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LEADERSHIP ORGANISATIONNEL ET HUMANITAIRE

LEADERSHIP ORGANISATIONNEL ET HUMANITAIRE

Articles on : Organizational and Humanitarian Leadership (French & English) since 2017.

HUMANITARIAN LEADERSHIP: Particularity of HUMANITARIAN LEADERSHIP to other types of LEADERSHIP.

1. Objectives

The main purpose of our topic is to show the peculiarity of HUMANITARIAN LEADERSHIP comparatively to other types of LEADERSHIP. This difference once understood can help anyone working in the humanitarian field to apply the key elements of HUMANITARIAN LEADERSHIP in their field activities. In the same way this understanding makes it possible to better develop certain skills useful to the profession of Humanitarian. One question to answer is this one: What is HUMANITARIAN LEADERSHIP different from others?

2. Rarity and novelty of HUMANITARIAN LEADERSHIP

Leadership is one of the most researched areas of research in the business world. It has ramifications depending on whether we are in politics, commerce, conflict management, entrepreneurship, education, medicine, etc. At the same time, with the conflicts and disasters that have led to the increased need for prevention and response interventions new need of efficient humanitarian leadership has born. Quickly, it has been perceived that the world needs leaders capable of furniture these humanitarian actions. This "emptiness of leadership" must be filled by HUMANITARIAN LEADERSHIP.

Accumulated empirically over several years in conversations with aid workers around the world, the findings of the ALNAP State of the Humanitarian System report (Harvey et al., 2009) confirmed the seriousness of the problem: the lack of Effective leadership was described by humanitarians as one of the major challenges to humanitarian action. A few years behind the private sector, many aid and development agencies have now begun to invest in leadership, through leadership development programs, by developing competency frameworks, and ordering reports (eg Featherstone 2010, Hochschild 2010, PIA and CCL 2010).

3. Understanding HUMANITARIAN LEADESHIP

Is humanitarian leadership different from leadership in other sectors? All recent research has shown that while many of the qualities that effective leaders possess are not unique to the humanitarian sector, it is the context in which they are deployed that is unique. A very distinctive element comes first: working with people in distress, making decisions that will affect lives and livelihoods in a fluid situation and from incomplete and ambiguous information, often in a dangerous environment , with a wide range of different actors, some of whom are likely to oppose the humanitarian effort, while being under pressure to act quickly.


In short, the quality of the beneficiaries and the context in which they are found during humanitarian interventions. While the other leaders focus on traders, teachers, accountants, local leaders, religious, students, researchers, etc. ; HUMANITARIAN LEADERS deal with IDPs, refugees, homeless people, natural disasters, wounded armed conflicts, etc. At first glance, they deal with people who are not only socially affected, but also psychologically out of their normal situation and this is due to crises, conflicts, painful events, etc.

4. A focus on beneficiaries
By focusing on the types of beneficiaries of humanitarian action, we return to the cause of their statutes. This leads us right into the context that makes these people what they are during humanitarian interventions. HUMANITARIAN LEADERSHIP faces different types of crises and emergencies. What the leader will do will depend on his ability to understand the local context, the immediate and long-term needs of the beneficiaries and how to get there. In this case, it must be kept in mind that humanitarian work involves human lives (livelihoods, protection of civilians, disaster preparedness and disaster risk reduction, reconstruction and post-crisis rehabilitation).

 

5. Some peculiarities of HUMANITARIAN LEADERSHIP
HUMANITARIAN LEADERSHIP has its own particularities including:

  •  Respect for humanitarian principles: The respect of humanitarian principles is what distinguishes humanitarian action from the activities and objectives of other actors. It is also what makes it possible not to see the humanitarian action as an interference in the internal affairs of a country. While other leaders are not subject to humanitarian principles, the humanitarian leader sticks to it in all his actions. This is still a peculiarity. It must work with attention to neutrality, impartiality, humanism and operational independence.
  • Coordination of actions: It has been shown that in many situations, a single kind of intervention cannot meet the needs of affected populations. The same affected populations may need shelter, water, food, protection, medicine, documents, etc. It is here that humanitarian action requires an existing capacity for intervention and coordination at the national level to meet the needs, in accordance with the humanitarian principles, and this, because of the scale of the needs, the number of involved, the need to implement a more complex multi-sectoral approach, or other constraints affecting the ability to respond to needs and respect humanitarian principles.
  • A good risk analysis: any humanitarian action is inseparable from its risks, which can vary from one environment to another, from one culture to another, from actors involved to others, the time that will last action, precedents, local interests, local politics, etc. It is here that the HUMANITARIAN LEADER must weigh the consequences of its action on the security of beneficiaries and programs before any implementation. The principle of "Do not harm " takes on its importance.
  • Possession of special qualities: Although leaders have qualities, that of the Humanitarian field presents its higher requirements. Good field leadership requires many qualities. (See our article on the qualities of a good leadership on the same site including: http://humanitaires-vivre-pour-une-humanite.over-blog.com/2019/05/humanitarian-leader-required-qualities-to-lead-humanitarian-activities-in-the-field.html
  • Decision-making in the face of moral and humanitarian dilemmas: Humanitarian action sometimes comes up against dilemmas, especially when an organization faces the choice between the moral obligation to save lives, and the obligation to respect humanitarian principles. According to a general definition, a dilemma is a situation in which an actor is faced with at least two moral obligations which, first, are of equal value and which, secondly, exclude one another. For example, refusing armed escorts during field movements while the need to act quickly is needed. Delaying actions endangers human lives while stakeholders are bound to the principles. Another example is to reserve the right to distribute humanitarian aid to IDPs in an IDP camp where there are armed people to preserve the civilian nature of IDP camps. The Rwandan crisis was an extremely traumatic experience for the entire international aid system. It was when the critics came that the agencies fed the executioners with the consequence of the "crisis of confidence" of the humanitarian movement. (See: Leader N., The Politics of Principle, The Principles of Humanitarian Action in Practice, London).
  • Putting into practice a code of conduct: In order to improve the quality of humanitarian work on the ground, there has been the codification of several principles in the form of codes of conduct. These codes guide and inspire humanitarian action and can reduce some slippage on the ground as is the general case (Code of Conduct of the Red Cross and Red Crescent, SPHERE Project).

6. Conclusion

 

Focusing on the peculiarities of HUMANITARIAN LEADERSHIP in the face of other types of LEADERSHIP, it comes down to concluding that doing humanitarian work requires not only self-sacrifice, but also requires more qualities. The mastery of the context, the celerity in the interventions requires a concern to save human lives. HUMANITARIAN LEADERSHIP at its level requires good decisions that also consider the risks which depending on their degree depend on several factors. The humanitarian actor must be able to decide and act even when the time allotted is very small. In order to do better and given the complexity of the needs that arise during armed conflicts or disasters, humanitarian action requires coordination of actors in assessments, response and monitoring.

See the same article in French at : http://humanitaires-vivre-pour-une-humanite.over-blog.com/2019/05/humanitarian-leadership-particularity-of-humanitarian-leadership-to-other-types-of-leadership.html

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Mohsin 02/03/2020 07:42

Good Article...

Dr. Patrick Girukwayo (PHD) 02/03/2020 07:48

Thanks you dear EXPERT !

Dr. Patrick Girukwayo (PHD) 02/03/2020 07:47

Thanks you dear EXPERT !

Mohsin 02/03/2020 07:42

nice blog

Dr. Patrick Girukwayo (PHD) 02/03/2020 07:48

Thanks you dear EXPERT !

Dr. Patrick Girukwayo (PHD) 02/03/2020 07:47

Thanks you dear EXPERT !