Developing Leadership Capacity: From Design to Impact

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Developing Leadership CapacityFrom Design to
Impact

• BBL
• March 1 2006

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Outline

• Introduction to WB support to leadership CD
  interventions Moira Hart-Poliquin, WBIRC
• Lessons learned and evaluation approaches Dorte
  Kabell, Kabell Konsulting, Laura Bailey, OPCFS
• Debate, discussant Ronnie Hammad, AFTKL
• Moderator Mark Nelson, WBICD

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Issues

• why does the World Bank Group get involved in
  leadership development interventions?
• who in the Bank does what?
• are we making a difference and what are we
  learning?

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Rationale

• Leaders have a large causative influence on the
  economic outcomes of their nations Jones, BF and
  Olken B, Benjamin A Do Leaders matter ? National
  Leadership and Growth since WWII (March 2004)
  Quarterly Journal of Economics 120
• The effect of leaders are strongest in
  autocratic settings but much less so in the
  presence of democratic institutions Jones, BF
  and Olken B, Benjamin A Do Leaders matter ?
  National Leadership and Growth since WWII (March
  2004) Quarterly Journal of Economics 120
• Our results indicate that the quality of
  institutions overrides everything else The
  Primacy of institutions Dani Rodrik and Arvind
  Subramanian

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Creating a virtuous cycleCD Leadership -
Governance
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3-level CD framework
Desired objectives
Results Chain
Menu of interventions and strategies to address
constraints
Simple, customized, measurable indicators that
proxy for progress towards results
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Leadership work in the WBG
WBI

• Madagascar Cabinet Retreats, Rapid Results
  Initiatives
• CAR Cabinet Retreats, Rapid Results Initiatives

PREM
OPCS/ LICUS

• Madagascar 3-pronged leadership training IPAC,
  Art of Living, Dean Williams
• Spring out of Governance Paradigm Istanbul,
  Oxford

• East Timor Dean Williams work-shops
• Burundi Howard Wolpe leadership training

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Objective and principles of WBI interventions

• Objective enable leaders to make changes more
  effectively, implement and achieve results

• Principles
• Demand-driven
• Customized
• Client-owned process and results
• Focus on problem-solving, results and
  consensus-building
• National and sub-national leaders government and
  non-government

• Approaches
• Peer-to-peer learning
• Knowledge sharing
• Twinning
• Hands-on learning events
• Practical pilots
• International and local experience and lessons
  learned
• Case-studies
• Evaluations

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Potential opportunities and outcomes

• Opportunities
• Improved access to and deepened dialogue with
  development partners
• Insights into capacity constraints and gaps
• Insights into systemic bottlenecks in
  implementation processes
• Outcomes
• Shared understanding of capacity and
  implementation constraints
• Consensus on priorities
• Common vision and results agenda
• Enhanced problem solving skills
• Improved performance in informed decision-making
  prioritizing and mobilizing across sectors
• Increased confidence in the leadership team
• Improved communication and coordination

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WBI Leadership Activities Examples