INTER-GENERATIONAL, SHARED AND TRANSFORMATIVE LEADERSHIP
Perspective and Approaches
LEADERSHIP AND MOVEMENT BUILDING
Nyaradzayi Gumbonzvanda
Moynihan TNGO Fellow, Spring 2012
INTRODUCTION
Leadership lies at the heart of the YWCA as a movement. This forms the core purpose of the World
YWCA as stated in article of the constitution, name “the purpose of the World YWCA is to develop the
leadership of women and girls for collection action towards peace, justice, peace, human dignity,
freedom, health and care for the environment”. It is in this singular expression that we derive the focus
of this presentation on inter-generational, shared and transformative leadership. This philosophy is
intrinsic in the history and work of this movement.
At the same time, the daily experience of our individual association, the data and information coming
from the 4 year review; our own governance experience, and the place of the YWCAs in the wide
women, youth and faith movements compelled us create a special space in our programme to explore
these values together.
During the quadrennium, we intentionally and consciously started to live these three values of intergenerational, shared and transformative leadership in our training programmes, our public
communications, and public advocacy and other such opportunities. The following are some of the
questions that we have faced:
•
What exactly do you mean by inter-generational leadership? Does this not distract us from the
focus on young women’s leadership?
•
Shared leadership is not easy. How do you do share leadership between volunteer Board and
staff? The old and the young in the movement? Many issues are raised either in whispers.
•
Transforming what? Why transformative leadership when for years we have successfully been
providing the same services in the community?
This short paper seeks to give some broad stroke on perspectives and approaches in response to this
range of questions and challenges.
INTER-GENERATIONAL PERSPECTIVES
Therefore are four and possibly more factors that define and give meaning to inter-generational
leadership:
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1.
Opportunities, recognition and inclusion of women of all ages as leaders, either in policy,
programme or service of the organisation. All women as agents of change in their diversity of age.
2.
Recognising that every issue that affects women has some age specific characteristics, which
defines the dominant aspects and with also age differentiated impacts. For instance, in violence against
women, experience of domestic violence by girls and adult women has different a impact and each of
the women experiencing such violence has different opportunities/capabilities for taking action.
3.
Experience of disempowerment or violation of abuse by one generation has a direct implication
for another generation. If girls are denied access to education this has implication for personal
empowerment as an adult woman vis-à-vis.
4.
Mentorship and inter-generational solidarity.
5.
succession planning for long term social transformation must be embedded in intergenerational leadership for sustainability.
By its name, the Young Women’s Christian Association is inter-generational by its character and identity.
The name implies that this is a space for young women; a place for women, a place for close association
and collaboration and guided by value set. A reflection of women in the scriptures reveals the same, i.e.
Mary, the mother of Jesus, a young woman visiting with Elizabeth, an older woman. The story of Naomi
and Ruth is always referenced for such woman-to-woman, inter-generational solidarity in face of life’s
adversities.
The purpose of the World YWCA is stated in a way that affirms the inter-generational character of
leadership with its reference to “women, young women and girls” and also to the solidarity in action
through its expressive reference to “collective leadership”. The world movement’s constitution was also
amended to include a 25% of young women representation on the national Board. This aspect included
in the Standards of Good management and accountability and a substantial condition of affiliation
shows the seriousness with which this movement takes its focus on inter-generational leadership.
It is symbolic that during the International Women Summit, the World YWCA will be giving its first ever
Mary Robinson award. A grandmother, a former head of State, former High Commissioner of Human
Rights affirming giving her name to this value and recognising both the individuals within the movement
and outside, as well as the YWCAs applying this value. If this Award is to be given in perpertuity this will
be one practical way of translating this value that contributes to movement building.
Apply inter-generational leadership demands that we adopt approaches, methods of work and
methodologies that go beyond the legalistic and administrative arrangements. The following are some
of the ways in which inter-generational leadership can be fostered:
•
in any event, gathering, meeting, always ask the question, Which generation is not represented
and why? Take the necessary steps for inclusion as leader reaching out, resourcing and enabling. This
requires listening with empathy and also taking of practical action.
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•
Create safe and empowering spaces for inter-generational conversations/dialogues that enables
a navigation of issues across generations; an affirmation of the realities of each perspectives and a lifting
of the other generation in finding solution. This also helps levelling the conversational plan and
positively deals the power dynamics either defined by positions, by culture and other factors.
•
Adaptation as leaders to the need of various generations. Dedicate quality resources as leaders
to support that generation that may not be able to be self-supportive. Often older citizens may require
practical support with participation, while the younger woman and girls may have the energy but not
sufficient time or financial resources to enable participation; while middle aged women may be
balancing work with child care etc. inter-generational approaches enables these sensitivities to be
integrated into programmes.
•
Messaging as leadership should speak to all generations within the movement and beyond. As
leaders, once you adopt an inter-generational approach you then seek to go beyond the message that
addresses the needs of one generation.
SHARED LEADERSHIP
This is the most sensitive and complex aspect of leadership. Every woman who is a leader should seek to
explore her skills, competencies and knowledge on shared leadership since it lies at the heart
effectiveness, success and quality delivery of programmes. In an organisation and a movement like the
World YWCA, we have to continue to all strive for shared leadership in essence, on a daily basis and in
all that we do.
The following are some of the questions that we have encountered in many ways include the following:
1.
How can there be mutually supportive, empowering and enabling leadership shared between
the voluntary Board and paid/voluntary staff.
2.
How can Board President/Chair and General Secretaries/Chief executive have complimentary,
collaborative and shared leadership for the best interest of the organisation, mutually supportive and
recognising the governance/management boundaries?
3.
How can shared leadership be experienced within the staff team in a way that each of the
members of the organisation feels valued, respected and their contributions taken into account without
necessarily negating management responsibilities of the leadership and especially the General
secretary/Leadership.
4.
What are the ways of shared leadership within the board in a way that all members are
empowered, feel and know they are part of the decisions of the organisation and still are respected for
voicing an alternative or unpopular position within the organisation?
5.
How do we do shared leadership with the individual members of the YWCA? What are the tools
and approaches we have as leaders to ensure that we continue to build on the issues critical issues of
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the movement, how do we draw on the experiences, knowledge and expertise that exist within and
equally remain prophetic and inspirational?
The YWCA’s identity has a strong message about the meaning and value of the movement. It means we
build on collaboration, working together, sharing resources and expertise for a common goal. The
purpose of the World YWCA specifically speaks to “collective power” of women and girls. There can only
be collective power for influencing, for quality delivery of services, for deeper outreach and for change
in our societies if we experience shared leadership.
The notion of shared leadership is the bedrock of modern notions of democracy and rule of law. It
recognises the separation of powers within the state between executive, the legislature and the
judiciary; it recognises shared space of multiple views through promotion of multi-party democracy, and
succession management through elections and term limits. These are the same principles that are
contained within the World YWCA Standards of Good Management and Accountability (SGMA).
It takes a conscious decision and application of various practical tools for YWCAs and individual women
to exercise shared leadership, and enjoys the benefits, an enriching and fulfilling experience. The
following are some of the possible approaches that can be applied:
•
Ensure that the organisation’s constitution contains specific commitments to elements that
foster shared leadership, and such these constitutional commitments and guidelines are adhered to,
applied and reviewed periodically.
•
Establish a strong governance management culture that builds on an empowering approach
within the board and also in the relationship with individual members.
•
Establish a positive Board chair/chief executive working relationship including bilateral
opportunities for reciprocal feedback and support, while respecting the roles for each.
•
Cultivate a deep sense of self awareness of own skills, competencies and limitations as a leader.
Shared leadership means an acceptance ability to give and receive critical feedback and also engage in
crucial conversations.
•
Applying shared leadership is also associated with inter-generational leadership as each leader
reaches out always to generation ahead and behind oneself in the chain of learning and mentorship.
•
In exercising shared leadership effectives ness is achieved through the experience of collective
influence which goes beyond positional power. Shared leadership is ensuring and intrinsic, while
positional power is usually more instrumentalist.
TRANSFORMATIVE LEADERSHIP
The notion of transformative leadership derives from an understanding that we have to address the root
causes and the underlying factors that create inequalities, disempowerment or women’s lack of
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enjoyment of their human rights. It is a notion of leadership that is rooted in human rights and long
lasting results. The YWCA has a history of over a century and a half, since 1884, through which the
women leaders have been at the centre of the critical analysis and institutional changes in communities,
countries at the global level.
It is well documented that the YWCA Women leaders, together with other such as WILPF, were at the
centre of the anti-war lobby during both the first and second world wars; spent countless hours in the
corridors lobby for inclusion of non-discrimination as a ground of sex in the founding United Nations
Charter for Human rights; lobbied intensively for the establishment of the UN Commission on the Status
of Women; UNIFEM and now UN Women.
The YWCA women leaders have not only shaped the institutions but also the normative space for
women’s empowerment and rights and joined hands with others for the development and adoption of
the Declaration on Violence Against women; the Convention on the Elimination of All Forms of
Discrimination Against Women (CEDAW) and most recently the series of UN Security Council Resolutions
such as Resolution 1325 on women, peace and security. Women leaders in the movement have offered
their leadership including Mildred Persinger, who chaired the first International Women’s Conference in
Mexico and Dame Nita Barrow who chaired the 3rd NGO Forum of the Nairobi Women’s Conference. I
therefore accepted the nomination for consideration for UN Women position in the full knowledge and
understanding that I walk in the footsteps of generations of transformative leaders.
This global narrative repeats itself in communities, at the national and regional levels and other spaces
in which the YWCAs exercise their leadership and influence.
There are a number of factors that determines whether leadership is transformative. These include the
following:
•
A commitment to transform the underlying social, economic, political, cultural and other factors
that sustain the subjugation, discrimination an disempowerment of women.
•
A recognition that achieving the substantive and systemic changes demands a reform,
transformation of institutions, policies, norms, behaviours and attitudes, and therefore taking a robust,
visible and articulated position to make this change happen.
•
An understanding that for change to happen it takes more than positional power, but requires a
reach to wider scope of influence, power of knowledge, negotiation, advocacy and other skills.
•
A commitment to partner, collaborate, engage, ally and coalesce with others in an intentional
ways towards achieving the goals. Transformative leadership recognises the values of shared knowledge
and skills.
•
Transformative leadership listens to the voice of the other including one’s own adversaries. As
often said real change does not happen if we remain in the comfort zones “preaching to the choir”, but
demands of us to be daring, and speak truth to power in a way that enables us to continue and remain
on course.
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In conclusion, the above reflections are more broad to certain the frame for our discussions and sharing.
There is extensive knowledge and experience in the movement that we seek to build on. I hope to build
on this experience, research and analysis to develop training or orientation materials and tools for
leaders in the movement and beyond.
SPECIFIC RESEARCH PURPOSE
The purpose of this study and review is to contribute to the body of knowledge and practice related to
leadership quality and impact. The last few decades have witnessed a strong call for women in
leadership and decision making, accompanied by a critique of the quality of leadership and nature of
relationship of women in leadership and others. In the practice and experience of the YWCA movement
as an example, this is an issue that is echoed in the daily governance of the organisation across the
world. The main purpose of this work there is to:
Contribute to my skills and knowledge a leader so that I can have deeper insights for
effectiveness on my leadership.
Form the basis for improving on quality coaching and mentorship programme on leadership for
young women.
provide quality academic knowledge for further development of the leadership training for
global and transnational organisations especially those advancing women’s rights.
Provide quality guidance to the development of materials that my organisations seeks to
produce on leadership.
RESEARCH QUESTIONS
Intergenerational Leadership
1.
What are the dimensions of inter-generational leadership?
2.
What are the existing approaches and tools used for enabling leaders of various age groups or
generations to space and co-lead?
3.
Define and explore some of the perceptions and attitudes of young women towards leadership
of older women and vice versa?
4.
To what extent can inter-generational leadership approaches affect quality and influence of a
leader?
5.
Provide any literature on inter-generational leadership?
Transformative Leadership
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1.
Define the difference between leadership impact and transformative leadership?
2.
What are the competencies necessary for a leader to be defined as transformative?
3.
What are some of the structural and attitudinal challenges that affect the potential of
transformative leadership?
4.
What are some of the existing measurement, or evaluation tools for assessing transformative
leadership?
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