Population Leadership Programme (PLP) Leadership Framework
The PLP Leadership Framework was designed for application within global health programmes of the U. S. Agency for International Development (USAID), the Federal Agency charged with providing humanitarian and development assistance around the world. The client context is multicultural, and distributed, with offices in Africa, Asia, Eastern Europe, Latin America, the Near East and Washington, DC. An important challenge for the client is to move forward complex development efforts through partnerships with other organisations and donors in the context of an often unstable international environment.
PLP's leadership framework draws upon the insights of theorists in transformational leadership. Key assumptions underlying the model include:
Leadership is based on self-awareness and personal commitment. Leadership begins with our values, beliefs and commitments and the hopes we hold for ourselves, our communities and for future generations. Through our relationships with others, we form communities that move our shared aspirations into the realm of action for improved health.
Leading is about action, not position. When we think about leaders, we tend to think about powerful, famous people. Yet, standing with every hero are citizen-leaders who work outside the spotlight to make the world a better place. These leaders, whether they work in politics, business or health, form the backbone of every forward movement and every organisational success story. Without them, our heroes stand alone.
Leading involves a balance between our interdependence and our diversity. No one individual, organisation, or discipline holds a monopoly on the truth. Collaboration is necessary, yet carries the risk of homogenising our differences in favor of expediency, suppressing creativity and learning. It is critical that we find sources of common ground, while protecting minority views and allowing space for productive forms of conflict. More and more, we achieve our goals for healthy communities by working in diverse groups.
PLP's leadership framework draws upon the insights of theorists in transformational leadership. Key assumptions underlying the model include:
Leadership is based on self-awareness and personal commitment. Leadership begins with our values, beliefs and commitments and the hopes we hold for ourselves, our communities and for future generations. Through our relationships with others, we form communities that move our shared aspirations into the realm of action for improved health.
Leading is about action, not position. When we think about leaders, we tend to think about powerful, famous people. Yet, standing with every hero are citizen-leaders who work outside the spotlight to make the world a better place. These leaders, whether they work in politics, business or health, form the backbone of every forward movement and every organisational success story. Without them, our heroes stand alone.
Leading involves a balance between our interdependence and our diversity. No one individual, organisation, or discipline holds a monopoly on the truth. Collaboration is necessary, yet carries the risk of homogenising our differences in favor of expediency, suppressing creativity and learning. It is critical that we find sources of common ground, while protecting minority views and allowing space for productive forms of conflict. More and more, we achieve our goals for healthy communities by working in diverse groups.
Source
PLP Leadership website (no longer accessible).
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