By academic staff members of the Manchester- Melbourne Masters in Leadership in Development
The leadership deficit in development research and practice
The development sector is a unique field that aims to facilitate social, cultural, environmental, economic, legal, and political transformations to enhance the quality of life both globally and locally. Despite its broad scope and the involvement of various actors, there is a tendency to narrowly focus on international players. This reflects a wider perception of international development as a marginal space for ‘charity’, with a noticeable decline in efforts by international actors to impact the most vulnerable members of society. Even within this limited perspective, there is an urgent need to address the persistent issue of effective leadership in the field.
The ‘leadership deficit’ has long been identified as a critical gap in the sector and continues to hinder its progress. For example, in August 2024, over 200 Save the Children International (SCI) staff wrote a letter expressing a vote of no confidence in the organisation’s leadership. This was in response to plans for mass layoffs of staff and a projected budget shortfall of $15-20 million. The consequences of these decisions on both staff and the populations they serve are significant, and unfortunately, SCI is not an isolated case in the development field. There are numerous examples around the world including Global South emphasising how ineffective leadership impacts on the development sector.
Addressing the problem through research
Merely recognising leadership challenges is not enough; urgent efforts are required to understand these issues, their impact on development, and potential solutions. This calls for the creation of a research agenda on leadership for development, including systematic data collection and high-quality analysis. While much scholarly attention has focused on political and business leadership, sustainable development requires a broader focus on leadership across diverse contexts. This is crucial as many development organisations and communities identify leadership deficiencies as a significant barrier to progress.
Research findings in this area could inform policy, practice, and the capacity-strengthening of leadership for development. Since 2018, leadership and development experts from the Universities of Melbourne and Manchester have been working to untangle the complexities of leadership by building a collaborative and interdisciplinary research agenda. The teams have held two in-person workshops, one in Manchester (2023) and another in Melbourne (2024), along with several online workshops and discussions.
Collectively, this research group has contributed to the emerging field. For instance, Violeta Schubert has published a book titled Leadership and Organisational Culture in Development: Challenging Exceptionalism, which explores the impact of organisational culture on leadership in development. Similarly, Lesley Pruitt is advancing more inclusive, gender-equitable, and intergenerational approaches to leadership for peace and justice, as seen in her article Prospects for Intergenerational Peace Leadership: Reflections from Asia and the Pacific. Natalie Cunningham has examined leadership and resilience within the development sector, while Jaco Renken‘s research focuses on the intersection of digital leadership and development.
Shirley Jenner’s recent work explores pedagogies for leadership development in higher education, with an emphasis on student empowerment. Denisse Rodriguez’s Focus on environmental and ecological governance and their intersections with leadership at the local level, while Rory Stanton’s participatory approach to development could enhance leadership for development. Finally, Matthew Mabefam’s research on decolonising development and incorporating diverse cultural knowledge is particularly valuable for advancing leadership in this field. Together, our studies provide significant insights into leadership in the development sector.
Gaps that require urgent attention
Despite these contributions, critical gaps remain in the understanding of leadership within the development field. Development work occurs within a complex and ever-evolving landscape, where leaders face distinct challenges. These include navigating cultural sensitivities, managing diverse stakeholders, and ensuring sustainable outcomes. Ethical dilemmas, power dynamics, and global contexts further complicate the leadership landscape. Without a nuanced understanding of effective leadership strategies, progress in the development sector is hindered. Therefore, expanding scholarly attention to leadership in development is essential to bridge these knowledge gaps.
A research agenda for leadership in development
In our efforts to prioritise interdisciplinary academic research and teaching on leadership for development, several key themes have emerged from our collective workshops:
- The role of gender and diversity in leadership
- The importance of ethical leadership in promoting sustainable development
- The localisation and decolonisation of leadership in development
- Leadership and ecological and environmental sustainability
- Addressing injustices through leadership, and correcting omissions and wrongdoings
- Leadership within communities of practice
- Leadership and the resilience of individuals, organisations, and communities
- The intersections between digital transformations and leadership
These themes aim to contribute to untangling the leadership challenges facing the development sector.
The way forward
It is crucial to develop education and training programmes that equip current and future leaders in the development field with the necessary skills and knowledge. This is why the partnership between the Universities of Melbourne and Manchester to offer a fully online Master of Leadership for Development is essential. This programme draws on the expertise of contributors who have researched leadership in development and includes case studies, simulations, and practical experiences in leadership development. Addressing the global leadership deficit in the development sector also requires collaboration and knowledge-sharing among researchers, practitioners, and policymakers.
Authors:
University of Manchester
University of Melbourne
Note: This article gives the views of the author/academic featured and does not represent the views of the Global Development Institute as a whole.
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