A new approach to leadership

Barbara Kellerman, a lecturer in Public Leadership at the Har­vard Kennedy School and a famous author, recently called for a new approach to leadership studies and practices in an industry worth billions of dollars. Kellerman advocates a scientific approach and in a recent webinar for the International Leadership Association, she decries the fact that “leadership is not treated as a profession or even a vocation but merely as an occupation, taught quickly and casually”.

 

The industry is also expanding in emerging countries like Nepal with more leadership practitioners and an increasing number of training programs. Recently, Rice University in the US partnered with Leadership Academy Nepal to provide an execu­tive leadership training for CEOs and other senior executives.

 

But it is also important to think of leadership from a different perspec­tive, as a tool to develop the poten­tial of those at the bottom of society.

 

In Nepal, there is a small minority of students with access to elite schools who come from financially secure backgrounds, speak good English and have dreams to attend top colleges around the world.

 

Then there is a vast majority of youths attending public or mediocre private colleges. Among them, there are a few who are always on the lookout for opportunities for self-de­velopment. They should be praised for their effort and willpower to keep exploring. Yet most students in this category are not motivated to face challenges. Nor are they driven by a positive ambition.

 

And then there is another big cat­egory of youths who do not even think about going to college but rather about finding a precarious job in transport or other ill-regulated sectors. If you live in a constant state of vulnerability, for example, if you belong to a historically marginalized group, if you are a poor woman in a patriarchal society or if you live with disabilities, simply getting by every day could be a challenge. While there are exceptions, the vast major­ity of vulnerable youths are stuck, with constant pressure and fading hope for a better future. There are no easy solutions to turn the tide.

 

The state, with its three tiers of government, has a duty to offer better options to these youths. The private sector can also do its part by rolling out employability skills. Marginalized youths can defy odds through sheer resilience, strength­ened by their daily struggles. But we might need a different, more purpose-driven leadership, one that inspires, supports and builds the confidence of vulnerable youths.

 

The case of Dan Theengh, a Jawalakhel-based wheelchair basket­ball champion, is an apt example. If provided with the right tools, youths like Dan can thrive and become role models for others.

 

Finding a purpose in life is not easy; it might take years of hard work. It also requires consistent sup­port and a set of leadership practices that focus on the strengths rather than the weakness of youths. Lead­ership practices need to be more rig­orous and academically grounded. They should also be supportive of youths who are left behind. These youths can find exciting interests, and they can develop new skills and achieve amazing goals. More youths like Dan are needed for the develop­ment of the country.

 

A recalibrated mission of lead­ership practices and studies can make a difference. It can be a launch pad for higher social mobility for those youths who are otherwise con­demned to remain at the bottom.

 

Simone Galimberti is the Co-Founder of ENGAGE, an NGO partnering with youths living with disabilities

[email protected]