Leadership and Communication Capacity for National Renewal : Timor-Leste, Year Two - Final Report
In year two, the LCCNR program trained 106 Timorese from three distinct sectors: those working to return the Internally Displaced (IDP); youth; and government officials participating in the National Priorities Program (NP). The sector approach perm...
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| Format: | Pre-2003 Economic or Sector Report |
| Language: | English en_US |
| Published: |
Washington, DC
2013
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| Online Access: | http://documents.worldbank.org/curated/en/2010/01/16278861/timor-leste-leadership-communication-capacity-national-renewal-lccnr-year-two-final-report-october-2008-november-2009 http://hdl.handle.net/10986/12503 |
| Summary: | In year two, the LCCNR program trained
106 Timorese from three distinct sectors: those working to
return the Internally Displaced (IDP); youth; and government
officials participating in the National Priorities Program
(NP). The sector approach permitted the development of more
effective working relationships between leaders, better
retention of the skills and tools as leaders had a reason to
use the skills to address common problems, and offered a new
model of leadership to key Timorese constituencies. The
focus of the LCCNR program was on enhancing the knowledge
and the skills necessary to assess and change (as needed)
the attitudes, assumptions and behaviors of a leader. The
one area that did not receive the attention it required was
what could be called the institutional systems and
processes. A leader needs to be able to translate their
capacity-building experience into making their organization
more effective, managing disputes, relationships and
differing interests, as well as informing others. Any new
leadership training should consider a systems perspective as
well as skills. The LCCNR program has come to a close and in
keeping with our commitment to sharing our learning, this
report is devoted to the lessons learned and includes a set
of recommendations that any similar future program should consider. |
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