Leaders of international humanitarian and development organisations (IHDOs) are part of the global network of actors providing aid to the South Asian countries of India, Pakistan, and Sri Lanka. These leaders steer and support the delivery of essential humanitarian and development assistance to many of the world’s poorest, naturally-triggered disaster and conflict-affected people and their governments. However, the complexity, diversity and instability of the political and operational contexts in South Asia, continue to change and increase, presenting them with many challenges.
The effectiveness of IHDO leadership in capably handling these challenges has been questioned in the literature and in practice. Yet most of the leadership theories lack relevance; not necessarily providing IHDOs’ leaders with the philosophical foundations on which to operate.
This research explores the factors necessary for successful IHDO leadership in South Asia. This cross-sectional study is founded on the epistemology of pragmatism, is based on an extensive review of the literature, uses a mixed methods approach, and applies the explanatory sequential design (an online quantitative survey subsequently followed by a qualitative case study).
The main theories, concepts and definitions of leadership, and professionalism, and their relevance for IHDO leadership in South Asia are discussed, together with the relationship between leadership and management, leadership qualities, leader’s ‘followers’, and the numerous dimensions and influences of culture. An overview of the research locus and the aid sector, and some of the main challenges for leaders working in the sector are presented.
The conclusions explain the implications of the existing leadership theories, and introduce a new, previously non-existent aid sector-specific leadership theory – the Leadership Theory of Versatility, together with six underpinning principles. Aligned to this theory, several methods for its application are proposed, including the use of characteristics, competencies, and attributes necessary for IHDOs’ leaders working in South Asia. The research addresses the existing tenets of professionalism and recommends a new set of aid sector-relevant professional tenets for IHDO leadership. Additionally proposed are how IHDOs’ leaders, and their organisations, can successfully address the numerous influences and challenges that they face, including constant change, increasingly dwindling institutional space, and lack of time to effectively undertake their roles, functions and tasks.
To download the full document click here