NGO leaders repreresenting of diverse cultures, ideas, and experiences, as well as differentacross the region and spanning generations. Since it started, Since the first round of dialogue in Cyberjaya, Malaysia to the next dialogue in Chonburi, Thailand, the ALD has activity have provided a venue for dialogue and exchange among NGO leaders on issues relating to the exercise of which relates to their exercise of leadership in towards the pursuit of a just, prosperous and harmonious life in rural communities amidst the challenges of globalization.
AsiaDHRRA saw the richness of the dialogue and the deep insights in the stories of leadership personally written by the leaders themselves as well as the many lessons drawn from the case studies of innovative leadership practices in selected countries. From all these rich sources, the network felt obliged to weave them together in one document that will capture the trends and patterns – the emerging Asian NGO leadership framework.
This paper presents the broad outlines of an emerging e emerging Asian NGO leadership framework-- is AsiaDHRRA’s an initial attempt to consolidate the insights generated out offrom the two rounds of leaders’ dialogue, along with personal accounts of Asian NGO leaders,hip stories and leadership best practice in the regioncase studies. Because iIt draws heavily from the impressions and perspectives of a select group of leaders, this framework does not assume to represent the mindset of the full range of NGO leaders in Asia. It does however aim to define what it means to be an NGO leader in the region.
This framework is a work-in-progressis inevitably impressionistic and is limited to the perspectives of few leaders who may not represent the entire range of Asian NGO leaders. Yet hopefully, it does sketch a picture of what an Asian NGO leadership meant. It is still an unfinished framework. . Aided by insights from other stories and accounts, wWe see it being further enriched and sharpening our collective understanding of believe that there are a lot more stories and cases which needs to be listened and heard which could sharpen and enrich our collective understanding of an “Asian NGO Leadership”. Ultimately, we hope that this framework becomes a living document which inspires However limited, the emerging leadership hopes to contribute in improving the quality and standards of rural development work by focusing on the leaders as relevant agents for change. In addition, the emerging framework can serve as a living document which hopes to inspire NGO leaders to look deeper into themselves and their experience, thus nurturing their their leadership stories and practices towards nurturing the commitment to buildingfor an empowered, sustainable and happier communities in rural Asia.
II. Asian NGO Leadership
In a region as diverse as Asia, with its multi-cultural heritage, and country-specific political and economic set-ups, it is difficult to arrive at a common conception of anything, including that of NGO leadership. Nevertheless, there seems to be a common thread that runs through the experience of most Asian NGO leaders.
What makes this leadership framework “Asian” iscomesfrom the fact that the concepts captured in this document are voices of Asian NGO leaders. The leadership concepts they espousedreaffirmedmost of the universal facets of leadership yet there are also reflect uniquely Asian elements which have emerged from the series of leadership dialogues, e.g. “Musyawarah”.
This section hopes to presentsan array of an initial collection of symbols and images of leadership gleaned from the sharing of ALD participants which hopefully would efully will go some way towards forming a picture of the Asian NGO leaders—her/his vision, gathered from the sharing and voices of Asian NGO leaders. It hopes to put forward a picture or a characterization of an Asian NGO leader – its vision, principles, core values and qualities. For earlier generations of leaders, tThise characterization might resonate with their own experience and perceptions. is aimed at distinguishing the attributes of Asian NGO leaders towards better appreciation and understanding. FFor younger NGO leaders, it might the picture might serve as a guide or inspiration in to charting their own path to leadership path. For seasoned NGO leaders, this abstraction hopes to provide them with something they can resonate. It is an unfinished work which hopefully will invite them into deeper introspection and further abstraction of their experiences.
Definition, Symbols and Vision
a.1 Leadership is an active catalytic response which involve drawsing out and mobilizesing the capacities of the people towards positive change that promotes the for common good and happiness.
As such, leadership a response, it entails participatory and empowering processes catalyzed by a leader who is able to animate, inspire, challenge, influence, mobilize and draw people together to define what they want and move forward towards a shared goal.
Leadership means encouraging people. It is process-oriented and promotes a win-win situation / harmony and happy endings.
In addition, leadership refers not only to the mobilization of capacities but also to the development ofing new leaders, specifically by creating opportunities for people to rise to leadership.
a.2 Leadership is an act of service, an exercise rooted in one’s spirituality which enriches oneself and others.
Leadership is an act of service, an exercise rooted in one’s spirituality
which enriches oneself and others.
Under By this definition, a leader is not necessarily the person who is constantly in the frontlines, or who may not be someone who is always on the frontline and has power or authority. A leader may be someone who gets things done by working behind the scene or providing the enabling necessary supportive environment to accomplish a certain task.
a.3
Leadership entails is providing clear direction bythrougheffectively managing facilitating decision-making processes and managing them efficiently maximizing resources towards the achievement of concrete results.
Under thisThis definition suggest that, to be able to lead effectively, a leader has to possess certain forms of expertise. This expertise will help people to find efficient and effective solutions to problems. A leader should have a good understanding of organizational processes and of steps to achieving the organization’s objectives.
Leadership implies much more than management. Leaders are managers, but not all managers are leaders.
a.4 Leadership is an attribute and a manifestation of the leader’s inner strength, passion, clarity of vision and positive outlook which captures the imaginationattention of people and inspires them to move towards a common direction.
AUnder this definition, a leader is regardedperceived as the product of her/his one’s environment, and her/his exercise of leadership is highly defined by both his/her/his personal and societal context. A leader rises above from a situation of crisis or an opportunity. Her/his “charisma” provides sense of light, hope and direction to people. A leader is leader is like a guide who provide a “gentle breeze push”.
In summary, leadership can be defined as thecapacity to envision, and to actualize the vision into reality through acts of genuine service to people ans well as da strong commitment tofor social change. Such a commitment is rooted in an based on the rea l understanding of the present needs, culture and behaviors of the people/society and is demonstrated by able to draw and mobilizinge resources and people to act collectively towards positive change that promotes justicee , the common good, and happiness.
Asian lLeadership vValues
b.1 Lleadership vValues are rooted in faith-based teachings
Most Asian leaders credit their constantly goes back to their faith or /religion for the development of their and its teachings when asked about their concept of leadership and its values. Thiseseare the type of NGO leaders might have been inspired who where inspired by their initial exposureinteraction, as students,during their student life withto certain mentors who have inspired them to do pastoral or social action work in rural communities.
Supachai, a Thai Credit union Leader as well asnd a Buddhist, lists mentioned the five merits as the foundation of his understanding of leadership, as follows:. He said in his exercise of leadership particularly in organizing credit union, these values are very important. These merits/values are:
1. Honesty;
2. Ssacrifice;
3. Rresponsibility;
4. Ssympathy and Empathy particularly to poor people; and
5. Ttrustworthiness / Consistency and Integrity.
For both Bambang,(Indonesian) an Indonesian NGO leader and Cesar (Filipino),recall being inspired by a Filipino NGO leader, they mentioned that they are inspired by cCatholic teaching, through their as embodied by Jesuit priest teachers.swho played major influence in their involvement in social development. To them, The leadership values includes:
6. Llove of Neighbor / Service / Social mission;
7. Justice;
8. Excellence;
9. Dedication to duty;
10. Humility
b.2 Leadership values are rooted in social movement
Aside from the influence of religionus influence in leadership values faith and cultural values, most Asian NGO also understands leadership in terms of the collective values of the social development movement to which they belong have strongly influenced most leaders’ value systems. Most of these movements revolve around issues of certain themewhich include human rights, agrarian reform, peace, environment, food security, womengender,, etc. These values includes:
10. Empowerment;/Participatory process and Democratic participation;
11. Human sensitivity (i.e., to gender, age, race/color, ethnicity; religion);
12. Peace;
13. Respect and Tolerance for diversity / Ppluralism;
14. Stubborn Determined Ppersistence;
15. Sustainability;
16. Equity; and
17. Freedom.
The abovementioned values greatly influence the positioning of NGO leaders as they engage other development players in the society. It is often times the basis of many position papers, declarations and statements issued by civil society. These values can then be classified as distinctive values of an NGO leader. However, these values are not uniquely of Asian NGO leaders. These are treasured values shared among NGOs globally.
b.3 Leadership values are rooted in “Asian Culture”
What might distinguish aThen Asian NGO leader is often distinguished from other civil society leaders by cultural values that are uniquely distinctively Asian. Among these can be traced from the unique cultural values of Asian. Among these values are:
18. “Musyawarah” / “Masyarakat” /Gotong Royong – a preference for a dialogue of life as a mode of non-confrontational, consensual, engagement which leads to mutual understanding through consensus processes towardsand to mutual cooperation. This is distinctively practiced among South East and East Asian leaders.
19. Ssense of family / hospitality / fellowship / solidarity; and
20. Integrity – sense of “hiya” or shame for doing culturally inappropriainconsistent te
behavior.
21. Concern for the common good
22. Practice and respect for traditions
23. Artistry – makes use of songs, dances, poetry and other forms of
Asian arts toin inspireing and engageing people
24. Flexibility – springs from tolerance and people /process orientedness
as opposed to focusing on tasks. than being task-oriented
Most Asian NGO leaders prefer have strong preference for non-confrontational, consensual approachesin and usually consensus approach during discussions. Some groups find fault with this, blaming it for the slowness of decision-making among criticize Asian NGO leaders. Yet, it is just such an approach that has proved crucialfor being too slow in decision-making due to this approach. However, this approach have been crucial in forging the collaborative long-standing partnerships which flourishes in Asian civil society. This “Asian Culture” which gives primacy toon relationship building has been instrumental to is one important value which in maintaining the solidarity amidst diversity among NGO leaders.
Qualities of an Asian NGO Leaders
Asian NGO leadership can be be characterized by st citing explained by the describing the qualities of individual leaders. they possess. Below are twelve important qualities which characterizes NGO leaders. A numberSome of these qualities are already evident in certain leaders while the rest are attributes the leaders still aspire to: actually demonstrated by the leaders themselves while some are list of what NGO leaders want to develop in themselves:
- VISIONARY
-Nnot limited by existing realitiesy, or conditions;of oppression and poverty does not limit NGO leaders to think of better alternatives
-Pproactive;
-Nnot afraid to dream big; dreams
-have Wwatchful of eyes for opportunities;
-Willing to tTakeing on a challenge even when there is no guaranteed solution ion sight.
-Able to manage risks
- FOCUSED
-Knows how to prioritized /ddoes not spread self too thinly;
-Invests on developing expertise.
-Able to deliver output and brings about clear results
- HASVE GENUINELY COMMITMENTTED AND PASSION ONATE
-Pperseveringein the face of despite difficulties;y
-Cconsumed by passion to accomplish the task at hand.
- DECISIVE
-Able to quickly assess a situation quickly With sharp assessment of situation and actsexpeditiously, albeitbut also prudently;on things with speed and prudence
-Aable to take and manage on risks.
- INNOVATIVE
-Oopen and welcometos new ideas;
-Willing to try new ways of doing things, as well as; new strategies and approaches;
-have thirst for continuing learning / A good and eager learner;
-TTacklesing problems that challenge one’s values;
-Willing to go beyond not limited to one’s comfort zones.
- SENSITIVE and RESPONSIVE TO NEEDS
-Llistens well and empathizes with people;
-Mmaintains direct contact withto communities to ensure relevance to realities on the ground.
- CONSENSUS BUILDER /
TEAM PLAYER / PARTICIPATORY / EMPOWERING
-Gets others involved; Mobilizing the involvement of others
-Uses tTeam leadership in a multi-stakeholder setting;
-Able to harness the expertise and resources of stakeholders;
-Put Vvaluesto relationships
-Flexible
-Process / people - oriented
- INCLUSIVE
-Motivated to lead out of a from one’s sense of her/his values and the
inclusion of the values of others;
-Sharesing the group’s vision with others and testsing it againstwith competing views;
-Does not discriminate against people;
-Open-minded / tolerant ofto diverse views
-Exudes charisma / inspires people to work together.
- HUMAN SENSITIVE TO THE HUMANITY OF ALL PEOPLE
-Rrecognizes the contribution of both sexes;men and women
-Pprovides equal opportunity to for both men and women.
-Sensitive not only to gender but as well as to age, religion, ethnicity, color/race, ideology
- ARTICULATE
-Able to synthesize information and articulate it in a simple and useful form;
-Clarifies issues
-Able to communicate to different stakeholders
- PRACTICES ACTION – REFLECTION
-Nnurtures the habit of maintaining quiete moments for reflection;
-Able to identify lessons / learnings from one’s experience
-Able to abstract and share the lessons from one’s experience
-Aable to recognize mistakes and willing to make amends
- ARTISTIC
-makes use of traditional culture e.g. dances, songs, poetry, local products as means to communicate ideas and buildsolidarity
- HUMBLE
-unconcerned with personal aggrandizement
-forgiving ofto others’ mistakes
-recognizes one’s mistakes and willing to make amends
-accepts one ‘s limitations;
-accepts that we cannot do everything
- WITH IMBUED WITH INTEGRITY
-has high moral standards / principled
-just and fair
- LEADS AWITH SIMPLE and HEALTHY LIFESTYLE
-Mmanages time efficiently / balances work and family concerns;
-Kkeeps self physically fit through exercise, a healthy dietfood, and creative breaks;
-Eschews devoid of wasteful and extravagant lifestyles.
In a nutshell, one NGO leader describes a picture of a good NGO leader as someone with well-proportioned HEAD (wisdom and knowledge), HEART (values, spirituality, relationship) AND HAND / LEGS (skills and expertise).
The 15 qualities mentioned above can be used in developing a personal leadership growth monitoring tool. Such a tool can help leaders to identify areas for improvement. Not all qualities may be internalized by the leader but through constant self-assessment and peer feedbacking, the leader can work towards improving on qualities she/he needs to further develop to become more effective. The determination of which qualities that hasneed to be honed shall be based on the personal assessment of the leader. The degree of importance she/he ascribes to of such qualitiesy cannot be standardized since this assessmentit depends on the leadership initial endowments of capacities and qualities that the leader already has as well as on of the leader and the context iupon which the leadership role wouldill be exercised.
III. Tracing the roots of involvement and leadership in NGO work
Tracing the roots of NGO involvement of Asian NGO leaders yields insights on how the next generation of leaders, or second-liners could can be developed. of diverse cultures, ideas, and experiences across the region and spanning generations will provide us rich insight on how to develop second liners. By identifying the roots of their involvement, we canIt can alsohelp create towards building athen build mechanisms to nurture those roots so that new leaders will emerge.