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Social Impact Multipliers:

Leadership Development for


Indian Social Sector Delivering High Impact.

Leadership Development for Indian Social Sector 1


Social Impact Multipliers:
Leadership Development
for Indian Social Sector
ABOUT THE
REPORT
T
he Indian development sector has witnessed
unprecedented evolution and growth in
the last decade. While people have always
been at the centre of this growth, nurturing of
organisational talent and leadership development
continue to remain a significant need across the
sector. Investing in nurturing exceptional leaders
for the sector is critical to drive transformative
impact. However, there is not much evidence
captured around leadership needs in the social
sector, success measures or challenges in the
Indian context. The Bridgespan Report (2017)1
was probably the first attempt towards studying
leadership development among Indian Social
Purpose Organisation (SPOs). Taking this thought
further, the Indian School of Development
Management (ISDM) partnered with Sattva
Consulting to carry out a rigorous qualitative
empirical study to gather a deep understanding of
the trends and current experiences of leaders in
India’s social purpose organisations.

This report brings together perspectives on


Leadership Development from senior leaders
and middle management of SPOs, CEOs of SPOs,
funders and ‘enabling organisations' in the
ecosystem. The report provides an analysis of
competencies, skills, and knowledge areas that
leaders deem important and those they actively
seek to develop in order to lead effectively for the
present and future. The study dives into the current
landscape of experiences and challenges SPOs face
in designing and implementing a learning culture
in their organisation, investment and resources for
leadership development, and triangulates the study
findings at the ecosystem level through detailed
analysis of perspectives from leaders, funders and
‘enabling organisations’. The report brings together
these insights to provide recommendations for
funders, leaders of SPOs and key stakeholders in
the social sector space on leadership development
for transformative impact.

We hope this report serves as an actionable


guide to understanding leadership practice in
India’s social sector and helps make informed
decisions on areas of investment, design, support
and resources required to nurture reflective
development professionals and social impact
leaders in the country.

Leadership Development for Indian Social Sector 4


Published by Indian School of Development Management and Sattva in October 2018 Copyright @ISDM & Sattva 2018

Email contact@isdm.org.in, knowledge@sattva.co.in

Website http://www.isdm.org.in/, www.sattva.co.in

Authors Aarti Mohan, Ritu Kaliaden, Abhineet Singh Malhotra, Tulshe Chowdhury and Kanika Kandoi
(Sattva Knowledge)

Production Palagati Lekhya Reddy, Radhika Mitra, Swati Kumari (Sattva Knowledge)

Editors Dr. Aruna Pandey, Suparna Diwakar (ISDM)

Design and Typesetting Bhakthi Dakshinamurthy (design.holyf@gmail.com), Priyanka Narasimhalu

This work is licensed under the Attribution-NonCommercial-ShareALike 4.0 International License:

Leadership Development for Indian Social Sector 5


TABLE OF CONTENTS

ABOUT THE REPORT 04


LIST OF TABLES AND FIGURES 07
ACKNOWLEDGEMENTS 08
LIST OF ABBREVIATIONS 10
GLOSSARY: DEFINITIONS USED IN THE STUDY 11
EXECUTIVE SUMMARY 12
INTRODUCTION: SOCIAL IMPACT MULTIPLIERS 19
METHODOLOGY 22
CHAPTER 1: WHAT DO LEADERS NEED FOR THEIR DEVELOPMENT? 28
CHAPTER 2: CURRENT APPROACHES TO LEADERSHIP DEVELOPMENT 46
CHAPTER 3: LOOKING AHEAD 62
APPENDIX 67
BIBLIOGRAPHY 78

Leadership Development for Indian Social Sector 6


LIST OF TABLES AND FIGURES
Sl. Page
Description of the table
No. No.
1 Lenses to examine social impact leadership encompassing profile of leader and context of organisation 13, 25

2 The leadership attributes framework-four factor leadership framework 14, 26

3 The Top 5 competencies and skills relevant for leaders in SPOs 15

4 The Top 5 most important competencies and skills identified by leaders 29

5 Methods of leadership development considered in the study 30

6 General leadership competencies considered most important by leaders 34

7 Context-specific competencies considered most important by leaders 34

8 General leadership competencies where leaders need support 35

9 Context-specific competencies where leaders need support 35

10 Top 5 General and Context-specific competencies where senior leaders and middle managers need support 37

11 Top 5 General and Context-specific competencies where cross over leaders and social sector leaders need support 37

12 Strategies employed by SPO leaders to allocate resources for leadership and organisation development 50

13 Current Approaches to leadership development 55

14 Suggestions emerging from the study for creating effective networks that can help support leaders 56

15 Areas respondents believe would be useful to learn about, through a structured programme or course 59

16 Top 5 areas of learning in structured programmes identified by leaders 59

17 Structured Learning programmes (categorised as per mode of engagement) currently being offered in the ecosystem 60, 61

18 NGO Sampling information sources 69

Sl. Page
Description of the figure
No. No.
1 Research Plan and Phases 24

2 Top challenges in pursuing leadership development by senior leaders and middle managers of SPOs 32

3 Learning to Lead: Most conducive methods of learning for leaders so far 33

4 Distribution of competencies that senior leaders deem important and where they need support 39

5 Distribution of competencies that middle managers deem important 40, 41

6 Values referred to by leaders as being most important 45

7 Current approaches for learning and development as experienced by leaders through organisation-facilitated and 53
self-initiated opportunities
8 Uptake of structured programmes and courses for leadership development 53

9 a+b Preferred method of delivery of leadership development programmes 57

10 Preferred approach and duration of structured learning programme of respondents who have attended such programmes 58
previously
11 Factors considered important while applying for a structured Leadership Development Programme 58

12 Landscape of leadership development programmes in India 61

13 Background of survey respondents 67

14 Role of respondents within SPOs 67

15 Educational qualification of Senior Leaders and Middle Managers 67

16 Average time spent by survey respondents in the development sector 68

17 Size of the team reporting to the survey respondents 68

18 Sectoral distribution of 30 CEOs interviewed 68

Leadership Development for Indian Social Sector 7


ACKNOWLEDGEMENTS
We are grateful to the following social impact leaders from social purpose organisations, philanthropic foundations, and
enabling organisations, for providing us valuable insights for this study:

Name Designation Organisation

Aakash Sethi CEO Quest Alliance

Abhishek Choudhary Co-founder and CEO Saajha

Akanksha Agarwal Founder and Product Design Lead Tarkeybein Education Foundation

Archana Chandra CEO Jai Vakeel Foundation

Arvind Malik CEO Udyogini

Ashok Kamath Managing Trustee and Chairman Akshara Foundation

Chintan Siriya CSR Lead Eclerx

Dipa Nag Chowdhury Deputy Director MacArthur Foundation India

Dr. Anjaiah Pandiri Executive Director Childline India Foundation

Gautam John Director of Philanthropy Nilekani Philanthropies

Harpreet Bagga Associate Director Dasra

Ingrid Srinath Director Centre for Social Impact and Philanthropy

Jayant Rastogi CEO MagicBus

Kshitij Patil Co-founder and Director Art of Play

Lisa Heydlauff Director Going to School

Malini Malikarjun Project Director & Core Team Member Kaivalya Education Foundation

Mary Ellen Matsui CEO ATMA

Moomal Mehta Founder Crossover Catalyst

Murugan Vasudevan Head, South Asia, Social Innovation CISCO

Navin Sellaraju Country Director Railway Children India

Neeraj Jain Country Director PATH India

Leadership Development for Indian Social Sector 8


Nidhi Pundir Director, CSR HCL Foundation

Niresh Kumar Director, Strategic Partnerships The American India Foundation

Poonam Bagai Founder and Chairman CanKids

Priyaka Nagpal Dhingra Portfolio Advisor A.T.E and Chandra Philanthropic Foundation

Puja Marwaha CEO Child Rights and You

Head – Partnerships and Corporate


Ravichandran Natarajan Tata Trusts
Relations

Rikin Gandhi CEO Digital Green

R.N. Mohanty CEO Sight savers India

Lecturer & Academic Director, EMBA


Rob Sheehan University of Maryland
Program

Sagarika Bose Deputy General Manager, Sustainability Godrej

Sai Damodaran Founder and Chairman Gramalaya

Santhosh Ramadoss Director, India Programs Michael and Susan Dell Foundation

Saurabh Mehrotra Founder Youth Dreamers Foundation

Shamik Trehan CEO Dr Reddy's Foundation

Shilpa Diwakar Director Phicus Social Solutions

Sohini Bhattacharya President & CEO Breakthrough India

Sucheta Bhat CEO Dream a Dream

Sujata Khandekar Founding Director CORO

Surya Prakash BS Fellow and Program Director Daksh Society

Tripti Vyas Program Director, Fellowship Kaivalya Education Foundation

Trivikram Sonni General Manager Azim Premji Philanthropy Initiatives

V.K. Madhavan CEO Water Aid India

Vijaya Balaji Managing Director & CEO Toolbox India Foundation

Vivek Sharma Program Director, Fellowship alumni Kaivalya Education Foundation

We are also grateful to 85 SPOs who have responded to study and helped build this research project for the sector. We extend our
heartfelt thanks to the ISDM family who have supported us in developing and shaping this report through tireless efforts, detailed
comments and discussions on the report. We are grateful to the entire team and leadership at Sattva for their support in reaching out to
leaders, constructive comments, reviews, and discussions that have shaped this publication.

Leadership Development for Indian Social Sector 9


LIST OF ABBREVIATIONS
ADB Asian Development Bank

APPI Azim Premji Philanthropic Initiatives

CEO Chief Executive Officer

CIF Childline India Foundation

CRY Child Rights and You

CSIP Centre for Social Impact and Philanthropy

CSR Corporate Social Responsibility

DSI AP Dasra Social Impact Accelerator Programme

DSI LP Dasra Social Impact Leadership Programme

EPI Environmental Performance Index

FCRA Foreign Contribution (Regulation) Act

HBS Harvard Business School

HNWI High-net-worth individual

HR Human Resources

ICF International Coach Federation

INR Indian Rupee

ISDM Indian School of Development Management

KEF Kaivalya Education Foundation

KIPP Knowledge is Power Program

L&D Learning and Development

MBA Master of Business Administration

MSDF Michael & Susan Dell Foundation

NGO Non- governmental organisation

OD Organisation development

OECD Organisation for Economic Co-operation and Development

PRH Population and Reproductive Health

SAG Self-affinity Group

SDG Sustainable Development Goal

SNM-I Strategic Non-Profit Management-India programme (CSIP)

SPO Social Purpose Organisation

TEF Tarkeybein Education Foundation

Leadership Development for Indian Social Sector 10


GLOSSARY: DEFINITIONS USED
IN THE STUDY

The ability to apply knowledge and skills appropriately in context, informed by


Competencies
universal human values

Leaders who have transitioned from other industries and sectors into the
Crossover leaders
social sector in leadership roles

Used to refer to consulting and advisory, capacity building, training, HR support,


Enabling / Support organisations
talent management organisations in the social impact ecosystem

Funder Refers to philanthropic foundations, CSR funders, Corporate Foundations

Leadership is the ability to envision a new future anchored in universal


human values. In addition, in this study, ‘leadership’ in SPOs refers to a unique
Leadership
mix of different people, in different positions, who lead social change from current
reality to ‘the envisioned future’.

“…organizations where people continually expand their capacity to create the results
they truly desire, where new and expansive patterns of thinking are nurtured, where
Learning organisation collective aspiration is set free, and where people are continually learning to see the
whole together.” - Peter Senge (1990) The Fifth Discipline: The art and practice of the
Learning Organisation

Middle management of an SPO reporting to the core leadership team; largely


Middle managers
involved in programme design, management, and, implementation

Senior leadership Core leadership team of a social purpose organisation (reporting directly to the CEO)

Skills Ability to do/ act/ apply technical knowledge

Term used to describe the development sector encompassing SPOs, funders and
Social sector
support organisations of various kinds.

Leaders who have grown organically into leadership roles while being in the
Social sector leaders
social sector

Umbrella term used for non-profit organisations/ Social Enterprises committed to a


SPO
social purpose.

Transformative Impact Systems and cultural shifts towards enabling sustainable social change

Leadership Development for Indian Social Sector 11


EXECUTIVE SUMMARY
Why we need social impact leaders

W ith 3.3 million Non-Profit Institutions (NPIs)1 employ-


ing over 18.22 million people, supported by contri-
butions from funders, enabling organisations, the govern-
ment, and businesses, the Indian development sector is
one of the largest and most active social economies in the
world3. A sector of this scale and size needs exceptional
leadership to realise appropriate social impact for scale.
Organisational talent however continues to remain a sig-
nificant challenge in the light of the rapid evolution and
growth of the social impact ecosystem. Several recent stud-
ies have indicated the talent and leadership gap as one of
the key factors affecting growth and scale of social sector
organisations.

India has made tremendous progress over the past few de-
cades in terms of economic development, universalisation
of access to education, health indicators, life expectancy,
to name a few, however, there are sizeable sections of the
population that have been left behind in the Indian growth
story. India ranks at 131 out of 188 countries on the United
Nations Development Programme's new Human Develop-
ment rankings for 20164 , placing it in the category of medi-
um human development ranking countries.

In recent years, the circular economy has gained promi-


nence with growing recognition amongst businesses that
linear economic models are unsustainable. Inclusive growth
must not only address poverty, but also deal with aspects
of equity, equality of access and opportunity, generation
of employment and provision of protection to vulnerable
communities in various facets of daily living5.

Social challenges have grown at a disproportionately great-


er pace compared to the rate at which the sector respond-
ed with solutions. For social impact organisations looking to
make a dent in enabling communities to move out of pover-
ty, this entails grappling with well-entrenched systemic and
cultural issues. The inherent complexity of development
work is what makes social impact leadership distinctive and
critical. Social sector leaders increasingly need to develop
their ability to understand and work within this evolving
context of complexity and uncertainty6, given that there
could be multiple, equally intricate and complex pathways
to finding appropriate solutions and scaling impact.

Leadership Development for Indian Social Sector 12


Table 1: Lenses to examine social impact leadership encompassing profile of leader and context of organisation

Leadership Development for Indian Social Sector 13


Table 2: The leadership attributes framework-four factor leadership framework

Leadership Development for Indian Social Sector 14


Table 3: The Top 5 competencies and skills relevant for leaders in SPOs

Leadership Development for Indian Social Sector 15


Leadership Development for Indian Social Sector 16
Leadership Development for Indian Social Sector 17
Leadership Development for Indian Social Sector 18
INTRODUCTION:
Social Impact Multipliers

Leadership Development for Indian Social Sector 19


W
ith 3.3 million social purpose organisations (SPOs) also ranks low at 108 out of 144 countries in the Global
employing over 18.2 million9 people, supported Gender Development Gap Index 2017 released by the World
by contributions from funders, enabling Bank.14 India is among the bottom five nations in the global
organisations, the government, and businesses, the Indian Environmental Performance Index (EPI) list released in
development sector is one of the largest and most active January 2018, slipping 36 places in two years,15 while ranking
social economies in the world.10 A sector of this scale and 116 out of 157 countries on the Sustainable Development
size needs exceptional leadership to realise appropriate Goals Index (SDGs).16 The climate change crisis is affecting
social impact for scale. Organisational talent however the lives of all, relatively more so in case of economically
continues to remain a significant challenge in the light of the vulnerable communities, with strong ramifications on access
rapid evolution and growth of the social impact ecosystem to clean air and water, food, livelihoods, health and security.17
(Bridgespan 2018, McKinsey 2017, SSIR 2018).
In recent years, the circular economy has gained prominence
Several recent studies have indicated that talent in general, with growing recognition amongst businesses that linear
and the leadership gap, in particular, are key factors economic models are unsustainable. Kate Raworth’s
affecting the ability of a social sector organisation to grow Doughnut Economics (2017) maps 9 planetary boundaries
and scale. A 2016 study of 100 leaders from 60 non-profits and 12 social justice conditions within the boundaries of
cited ‘better talent’ as the key challenge to achieving non- which humanity can survive on the planet, underscoring
profit organisational growth.11 In 2015, a survey of C-suite the need to spearhead initiatives for a sustainable future.18
executives by Accion Venture Lab identified human ADB, in its recent publication, ‘Asia 2050: Realising the Asian
resources as the biggest organisational need. Another century’ says that to sustain growth over the long-term,
survey of over 250 non-profits in India in 2017 conducted by almost all Asian countries must give much higher priority
the Bridgespan Group found that recruiting and retaining to inclusion and reducing inequalities—rich/poor, rural/
NGO leaders is most challenging. 40% of respondents of the urban, literate/ illiterate, and along gender and ethnic lines.
same study said that they struggled to attract senior leaders Inclusive growth must not only address poverty, but also deal
for recruitment and retention.12 with aspects of equity, equality of access and opportunity,
generation of employment and provision of protection to
Why we need social impact leaders vulnerable communities in various facets of daily living.19

India has made tremendous progress over the past few Social challenges have grown at a disproportionately greater
decades in terms of economic development, universalisation pace compared to the rate at which the sector has responded
of access to education, health indicators, life expectancy, with solutions. For social impact organisations looking to
and so on, yet there are sizeable sections of the population make a dent in the uphill task of enabling communities move
that have been left behind in the Indian growth story. out of poverty, this entails grappling with well-entrenched
systemic and cultural issues. This inherent complexity of
India ranks at 131 out of 188 countries on the United development work is what makes social impact leadership
Nations Development Programme's new Human distinctive and critical. Social sector leaders increasingly
Development rankings for 201613 , placing it in the category need to develop their ability to understand and work within
of medium human development ranking countries. India this evolving context of complexity and uncertainty,20 given
that there could be multiple, equally intricate and complex
pathways to finding appropriate solutions to scale impact.

The interconnected nature of issues in the social sector


means scalable solutions can be created only when there is
constructive dialogue among three key actors in the solution
space of the social economy — government, businesses, and
civil society. This interface is where social impact leaders
can play a prominent role, as influencers who bring actors
together at the same table, to facilitate a conversation, and
most importantly, to build a compelling shared vision of
change.

Multiple pathways to scaling impact

According to the Bridgespan study (2016), certain


organisations in the Indian non-profit sector scale
through the denominator mindset.ii For instance, Agastya
Foundation21 takes scientific thinking and creativity to the
doorsteps of over 10 million children in rural India and seeks
to spark curiosity in every child in India. Another example
of denominator mind-set is Kaivalya Education Foundation
(KEF)’s work. KEF seeks to transform student learning
outcomes in all 700,000 primary schools in India.22

Leadership Development for Indian Social Sector 20


Certain other SPOs organise around a unit of one even WIs is growing steadily. CSR funding in India has been growing
as they extend their reach to millions. For example, Dr. at the rate of 9% a year and is poised to grow to INR 20,000
Balasubramaniam, co-founder of Swami Vivekananda Youth crores over the next 3 years. Giving by HNWIs has increased
Movement,iii describes how he has never lost sight of the 6-fold, from INR 6000 crores in 2010, to INR 36,000 crores in
organisation’s original inspiration: an elderly woman. SPOs 2016.28 The increase in the quantum of giving has been accom-
such as Swami Vivekananda Youth Movement function with panied by a proportionate evolution and increase in the diver-
the dignity mind-set.23 sity of approaches to funding as well as engagement of do-
nors. With the philanthropic ecosystem becoming increasingly
There are also organisations that scale impact, active over the last few years, there is a perceptible increase in
counterintuitively, by ‘thinking small’, through frugal, size and nature of funding support in the sector.
flexible and innovative approaches, writes Jaideep Prabhu
(2017), in an article on Jugaad Innovation in the Indian non- The ecosystem surrounding SPOs is rapidly shifting paradigms
profit context. Prabhu cites examples of solutions such as of social change and impact. The Indian social sector hence
the ‘chotu cool’,24 or m-Pesa,25 which have the potential to needs strong leaders who can deal with this emergence, en-
positively impact the lives of millions while remaining small.26 gage stakeholders effectively, and take the sector forward
through an approach grounded in human values and princi-
SPOs like MYRADA have been able to scale their impact by ples of collaboration. As funders look to support organisations
nurturing sustainable, autonomous grassroot institutions and approaches that can achieve impact for scale, there is an
ground-up, by creating thousands of self-affinity groups increased need among organisations to nurture and develop
(SAGs) with a firm focus on livelihoods, human rights and requisite resources. There is a need to strengthen organisa-
better governance that is led by these SAGs.27 tional systems and processes, technology and fundraising ex-
pertise, and most importantly nurture people who can lead
This study finds that irrespective of the pathway to scale and manage, engage at a systems level and facilitate appropri-
subscribed to by the organisation, maximising the potential ate development pathways with communities.
of a leader can significantly augment that social impact. The
magnitude and urgency of India’s development challenges In this context, it is pertinent to understand the contours of
necessitates a critical look at developing its leaders, today. social impact leadership. The study attempts to bring forward
insights on existing leadership development practice, needs
Nurturing leaders for sustainable and scalable and challenges in the development ecosystem for concerted
social impact action by all stakeholders.

Even as development aid slowly ebbs away from India, do-


mestic philanthropy by businesses, foundations, and HN-

ii. “If you think of a social-change effort as a fraction, the denominator represents the size of a given social need, while the numerator
exemplifies what a given organization is currently accomplishing to reduce that need” -The Bridgespan Group. 2017. “The Denominator
Mindset for Scaling Social Change.” Stanford Social Innovation Review. Accessed June 2018.
https://www.bridgespan.org/insights/library/global-development/the-denominator-mind-set-for-scaling-social-change.
iii. Swami Vivekananda Youth Movement serves over 2.5 million people, including indigenous population and the rural and urban poor

Leadership Development for Indian Social Sector 21


methodology

Leadership Development for Indian Social Sector 22


METHODOLOGY
O
ur study titled ‘Social Impact Multipliers: Leader­ leadership attributes to influence systems and processes
ship Development for Indian Social Sector’ at the ecosystem level and underlying universal values and
aims to understand the landscape of needs and principles that inform development leadership practice. We
challenges, current approaches and perspectives towards reviewed an extensive global body of literature on learning,
building strong leadership in social purpose organisations. development management, and social impact leadership. This
The study has adopted a mixed methods approach by was supplemented with insights drawn from the Bridgespan
combining a review of existing literature and writing on the report on Leadership Development (2017), in order to create
topic, and insights from primary data collected using both the framework that informs this study (Page 14).
quantitative and qualitative methods.
In the first phase of the study, a perception survey was
Recent research on leadership development in India designed to gather perspectives of senior leaders and middle
has highlighted that inadequate investment in building managers of SPOs on their needs, challenges, experiences,
leadership capacity afflicts a large part of India’s social and areas of support required to enhance their leadership
sector.29 SPOs face a significant gap in next-generation practice in the organisation and sector. CEOs of SPOs at
leadership and that progress depends on founders and various stages of organisational growth (nascent to mature)
funders viewing leadership development as a key priority were interviewed to understand their approach to nurturing
for the organisation.30 Our research study probes further leaders within their organisations.
on these findings and takes a holistic look at leadership
development across the organisation. It aims to provide In the second phase of the study, to incorporate insights on
actionable insights into: leadership and talent in the social sector, in-depth interviews
with philanthropic funders, CSR heads of companies,
(1) Leadership development needs (what): what social and enabling organisations including consulting firms,
impact leaders deem important to their development, talent management organisations, academic institutions
drawing on perspectives from CEOs, funders, and and capacity building organisations, were conducted to
ecosystem organisations, corroborate trends and insights on leadership and talent in
the social sector.
(2) The solution space (how): the landscape of current
approaches to leadership development accessed and The research study was carried out between January and
adopted by CEOs of Social Purpose Organisations, and May 2018.
the nature of ecosystem support available to address
leadership capacity enhancement needs in SPOs.

Further, an analysis of current offerings in the solution space


in conjunction with emerging leadership development
needs in SPOs enriches the insights presented in this
report.

Research Design

Considering the discernible diversity that characterises the


social sector landscape in India, we faced several challenges
in designing and implementing this study: -

• Availability of literature on existing leadership learning


practices
• Theoretical ambiguity on development leadership and
management in the Indian social sector context
• Paucity of data on SPO size, scale and budgets
• Lack of robust data on funding volumes and its percent
age share as support for organisation building
• Lack of a common vocabulary for organisation develop-
ment and leadership in the social sector

A framework was needed which could map the attributes


of social impact leadership across broad-spectrum
leadership competencies, context-specific competencies,

Leadership Development for Indian Social Sector 23


Conducted qualitatve
analysis of interview
responses and trian-
gulated it with survey
responses as well as
literature review.

Figure 1: Research Plan and Phases

Literature review I. The organisational context and Individual profile of


the leader are two key lenses for analysing social im-
Extensive literature review on development leadership pact leadership.
and management, as well as adult learning was undertak- II. 
The leadership attributes framework builds on the
en. This was used to frame key hypotheses on leadership Bridgespan NGO leadership framework and incorpo-
needs, organisational contexts, and learning requirements, rates dimensions of universal value-based ecosystem
and was corroborated with insights derived from primary leadership for driving sustainable social change.
research. A mapping of existing range of leadership cours-
es, programmes, immersive experiences and capacity Organisation context and Individual
building support for ecosystem for SPOs, was also under- Leader Frame
taken. A list of these resources and literature reviewed is
provided in the Annexure 3. As organisations grow in scale and influence, the growth
point of an organisation is germane to the development
Hypotheses building of leaders. There are number of factors like portfolio of
programmes, extent of outreach, number of employees,
Using insights from existing literature, the following etc that determine the growth point of an organisation.
analytical frames were used to inform the primary re- The study however, looks at the financial portfolio of
search: SPOs to form its categories for analysis of organisational
context, due to paucity of reliable data on other factors in
the public domain. Thus, the first lens used in the study is

Leadership Development for Indian Social Sector 24


“organisational context” referring to the financial portfolio identified in 3 categories: Leading Oneself,iv Leading the Team
of organisations, according to which SPOs have been and others, and Leading the Organisation.
categorised into emerging (<10 crores budget), expanding
(10-30 crores budget), and mature (>30 crores budget) to Context-specific competencies — skills and competencies
examine leadership development approaches. required to engage with the intersectionality that is
characteristic of the social sector, diverse stakeholders,
Individual leader domains such as education/livelihood etc., geographies and
cultures. This also includes role-specific competencies or
By virtue of their roles and responsibilities in the organi- technical knowledge and skills required to perform a given
sation, leaders (senior leaders and middle managers) have role or function within an organisation.
the potential to realise organisational outcomes, scale and
social impact. These roles also have a bearing on leader- Values and beliefs — embodied to anchor oneself in, so that
ship development within the organisation. Individual lead- a leader can lead authentically and achieve sustainable impact
er is thus the second lens used in the study, drawing on the
hypotheses that the background of the leader has a sig- Competencies required for leaders to co-create shared
nificant influence on their leadership thinking and devel- visions of change, set direction and influence the
opment. Professionals who have engaged with the social development ecosystem
sector and grown organically into their leadership roles are
referred to as ‘social sector leaders’, while those who move The relevance of the list of competencies was validated and
from the corporate sector to social sector are referred to enriched through interviews with SPO leaders (CEOs, Senior
as ‘crossover leaders’. Leaders and Middle Managers).

Since roles are so fungible within organisations, for the


purpose of this study, we have triangulated the ‘role’ of the
leader in SPOs using 3 different parameters: (a) the role
respondents say they play in the organisation, (b) their
reporting manager’s account of role played by respon-
dents in the organisation, and (c) their professional pro-
file in forums such as LinkedIn. This helped us to clearly
classify senior leaders and middle manager roles within
SPOs for the purpose of this study.

The Leadership Attributes frame

The Leadership attributes frame was developed through


literature review and by building on the Bridgespan
Group’s non-profit leadership framework (The Bridgespan
Group 2017). The framework maps critical attributes of a
leader through a 4-factor frame encompassing:

General leadership competencies — essential


leadership competencies that apply across roles, domains,
and organisation types. These competencies have been

Table 4: Lenses to examine social impact leadership encompassing profile of leader and context of organisation

iv. Leading oneself in this frame engages with questions on “What do I need to Be, How do I need to Think, and What do I need to Do
to create paradigm shifts?” – Sharma, Monica. 2017. Our innate capacities to shift the Paradigm. Pp. 31 in Radical Transformational
Leadership – Strategic Action for Social Change

Leadership Development for Indian Social Sector 25


Table 5: The leadership attributes frame - 4-factor leadership framework

Sampling grant-making), geographical reach, and total number of


employees. (Sampling information sources in Annexure 1).
Social purpose organisations, by structure, design and A further classification into emerging, expanding and mature
operations, are very diverse in nature. In order to include organisations was done across strata.
leaders from a representative sample of organisations
in the sector, a rigorous secondary research exercise CEOs and leaders in the listed 200 organisations were
was undertaken, using SPO data from verified sources contacted by leveraging Sattva and ISDM networks, through
including FCRA Reports, GiveIndia and GuideStar referrals from funders, enabling organisations and other CEOs
databases, organisation websites and annual reports. of SPOs. Senior leaders and middle managers across profiles
200 SPOs were selected for the study through a (crossover leaders/social sector leaders) and organisational
stratified sampling method across various parameters sizes were contacted in-line with the frames of the study.
including age, size (annual budgets), thematic areas
of focus, nature of work (implementation/advocacy/ In addition, a purposive sample of 30 CEOs representative of
the diversity in the sector was selected for interviews in order
to gather deeper insights into leadership development.

In the second phase of the study, in-depth semi-structured


interviews were conducted with 15 heads of philanthropic
foundations, CSR departments of companies, and enabling
organisations including consulting firms, talent management
organisations, academic institutions and capacity building
organisations.

Leadership Development for Indian Social Sector 26


Survey and qualitative research leadership aspiration and approach towards leadership
development and provide actionable recommendations to
A perception survey schedule was developed to gather funders, CEOs, leaders themselves and the ecosystem.
inputs on:
Limitations of the study
• What competencies leaders considered important and
needed support in, In undertaking this study, the following limitations were
• Their current experiences in leadership development encountered:
— both within the organisation and through availing
external support — and preferences for learning, 1. Limited literature on competencies, skills and knowledge
• Challenges they faced in being a leader. required for leadership of SPOs, as well as leadership
development content and processes in the context of
Of the 348 leaders contacted, 200 consented to participate Indian social sector.
in the study. Complete responses were received from
118 of them representing 85 SPOs. In addition, 12 semi- 2. Accessing information on organisations through
structured interviews were conducted with senior leaders web-based platforms for purposes of sampling and
and middle managers of the SPOs to better understand survey meant that the study sample was limited to the
the qualitative aspects of the study. In-depth semi- organisations which had web-presence or featured in the
structured interviews were also conducted with 30 CEOs to databases consulted.
understand their perspectives on leadership development
from their positions as heads of organisations, current 3. Language constraints in administering the primary survey
approaches followed, working models, challenges faced to leaders in rural NGOs remain. However, an attempt has
and their aspirations for the future. The interviews also been made to bring forward challenges of rural NGOs
helped gather insights on the attributes they considered through interviews with CEOs of rural-headquartered
critical to build in their leadership teams. organisations.

One of the insights gained from phase one of the study 4. The study limits itself to non-government organisations
is the critical role of funders and enabling organisations with a defined social purpose. Religious organisations,
in supporting organisational development and role of political groups, schools or hospitals have not been
leaders in social purpose organisations. Semi-structured included in this study.
interviews with 15 funders and enabling organisations
were undertaken to capture their perspectives on,

1. ‘Leadership competencies’ for mission success of SPOs


2. Current approaches to leadership development and
challenges faced by SPOs
3. What needs to be done in the leadership development
space

Analysis

Following the completion of interviews the data was


organised and analysed. The process included defining
terms used and verifying data in case of inherent biases
of situations and contexts. In addition, quantitative data
from the survey was analysed. Data collection and analysis
was a rigorous and iterative process necessitated by a lack
of robust literature on leadership development in Indian
SPOs.

Synthesis

The quantitative and qualitative data were triangulated


during synthesis, following which a series of workshops
were held with experts to share preliminary findings.
Overall, the aim of this exercise was to bring together data
and analysis to provide an accurate reflection of the current

Leadership Development for Indian Social Sector 27


CHAPTER 1:
WHAT DO LEADERS NEED
FOR THEIR DEVELOPMENT?

Leadership Development for Indian Social Sector 28


WHAT DO LEADERS NEED FOR
THEIR DEVELOPMENT?
L eadership in SPOs is a complex coming together of
Competencies, Knowledge and Skills. Leadership
needs evolve based on the role, organisation evolution
historical focus on programmes and participant groups
rather than on organisation development has led to a lack
of attention towards leadership development in social
and ecosystem shifts. They are also determined by the purpose organisations.
leader's purpose, and personal and professional growth.
A leadership development design needs to consider the »»There is a need for senior leaders to focus on building
current needs as well as emergent ones. organisational systems, engaging and collaborating with
key stakeholders and people development.
This Chapter presents the insights drawn from three key »»The role of middle-managers (both in reality and
questions: aspiration) has been confined to delivering programmes,
thus limiting their opportunity to grow as second line
• Is leadership development viewed as being critical to a leaders for the organisation.
social purpose organisation’s journey of growth?
• What are the key competencies, skills, and knowledge »»6 key ecosystem trends influence the competencies and
that a leader needs in the light of the social impact abilities that leaders need for today and for the future.
they want to create?
• How can organisations ensure effective crossover tal- • 
Need for innovative, game-changing approaches in
ent transitions? solution creation

The chapter also presents a comprehensive competency


• Needfor hiring and nurturing new talent within the
organisation
framework for SPO senior leaders and middle managers
and the abilities that leaders deem important and
• Increased engagement with new stakeholders, especially
need support vis-à-vis the outlook of the CEOs of these
with Corporate Social Responsibility entities
organisations.
• 
Need for meaningful collaboration with ecosystem
Key learnings in the chapter: partners like other SPOs, the community, and other
stakeholders to address social challenges with urgency
»»There is overwhelming recognition that leadership
development across the organisations is critical for a Social • Cognisanceof the need to influence decisions and
Purpose Organisation (SPO) to achieve scale and impact enhance sector credibility in the development ecosystem
sustainable social change. Leadership development is
deemed important across the organisation and not just • Needto partner with the government in order to co-
for designated leaders in specific positions. However, a create solutions and reach scale

The top 5 most important competencies and skills identified by leaders

Competencies leaders deem Competencies where leaders Most important contextual and
most important need support ­technical skills

Stakeholder Engagement
People development Ability to deal with uncertainty
(across stakeholders)

Communication and Influence Entrepreneurial mindset Financial management

Strategic thinking Growth mindset Monitoring and Evaluation

Outcome-orientation Conflict resolution Design thinking

Commitment to impact Networking Fundraising

Table 6: The Top 5 most important competencies and skills identified by leaders

Leadership Development for Indian Social Sector 29


»»Talent remains a significant challenge • Crossover transitions at the leadership level are
viewed positively, but ‘incoming’ leaders need to be
• Hiring and transitioning organisational talent at senior levels is better initiated into the complexity and context of the
a constant challenge for CEOs of SPOs specifically with reference sector, the organisation, and its culture.
to compensation, matching expectations, and access to channels
that enable discovery of high-quality talent.

Education: Structured Exposure: Mechanisms that allow Experience: Mechanisms that


development programmes leaders to immerse in relevant offer a chance of learning while
that allow non-profit leaders to contexts and apply their learn- doing on the job through various
develop hard and soft-skills to ings through problem solving in stretch learning, job shadowing
function effectively in their roles real-life situations and similar experiences.

• Degree Education • Learning from Peers • Learning by Doing

• Structured courses and • Simulated learning • Mentoring and Coaching


Leadership Development experiences
Programmes

Table 7: Methods of leadership development considered in the study

Leadership: The organisation context


Voices from the research study:
CEOs recognise that leadership development is
important "People recognise the need for leadership
There is overwhelming recognition that leadership
development and it is not dependent on the stage
development across the organisation is critical for Social
of growth of the organisation."
Purpose Organisations (SPO) to achieve scale and impact
– Shilpa Diwakar, Director, Phicus Social Solutions
sustainable social change. In addition, the study shows that
although there is paucity of dedicated funding for leadership
"We want to scale exponentially while being a lean
development in SPOs, organisations commit resources to
team; to service these aspirations, we need to find
nurture their leaders by finding adhoc funding under other
the right kind of people, collaborate and forge
budget heads. This indicates the commitment and appetite
partnerships to help us achieve our aspirations."
of SPOs to develop leadership.
– Kshitij Patil, Co-founder and CEO, Art Of Play
• Out of 118 leaders from 85 SPOs who took the survey,
52% affirmed that one-on-one mentoring and coaching
was facilitated by their organisations, 67% said leadership
workshops are being run regularly, and in some cases, Most existing leadership
structured programmes have been availed of to support programmes conducted in
leadership development. India have seen consistent
• SPOs commit resources to develop their leaders by way influx of applications
of annual allocation from programme budgets, usage because of increase interest
of portions of unrestricted funding for organisation
development (OD), applying for specialised grants for
in leadership
leadership development, and leveraging pro-bono services
such as executive coaching.

• Most existing leadership programmes (CSIP Strategic Non- Every one of the 30 CEOs
profit Management India, Dasra Leadership Programme,
Aritra Leadership Accelerator Programme, Anubhav spoken to for the research
Lectures Series, Echoing Green, etc.) conducted in India have study, belonging to
seen consistent influx of applications because of increased organisations of varying
interest in leadership development.
ages and sizes, concurred
There is a need to nurture Leadership across the that developing their leaders
organisation
is critical to achieve the
CEOs recognise a need to nurture leaders across the envisioned long-term growth
organisation. A commitment to sustainability of social and scale of impact
change initiatives, as the SPO scales, requires leadership
development at all levels of the organisation including

Leadership Development for Indian Social Sector 30


the leadership emerging from communities. Leadership
development when pursued across the organisation, enables Voices from the research study:
it to achieve scale while being grounded in organisational “Non-profits have operated in a ‘scarcity’ lifetime as-
values and culture. However, SPOs have historically always sumption (‘expect low opportunities, low-salaries, low
focused on development programmes and their participant career growth traded off with high impact’) and this
groups and not on organisation development. This in leads to a residual hesitation among smaller and older
turn has led to a significant lack of attention to leadership SPOs in investing in their leadership. We offer 15% of
development within SPOs. grant amounts for capacity building, but we regularly
see these funds being under-utilised.”
Voices from the research study: - Representative of an International Foundation
“In the next 5 years, we will grow from offices in 2 to 7 “Capacity building and facilitating a second line lead-
cities, while doubling the number of people. To grow this ership needs to be looked at holistically. This cannot
way, we need leadership with the right skills at all levels.’’ be done by one-time training workshops. All non-prof-
- Mary Ellen Matsui, CEO, ATMA its today work with such a sense of vulnerability, most
with no surety of institutional and funding challenges
"As a 1000+ member organisation, “aligning the 3rd and
to come up in the next six months. How do you create a
4th line, building leadership right up to our frontline
sense of stability for social sector organisations so that
functionaries is key to maintaining our innovation quality.”
there is focus on creating sustainable systemic shifts?
- Jayant Rastogi, CEO, MagicBus
By setting up and supporting institutions of stability!”
"As we look to grow horizontally and with depth in all our - Dipa Nag Chowdhury, Deputy Director, MacArthur
programmes, collaboration becomes the key for this scale Foundation
specially with the government. Our leaders have grown “Being seen traditionally as a ‘do-gooder’ sector, tak-
organically in CORO with at least 16-17 years of experience ing time out for leadership development is still seen as
with focus on long term sustainability. We have to develop ‘self-indulgence’ or a luxury”.
leaders from within the communities we work with, in order - Ingrid Srinath, Director, CSIP
to sustain our work and culture.’
- Sujata Khandekar, CEO, CORO “Before scaling up, there is this critical journey of
consolidation that needs to ensue. Capacity build-
ing across all levels of professionals in the organ-
“Half a million children depend on us. We cannot afford isation ensures that this consolidation happens”.
to spend our money on anything else.” This quote by the - Priyaka Nagpal Dhingra, A.T.E & Chandra Philanthropic
head of a leading SPO is reflective of how SPOs grapple with Foundation
maintaining balance between nurturing organisational talent “Most organisations are not fully investing their time
and implementing programmes. Driven in part by an almost and energy in answering the question regarding the
exclusive focus on programme delivery by funders,31 SPOs need for Leadership Development.v”
thus far have had limited bandwidth or budgets to develop - Professor Rob Sheehan, University of Maryland
their organisation.

While there is recognition that leadership and organisational or no resources to leadership development, reflects the
development are key to scaling the impact of organisations, scarcity mind-set that leaders have and face in nurturing
the historical focus on programmes pushes the sector others and themselves within the organisation.
back in many ways from realising this need. Data from
this research shows that programme implementation,
fundraising and last-mile delivery still take up the majority of
senior leadership and CEO time in SPOs.

The issues run deeper…


• The nature of ‘unequal’ relationship between a funder
and an SPO
• The feeling that organisations budgeting for capacity
overheads are often perceived as inefficient
• Reporting mechanisms that have pushed SPOs to raise
number of beneficiaries touched
• Frugal environments that the SPOs are accustomed to
and in many cases expected to work within,
…have a bearing on SPOs capacity to plan and enunciate a
pitch for their ‘internal / organisational talent learning and
development.

The traditional focus on channelising most resources to


programmatic delivery of services to community, and little

v. Interview with Professor Rob Sheehan in April 2018

Leadership Development for Indian Social Sector 31


Opportunities and Challenges for Leadership
Development Voices from the research study:

Lack of time for reflection “Periodically stepping away from the moment and
thinking of the bigger picture is a critical area where
58.5% of senior and middle managers quote lack of time support is needed. CEOs don’t do this enough.”
as the main hurdle to pursuing leadership development. - VK Madhavan, CEO, WaterAid
CEOs and enabling organisations concur that lack of time for “Leaders get into an activity trap, with their entire focus
critical reflection is a significant shortcoming for leadership on 1-2 top programmes. There is very little bandwidth in
development in SPOs. Leadership development literature small SPOs to look at building systems and processes or
points to ‘reflection-on-action’ as a key process of enabling sustaining talent. The entire space of reflective learning
individuals to effectively learn from their practice and evolve has to be enabled for leaders. It makes the difference
as a leader.32 This builds their competence to function well between acquiring a few perspectives and applying it
in complex and uncertain environments.33 However, leaders repeatedly to get better at it. Deep reflection doesn’t
quote how they are unable to step away from routine to come naturally to many leaders in the social impact
reflect on their practice. space. The Artitra Programme designs it through
learning journals, monthly coach meetings, reflecting
Lack of exposure to structured Leadership Development on success and failure every month, and then enabling
the embedding of that learning in the organization.”
Most leaders have grown through the experience of - Shilpa Diwakar, Director, Phicus Social Solutions
implementing programmes and have had (close to) no
“I see the importance of structured learning, but we
exposure to structured leadership development.
observe our partner SPOs not having the time to take
a pause from programme management. Social impact
Conversations with leaders of Enabling organisations
leaders are always running from one funding cycle to
reveal that the sector has developed credible leaders with
the next, one project to the next, without a moment’s
deep thematic area expertise and significant commitment
break.”
to impact. However, building competencies, skills and
- Nidhi Pundir, CEO, HCL Foundation
knowledge such as people leadership, systems and
processes design for sustainable shifts has not been the “We would love to sit together and understand what
norm due to various constraints SPOs encounter. Majority we did well as an organisation, what we missed, what
of the leaders who responded to the survey report that the behaviours we have to change and so on. There is never
practice has been that of learning from experience and from enough time for this.”
their peers rather than structured leadership development - Anjaiah Pandiri, CEO, Childline India Foundation
opportunities.

CHALLENGES FACED BY LEADERS IN PURSUING


LEADERSHIP DEVELOPMENT

N=118

Figure 2: Top challenges in pursuing leadership development by senior leaders and middle managers of SPOs

Leadership Development for Indian Social Sector 32


LEARNING TO LEAD: MOST CONDUCIVE METHODS OF LEARNING FOR LEADERS SO FAR

N=118

Figure 3 : Learning to Lead: Most conducive methods of learning for leaders so far

As can be seen from the graph, overall there is an agreement • General leadership competencies — essential leadership
among senior leaders and middle managers (of both competencies that apply across roles, domains, and
origins – cross over leaders and social sector leaders) about organisation types. These competencies have been
‘Learning from peers’ being the most conducive method of identified in 3 categories: Leading Oneself,vi Leading the
learning for leaders, followed by ‘Learning by doing’ and Team and others, and Leading the Organisation
‘Mentoring/ Coaching’. The majority of leaders report that
their leadership learning has come from peers, reporting • Context-specific competencies — skills and competencies
managers and from experience of working in the sector. The required to engage with the intersectionality that is
data seems to indicate that the existing structured courses characteristic of the social sector, diverse stakeholders,
and programmes are least conducive methods of learning domains such as education/livelihood etc., geographies
for leaders in SPOs. and cultures. This includes role-specific competencies or
technical knowledge and skills required to perform a given
The Leadership Attributes frame— Individual role or function within an organisation
Leadership Competencies, skills and knowledge
• Values and beliefs — embodied to anchor oneself in, so that
This section attempts to understand and frame leadership a leader can lead authentically and achieve sustainable impact
attributes through a common and comprehensive
vocabulary that manifests through 4-factor leadership • Competencies required for leaders to co-create shared visions
framework. These include: of change, set direction and influence the development
ecosystem

vi. Leading oneself in this frame engages with questions on “What do I need to Be, How do I need to Think, and What do I need to Do to
create paradigm shifts?” – Sharma, Monica. 2017. Our innate capacities to shift the Paradigm. pp. 31 in Radical Transformational Leader-
ship – Strategic Action for Social Change

Leadership Development for Indian Social Sector 33


2.1 Leadership competencies considered most important by Senior Leaders and Middle Managers

% of Respondents

Table 8: General leadership competencies considered most important by leaders.

% of Respondents

Table 9: Context-specific competencies considered most important by leaders



• The top five General Leadership Competencies rated by leaders (Senior leaders and middle managers) as critical for them to be able to
lead are: People Development (82.2%), Communication and Influence (81.4%), Strategic Thinking (78%), Outcome orientation (80.3%) and
Commitment to Impact (66.1%)
• The context-specific competencies rated highest by leaders are: Domain specific knowledge (70.3%), working with donors (62.7%);
Working with Partners (61%); Working with Communities (61%)

Leadership Development for Indian Social Sector 34


2.2 Leadership competencies where most support is needed by Senior Leaders and Middle Managers

% of Respondents

Table 10: General leadership competencies where leaders need support.

% of Respondents

Table 11: Context-specific competencies where leaders need support.

• While 90.6% of Senior leaders identify Systems thinking as an important competency for support in the sector, only 38.5%
of middle managers consider Systems think as a competency where they need support.

Leadership Development for Indian Social Sector 35


• Many of the competencies that Senior Leaders and middle 41.5% for middle managers and senior leaders respectively.
managers have placed at top priority for support do not
rank very high in the competency map of importance for - 70.8% of Middle Managers also point to Problem solving as
working in the sector. a competency that they need develop, however, only 38.5% of
middle managers feel that it is an important competency to
For example: work in the sector

- Middle managers and senior leaders point to Ability to deal - On an average 82.2% of all leaders consider People
with uncertainty as the competency where they need most Development as one of the most important competencies for
support (100% and 81.1 % respectively), however the scale of working in the sector. However, only 61% of leaders identify it
importance attributed to this competency lies at 35.4% and as a competency for which they require support.

Leadership Development for Indian Social Sector 36


Top 5 General and Context -specific Competencies where senior leaders and
middle managers need support

Senior Leaders Middle Managers


General Competencies Context – specific General Competencies Context – specific
Competencies Competencies
% of % of
% of % of middle
leaders middle
leaders managers
Competency who Competency Competency Competency managers
who need who need
need who need
support support
support support
Overall
Overall stakeholder Ability to deal
Systems Thinking 90.6 64.2 100 stakeholder 66.2
engagement with uncertainty
engagement

Financial Entrepreneurial Financial


Networking 90.6 58.5 86.2 60.0
Management Mindset Management

Monitoring
Conflict
88.7 Fundraising 47.2 Growth Mindset 76.9 and 58.5
resolution
Evaluation
Entrepreneurial Monitoring and Strategic Design
84.9 45.3 70.8 49.2
Mindset Evaluation thinking Thinking
Design Thinking,
Ability to deal
81.1 Leveraging 45.3 Problem solving 70.8 Fundraising 41.5
with uncertainty
Technology

Table 12: Top 5 General and Context-specific competencies where senior leaders and middle managers need support.

Top 5 General and Context-specific Competencies where cross over leaders and
social sector leaders need support

Cross over leaders Social sector leaders

Context – specific Context – specific


General Competencies General Competencies
Competencies Competencies

% of % of % of % of
leaders leaders leaders leaders
Competency Competency Competency Competency
who need who need who need who need
support support support support

Ability to Monitoring Overall


Entrepreneurial
deal with 65.3 and 49.0 66.7 stakeholder 56.1
Mindset
uncertainty Evaluation engagement
Ability to Monitoring
Conflict Design
57.1 44.9 deal with 65.2 and 56.1
resolution Thinking
uncertainty Evaluation
Entrepreneurial Financial Design
55.1 42.9 Networking 56.1 50.0
Mindset Managment Thinking

Systems Growth
53.1 Fundraising 40.8 54.6 Fundraising 47
thinking Mindset

Problem Ability to Leveraging


53.1 Story telling 53.1 53.0 45.5
Solving innovate technology

Table 13: Top 5 General and Context-specific competencies where cross over leaders and social sector leaders need support.

Leadership Development for Indian Social Sector 37


Competencies considered important and need support in for the senior leaders

% OF RESPONDENTS WHO CONSIDER THE COMPETENCY IMPORTANT


n=53

Source: Leadership Development Survey, 2018


% OF RESPONDENTS WHO BELIEVE THEY NEED SUPPORT IN THE COMPETENCY

n=53 % OF RESPONDENTS WHO CONSIDER THE COMPETENCY IMPORTANT

Source: Leadership Development Survey, 2018

Leadership Development for Indian Social Sector 38


Competencies considered important and need support in for the senior leaders

% OF RESPONDENTS WHO CONSIDER THE COMPETENCY IMPORTANT

n=53

Source: Leadership Development Survey, 2018

Strategic Thinking
Collaboration

Commitment to Impact
Communication and Influence

Program Management

n=53

Source: Leadership Development Survey, 2018

Figure 4: Distribution of competencies that senior leaders deem important and where they need support.

The top areas marked by middle managers as important have some overlap with CEO views but there are several compe-
tencies identified by middle managers which indicate an aspiration to develop skills in order to play a more comprehensive
leadership role (strategic thinking, conflict resolution, design thinking, financial management, etc).

Leadership Development for Indian Social Sector 39


Competencies considered important and need support in for the midddle managers

n=65 % OF RESPONDENTS WHO CONSIDER THE COMPETENCY IMPORTANT

Source: Leadership Development Survey, 2018

% OF RESPONDENTS WHO CONSIDER THE COMPETENCY IMPORTANT

n=65

Source: Leadership Development Survey, 2018

Leadership Development for Indian Social Sector 40


Competencies considered important and need support in for the midddle manages

Strategic Thinking

% OF RESPONDENTS WHO CONSIDER THE COMPETENCY IMPORTANT

n=65

Source: Leadership Development Survey, 2018


% OF RESPONDENTS WHO BELIEVE THEY NEED SUPPORT IN THE COMPETENCY

100

90

80

70

60

50
Outcome Orientation

40
Systems Thinking

30 Project Management

20

10

n=65
Source: Leadership Development Survey, 2018

Figure 5: Distribution of competencies that middle managers deem important

Leadership Development for Indian Social Sector 41


Top competencies for which CEOs of SPOs need The struggle for many leaders
support: in the social sector is when they
Interviews with CEOs highlight the following top
have to make the Founder to CEO
competencies that CEOs felt were critical to them and transition – the hats that are to
required support: be worn to build organisation are
• Succession planning and building the second line of
very different.” - Vijaya Balaji,
leadership Managing Director and CEO,
Toolbox India Foundation
• Stakeholder engagement and fundraising

• Board engagement In a workshop of 50 senior


• Innovative thinking
leaders of Indian non-profits,
Phicus discovered that the term
• Supporting the emotional well-being of people “succession planning” was being
• People development
discussed for the very first time.
– Shilpa Diwakar, Director, Phicus
• Sustaining the vision and culture of the organisation Social Solutions

Data from survey responses and interviews with CEOs


“Earlier, we had 2 kinds of
represented above point to different learning needs for
different categories of Leaders in the sector. This highlights professionals: policy/advocacy
specific implications for topics of leadership development professionals who are adept at
programmes to be designed for leaders.
engaging with policy-makers, and
Deepening understanding on competencies programme professionals, who are
deemed important by leadersvii excellent at delivering programmes.
The following emerge as key insights from interviews as to
But now with our engagement
why leaders deem the above competencies important and
identify some of them as those they need support in. with government to scale impact,
leaders need to understand how to
i. Engagement with new stakeholders, especially CSR.
deliver programmes as well as work
The funding landscape in India has changed over the past 5-7 effectively with government.”
years. Indian philanthropy is slowly diversifying and evolving, – CEO of an iNGO
with increased participation of business, foundations, and
wealthy individuals.34 Even as mandatory CSR is picking up
momentum, development aid is ebbing, re-defining the transform development parameters for scale, for an entire
contours of SPO partnerships with funders. Unrestricted district or State, are being co-created. To this context, non-
multi-year grant funding models are slowly giving way to profits bring in the innovative models for social change and
yearly grant cycles, increased numbers and output-focused government brings in the machinery for infrastructure,
approaches of CSR. Fundraising being one of the critical and scale and sustainability. These long-term partnerships
enduring areas of need as quoted by SPOs, a leader’s ability require skills, time and patience to pilot, demonstrate
in storytelling and communication, influencing funders for proof of concept and continuously engage for impacting
holistic approaches to social change, fundraising through solutions for scale while retaining their alignment with
active engagement, relationship building, outcome-oriented values and the Theory of Change. Most leaders who have
programme design, monitoring and evaluation and impact responded to surveys and qualitative interviews for this
measurements, have been recorded in this study as essential study affirm that navigating government partnerships is a
competencies for a leader to succeed in the contemporary critical competency to hone.
landscape.35
iii. Increased collaborations with other ecosystem
ii. Co-creating solutions with the government as a partner partners to tackle social challenges with urgency

SPO-government collaborations are not new in Indian Given that social problems are deeply entrenched systemic
civil society. Non-profits have partnered historically with challenges, no SPO can solve all problems by themselves.
the government. This includes community mobilisation, Our research study observes widespread recognition
affirmative action, awareness building and delivering among leaders that collaboration with other SPOs, with the
government schemes. Recently however, partnerships to community, government and other stakeholders, is critical

vii. The insights in this section draw from the interviews held with Senior Leaders, Middle Managers, and CEOs of SPOs.

Leadership Development for Indian Social Sector 42


to being future-ready as organisations. Yet, enabling organisa- vii. Nurturing Organisational Leadership
tions have voiced that collaborations are harder to implement.
There aren’t enough documented examples of SPOs collabo- In this study, CEOs, funders and enabling organisations
rating to create sustainable social change with all stakehold- identify the following competencies as being important for
ers. There is a potential opportunity for leaders to significantly organisational leadership development:
influence the ecosystem through meaningful collaborations
for collective impact.36 • leveraging intrinsic strengths (ethics and values,
commitment to impact),
iv. Creating game-changing approaches to scale impact • to build organisational leadership competencies
(outcome-orientation, financial management,
Thinking of scale begins with game changing approaches collaboration, and, people development).
to sustainable impact. The social sector in India has not yet
explored the full potential of technology as a strategic as- CEOs interviewed for the study highlighted that the core
set, especially in areas such as using data to scale, designing team of senior leaders in an SPO play strategic roles in
backbone infrastructure to enable efficient and effective oper- advancing the organisation to achieve envisioned growth
ations or re-imagining solutions that can reach communities and impact. Hence the abilities required by senior leaders
effectively. On the other hand, there is increasing cognisance are 3-fold:
that solutions have to be scalable, sustainable and relevant in
the face of rapidly changing ecosystems. Hence, the ability to • Engaging externally in the ecosystem - working with
innovate, leveraging technology and design thinking, are com- stakeholders
petencies that have come up repeatedly in conversations with
CEOs, senior leaders and middle managers. These are areas • Organisationally - building sustainable systems and
that leaders have ranked high in terms of support required. processes

v. People Development • Internally - building products,37 nurturing people

Leadership talent is a fundamental requirement, and a chal-


lenge in the sector. Respondents are appreciative of ecosys-
tem initiatives helping to increase the leadership talent pool
including fellowships, immersive experiences, and, training
and education programmes. A key area for leadership devel- “Dream-a-Dream aspires to be
opment is in being able to attract millennial talent and nurture the pioneer in this country for
them to be social impact leaders within organisations. This is
also key to enabling the building of leadership across the or-
life skills. We want to make large
ganisation. Among other competencies, this requires organ- scale ecosystem changes offering
isational leaders to have openness to change, focus on peo- understanding on what is holistic
ple development, as well as a focus on personal and career
growth of organisational talent.
education. Our approach is going
to be more in-depth than in terms
vi. Influencing the ecosystem of scale for influencing ecosystem,
With new and diverse stakeholders engaging today in the so-
creating thought leadership and
cial sector and a growing talent pool of crossover leaders, it advocating the same for policy
has become increasingly more complex to arrive at a com- makers. In the light of this, our
mon understanding as well as deepen trust, which is critical,
in the face of increasing cross-sector collaborations. In this
leaders need to be able to influence,
environment, leaders have the dual responsibility of playing create mind-set shifts, be part of
the role of influencers and advocates in the ecosystem. Pol- multiple conversations with diverse
icy engagement, stakeholder engagement, designing organi-
sational systems and processes in alignment with core values
stakeholders, while expanding our
and principles, meaningful collaborations with cross-sectoral own point of view.”
organisations for collective impact, thinking and designing for – Vishal Talreja, Dream-A-Dream
systemic and cultural shifts, storytelling and communication,
have assumed greater importance in the light of leaders’ re-
sponsibility towards shaping the sector’s perspectives. "We are looking at honing the ability
of our leaders to build technology-
The social sector has produced passionate professionals with
deep domain expertise and strong commitment to impact, re-
based learning solutions, and
sulting in leaders who are able to deliver programmes consistent- identify areas for upgrading/
ly with excellence. However, skills which enables a leader to think automating systems for scale.
and design for systems, nurture organisational talent, facilitate
people development, design robust, adaptive and sustainable
– Akash Sethi, CEO, Quest Alliance
systems and processes for organisations are emerging as areas
that social sector leaders need greater exposure and learning in.

Leadership Development for Indian Social Sector 43


a. Hiring talent at senior levels is a constant challenge
“We are going to grow from 110 to related to compensation, matching expectations, and
450 people in the next 5 years and access.

reach out to 1 million for empow- • Recent non-profit leadership studies report significant
erment. Our leaders have to de- challenges in hiring senior talent. 40% of respondents in
velop people across the chain to a Bridgespan study (2017) reported that recruiting NGO
leaders is challenging due to limited organisational re-
make this vision happen.” sources, low compensation and an insufficient talent pool.
– Sohini Bhattacharya. President Non-profits also find transitioning leadership to be their
and CEO, Breakthrough second greatest challenge.39

• Compensation could be a deal-breaker when it comes


to hiring and retaining crossover talent, and talent with
Conversations with CEOs also bring up the following as
specific expertise areas such as technology or marketing,
top focus areas for middle-managers in organisations
as reported uniformly across the 45 qualitative interviews
who are predominantly running successful programmes
conducted with CEOs, funders and enabling organisations.
on the ground. Each of these areas was also brought up by
at least 50% of the leaders who responded to the leader-
• “Given the high talent crunch, CEOs of SPOs are often
ship development survey as part of this study:
forced to divert any extra organisational development
funding they might obtain, into hiring high-quality talent
• Programme management
rather than developing their own skills or grooming inter-
nal leaders. In the long-term, it does not create a sustain-
• Monitoring and Evaluation
able pool of talent, leading to a self-perpetuating deficit cy-
cle,” says Shilpa Diwakar, Director, Phicus Social Solutions.
• Community engagement

• Access to high-quality talent and specialised skills such


• Communications and Storytelling (with particular
as finance or technology is limited considerably. The
reference to digital and social media awareness)
lack of quality leadership means that the CEO and other
members of the core team spend majority of their time in
• Outcome-orientation
programme delivery, further exacerbating the lack of at-
tention to organisational systems and processes and lead-
• Deep domain knowledge
ership development.

• Building motivation within the team


• An incoming leader’s fitment to the culture and ethos of
the organisation, as well as the SPO’s readiness to absorb
• People development
talent through clear roles and aspirational career path-
ways is an additional challenge.
Qualitative data from interviews with senior leaders and
CEOs also indicates that senior leadership is often stretched
b. Crossover leader transitions are viewed positively,
attending to routine programmatic work within the organ-
but incoming leaders need to be better initiated into the
isation, with little time for strategic engagement. In the
context of the sector, the organisation, and the culture
study, this has been attributed to lack of experience and
capacity among middle managers. Overall, there is a need
Recent years have seen a surge of interest among senior
to take a closer look at the roles and expectation of middle
professionals from corporate space to cross over to the
managers vis-à-vis their aspiration and potential to become
social sector. Our research study indicates that crossover
second-line leaders in SPOs.
leaders form a quarter of the senior leadership team
across SPOs regardless of size. 42% of our leadership sur-
Aditya Natraj - CEO of KEF comments, on a typical 7x7 or-
vey, filled in by leaders across 85 organisations, comprises
ganisation structure, "While the 7 people do some level of
of crossover leaders.While it is recognised that corporate
strategic thinking, the remaining 42 people are essentially
leaders possess a valuable set of skills and experience
field staff. Which means there is no one to think of product
that SPOs are able to leverage positively, the experience
design, donor development or ecosystem building."viii
of inducting these new leaders in the social sector has wit-
nessed mixed emotions. The degree of self-awareness and
Finding appropriate Talent is a significant challenge
passion that corporate leaders bring, their rhythm in deliv-
ering results and outcomes, operational excellence focus,
Talent is in short supply globally as the latest ‘Global Talent
exposure to leadership practices and new thinking all work
Shortage’ survey by Manpower Group finds: 40% of global
in favour of the potential value they can add, concur CEOs.
employers report skilled talent shortage; developing existing
However, the process of absorption is challenging. From
employees to fill open positions has doubled from 1 in 5 to
providing knowledge on the sector to establishing clear
over half in 2016.38 The talent shortage in the development
expectations of working in the sector, CEOs, funders and
sector is even greater, with the following manifestations:

viii. Natraj, Aditya. 2018. “Building internal leadership is the founder’s job.” India Development Review, 22 February. Accessed June
2018. http://idronline.org/building-internal-leadership-founders-job/.

Leadership Development for Indian Social Sector 44


enabling organisations quoted clear needs and challenges in
assimilating crossover leaders in the sector.

• Crossover leaders are keen to add value. However, their un-


“Founder-CEO transitions where
derstanding of the context of the sector, empathy and knowl- the incoming CEO is a crossover
edge of ground realities is nascent. Some organisations have
successfully implemented models to help the new crossover
leader, are the hardest, considering
leaders embed in the space - such as pairing up the leader with the passion, reputation and trust
a junior member in the SPO to work together, by and large,
building a sensitivity. However, appropriate action attuned
that the founder has garnered over
with the complexity of the context has been a challenge inter- decades. We need significant eco-
nally and in the ecosystem for many.
system effort to ensure such tran-
• New leaders find it harder to transition if the culture of the sitions are successful,”
organisation is not well-defined or communicated explicitly.
Mary Ellen Matsui, CEO, ATMA says, “…the challenge lies in
-CEO of a mature education NGO
having to adapt to too many new things at the same time. It is
difficult to try and cope with new systems, culture and at the
same time understand the expectations that the organisation
may have from these leaders.” tivation, personal mastery and commitment. In this con-
“If culture is defined then people adapt easily. New organisa- text, nurturing leadership is a practice that must look at
tions bring in new verticals and are not sure about the exact organisational talent as ‘people’ with evolving aspirations
role, hence expectations are varied,” says Harpreet Bagga, As- and goals.
sociate Director, Dasra
CEOs spoken to for the study echoed that values and
• A course or programme that can help a potential crossover alignment of values among leaders is indefatigable in the
leader develop deeper perspectives on development, struc- journey of impact. Values and principles are foundational
tured induction and integration processes, and active hand- for the organisation to align its people to the mission. In
holding support to enable the new leader to align with an ex- day-to-day operations, values also become anchors for or-
isting leadership team, are suggestions put forth by crossover ganisations to work effectively with their stakeholders. The
leaders we spoke to for the study. following values were the ones that came up most promi-
nently from respondents of the study:
c. Values and principles play an important role in alignment
and realisation of impact

Given the nature of complexities that social sector leaders en-


gage with, the appreciation of organisational talent extends
much beyond core professional skills to aspects of values, mo-

Figure 6: Values referred to by leaders as being most important

Source: Leadership Development Survey, 2018

Leadership Development for Indian Social Sector 45


CHAPTER 2:
CURRENT APPROACHES TO
LEADERSHIP DEVELOPMENT

Leadership Development for Indian Social Sector 46


CURRENT APPROACHES TO
LEADERSHIP DEVELOPMENT
D eveloping the next generation of leaders within an or-
ganisation takes deep commitment which begins with
the leader of the SPO and widens across the organisation.
• 
Leadership development programmes have limited
potential for organisational transformation unless im-
plemented across the entire team in tandem
To practice agility, by design the organisation needs to build
a strong culture of learning and development and provide • Empowering leaders to take charge of their own devel-
a supportive environment for leaders to maximise their po- opment ushers in a sustained learning culture
tential for bringing about change.
Key factors influencing an SPO’s investment
This chapter presents findings from key questions asked on in leadership development:
approaches to leadership development:
Mindset of the CEO
• How does an organisation garner funding and resources
to nurture its leaders? SPOs typically thrive in their formative stages due to the
dynamism and passion of the founder. During this stage,
• What are the approaches currently being followed by or- founder(s) and a committed core team is typically respon-
ganisations to nurture leadership? sible for most of the key decisions and innovations created
by the organisation. However, as the organisation advanc-
The chapter also presents a view of the current offerings es, the ability of the founder to ‘let go’, to devolve authority
in the ecosystem for leadership development including pro- and to create an empowered second-line of leadership, is
grammes, courses, immersive experiences, and coaching a key factor in enabling the organisation to grow, sustain
support. and scale its impact. The study finds that, early recognition
of the importance of leadership development by the CEO
Key learnings in this chapter: is a key determinant of when the organisation starts to pri-
oritise and invest in developing leaders.
»»Key factors influencing an SPO's investment in leadership
development are: i) Mindset of the CEO, ii) Access to fund-
ing, and iii) Knowledge infrastructure to implement Voices from the research study:

• The
narrative around organisational strengthening for “It is a matter of continuously working with SPO lead-
impacting sustainable and meaningful social change ers. Recognition for developing leaders starts with a
needs to be actively pursued for appropriate funding flows certain mind-set change in the CEO.”
towards leadership development in the social sector. - Trivikram Sonni, General Manager, Azim Premji Phil-
anthropic Initiatives (APPI)
»»SPOs have garnered funds from various sources, from
funds offered by individuals to unrestricted institution- “Founder syndrome is a challenge, where leaders
al funding, in order to kick-start leadership development. simply follow rather than challenge the founder when
However, for sustained efforts in nurturing leaders in SPOs, necessary. Transitioning from older to newer lead-
the nature of funding support to organisations needs to ex- ers is even more challenging and requires a mindset
pand and get contextualised to the diverse leadership de- change.”
velopment needs of the organisation. - Ingrid Srinath, Director, CSIP

»»The following insights emerge from the experience of or- Converting the intent of the CEO into action requires dedi-
ganisations that nurture a strong learning culture cated funding and knowledge infrastructure to implement
leadership development strategies.
• Leadership development starts with the CEO and widens
across the organisation
Access to funding and knowledge infrastructure to
• CEOs face the challenge of access to appropriate exper- implement
tise for designing structured learning and development
programmes Domestic philanthropy has been growing in India
at a steady pace. However, resources committed to
• Irrespective
of organisation size, regular mentoring and organisation development and/or capacity building of
coaching are demonstrative of a support scaffolding to leaders for sustainable social change are still nascent.
nurture leaders Rajesh Tandon, founder and president of the Society for
Participatory Research in Asia (PRIA), writes that “…hardly

Leadership Development for Indian Social Sector 47


any philanthropic donations support those efforts which organisation’s wherewithal to invest in deeper, long-term
are aimed at social transformation….most philanthropy is approaches to organisation and leadership development.
still about gap filling. Support for the long-term institutional
development of civil society institutions involved in research, The perceived mistrust of non-profit organisations and
capacity development, advocacy, etc is still missing.” 40 apathy of donors are perceptions often leading to difficult
relations between the two (Bain and Company 2015).42
An AVPN and Sattva research study (2017) on Funding Additionally, the scarcity mind-set among non-profits is seen
education with Impact highlights that less than 1% of as one of the reasons that limit attention to organisation
education funding is currently deployed to strengthen SPOs development (Refer Chapter 1). The following are also
working in education.41 factors that make access to funding resources for leadership
development more challenging:
Voices from the research study:
• Proposals for Leadership Development
“Funding is plentifully available for programmatic work;
capacity building funding is relatively harder to secure.” Effective proposal writing for leadership development which
- Moomal Mehta, Founder, Crossover Catalyst makes a compelling case for support, could work favourably
with some funders, say respondents from enabling
“Most donors have just one way of funding and no
organisations. Priyaka Nagpal Dhingra, Portfolio Advisor, ATE
donor is willing to provide funding for multiple areas.
& Chandra Foundation shares a case of a funder supporting
This results in conflicts between securing programmatic
the search for a new CEO, as the organisation was able to
funding and dedicated capacity building funding.”
highlight why it was important to find the right person.
- Jayant Rastogi, CEO, MagicBus

“For a young organisation such as ours, funders,


especially CSR, are not open to funding beyond
programmes. We are figuring out alternate options for “We have over 15% earmarked
capacity building.” for capacity building across
- Kshitij Patil, Co-founder and Director, Art of Play
all grants, however I don’t see
Resources to implement leadership development strategies enough plans integrating OD or
in organisations, require multiple stakeholders to come demonstrating the appetite to
together to support organisations: HR experts, capacity
building institutions, talent management organisations,
pursue leadership
leadership development programmes and courses aligned development.”
with needs and aspirations of SPOs and Leaders, and so on. - Representative of an
This study finds that SPOs are unsure of appropriate options
when it comes to implementing Learning & Development
International Foundation
(L&D).

Voices from the research study: In cases such as requesting


funding for new learning man-
“Most organisations don’t have the expertise to direct
learning processes but there is scope for external
agement systems, “the struggle
interjections through expert consultants.” could be even in understanding
- Ingrid Srinath, Director, CSIP how to plan and integrate these
“The issue is not with the presence of enabling resources costs into budgets.”
[service providers, coaches, programmes and courses] - CEO of a skill development
as much as it is the means to successfully navigate
the usage of these resources.” - Santosh Ramadoss,
organisation
Director – India Programmes, Michael and Susan Dell
Foundation
• Nature of the partnership:

Building a shared understanding around Leadership Responses of a few funders interviewed during the study
Development in the ecosystem point to them being averse to a prescriptive approach to
utilisation of funds by SPOs. They speak of their trust in
During the Interviews with funders and CEOs of SPOs on organisations’ ability to plan and carry out activities as
the availability of funding for leadership development, necessary, including leadership development.
dichotomies in perspectives emerged. Funders point to
the lack of attention to organisation development (OD) and However, CEOs of SPOs such as Quest Alliance and Saajha
absorptive capacity of funds among SPOs as limiting factors. share that, “Such funders are far and few in between”,
On the other hand, non-profits report significant challenges remarking, that inherent assumptions about the mind-
in being able to convince funders to start committing funds set and expectations of funders could be leading factors
for OD. CEOs bemoaned the fact that operating from one contributing to hesitation among non-profits in asking for
project funding cycle to the next severely reduces the non-programmatic funding.

Leadership Development for Indian Social Sector 48


• Educating Funders and SPOs

Reponses from the study point to the need for dialogue and
engagement among funders and SPOs towards building a
“There are administrative
shared perspective on allocation and utilisation of funds for functions in organisations that
leadership development. funders are not yet ready to
“We should educate funders about capacity building in order
support.
to increase the openness and flow of OD grants”, says Chintan We need more communication
Siriya, head of CSR at eClerx, a company that invests a large to move to a model in which
share of their CSR funding in skill development programmes.
He adds that, “…culture setting is also important, and
funders are able to give ‘X’
organisations need to ask from a position of strength. Both funding for Y time to build
parties bring value and expertise into the partnership, and it organisations. This funding
has to be an equal relationship”.
component is critical to meet
• Creating narratives at the ecosystem level organisational needs for
achieving the envisioned mision”.
Widespread awareness, and concerted action, needs to
be built at the ecosystem level towards increased donor
- CEO of a non-profit organisation
engagement and relative flexibility in spending norms, say working with the differently-abled
respondents from enabling organisations.

“A collective pushback to the idea of norms with regards to


spending is important. This is more likely to occur if leading Foundationx have been able to build quality mentoring
journals or publications feature case studies and literature programmes.xi
to promote donor engagement and spending on leadership
development”, says Ingrid Srinath, Director, CSIP. • Aligning Leadership Development funding to organisational needs

• Lack of credible options In case of leadership development, the funding is most effective
if it is in tune with the areas of priority of the organisation. These
A few funders interviewed during the study expressed could include hiring the right leadership talent, sponsoring
apprehension about the outcome of funding for leadership structured learning programmes, or a dedicated Learning and
development as the this space is still nascent. Development (L&D) fund.

“A list of qualified options or suitable accreditations could Expanding the narratives of leadership needs and organisation
ease up the process of acquiring funding for leadership development in the ecosystem with committed encouragement
development”, says Ravichandran Natarajan, Head – from funders can go a long way in impacting sustainable social
Partnerships and Corporate Relations, Tata Trusts. change.

• Limiting potential of CSR funding SPOs have used mixed approaches to secure funding for
their Leadership Development needs
Section 135 of the Companies Act mandates that capacity
building can only extend upto 5% of CSR budgets,43 however, The study shows that SPOs have innovated when dedicated
SPOs say that the leading problem among CSR is not funding is not available for leadership development. All the 30
budget sizes, but the lack of appetite for non-programmatic CEOs spoken to have leveraged funding from different pools in
funding, where results are not directly in output numbers. order to strengthen leadership development and OD efforts.
Where awareness is high, capacity building and leadership The table on the following page captures different strategies
development has been supported through various means. employed by SPO leaders to allocate resources for leadership
For example, corporates such as Accentureix and Edelgive and organisation development:

ix. At the heart of the sustainability of CSR implementations at Accenture is the people involvement in the projects taking Accenture’s
role in CSR to being a lot more than a strategic funder. Accenture’s employees have the opportunity to serve their communities in three
different ways:
(a) the Pro-bono program, where the partner project is treated like any other business consulting assignment with employees involved in
co-creating roadmaps and solutions for their partners and supporting them through releasing this growth.
(b) Volunteer engagement, with employees spending their spare time to create technology solutions, facilitating workshops for the job-
seeker, and provide mentoring support on a weekly and monthly basis.
(c) Employee giving program, ensuring a flow of charitable donations to non-governmental organisations as part of individual social
responsibility investment. The giving programme is an additional way for Accenture employees who want to be involved in community
benefit but do not have the opportunity for pro-bono or volunteer work. In India, employees have given to over 27 non-profits to date
and impacted 20,000 people. (IICA-Sattva case study, 2016)
x. Edelgive Foundation employee engagement programme has each of its employees mentoring non-profits actively.
xi. Interview with Sagarika Ghosh of Godrej in March 2018

Leadership Development for Indian Social Sector 49


Examples of organisations that have
LD funding strategy
followed the strategy

Incorporating LD into organisation and programme budgets

Per-employee development budget allocated from Dream-A-Dream, Sightsavers, Dr. Reddy’s Foundation,
unrestricted funding or annual budgets Samuha, Magic Bus Foundation, Quest Alliance, Vrutti

Training and capacity building costs


Quest Alliance
billed into programme budgets

Budgets for capacity building called out as part of all


Breakthrough
programmatic funding grant requests

Contributions from Board members Cankids

In-kind grants
Dedicated grants for LD

Funding to hire for specific leadership positions ATE Chandra Foundation

Specialised OD grants given for capacity building of


Breakthrough and Dream-A-Dream
leaders

In-kind grants

EdelGive Foundation built an MIS technology platform for


Jai Vakeel Foundation; which led to establishment of a
dedicated IT focus within the organisation
Building of technology
Accenture built a sophisticated MIS technology for
Dr. Reddy’s Foundation during their initial phase of
development

International Coach Federation Bangalore, a mainstream


leadership coaching firm, offered pro-bono executive leader-
ship coaching services for CEOs of SPOs for a limited dura-
Pro-bono executive coaching tion of time.

ATMA and Art of Play leadership teams receive regular


pro-bono coaching and mentoring support from experts

Table 14: Strategies employed by SPO leaders to allocate resources for leadership and organisation development

Specialised OD grants: The philanthropic landscape for capacity building and leadership development remains nascent,
with fund flows still being directed largely to programmatic interventions. There has, however, been a recent rise of
specialised OD grants from funders. A few examples are listed here:

Azim Premji Philanthropic Initiatives (APPI) enabler grant: APPI plays three crucial roles as a funder: as a strategic
grant-maker for domains, as an enabler and an orchestrator. As an enabler, APPI44 offers capacity building grants for an
organisation to focus on 3 key aspects that will have the most impact in 5-7 years.xii

Packard Organisation Effectiveness Grants: The ‘Organisation Effectiveness Programme Funding’45 helps organisations
to strengthen their fundamentals, so that they can focus on achieving their missions. Currently, the Foundation supports
SPOs to build core strengths in areas such as strategic and business planning, financial management, board and executive
leadership, and communications. Foundation also supports capacity building among groups of leaders and cohorts of
SPO partners, through initiatives called Partnership Projects —so that non-profit leaders can share knowledge, learn from
their peers, and grow their networks.xiii

A.T.E Foundation grants: ATE Foundation invests in six key areas that help build capacity of organisations on (a)
Board & Governance, (b) Leadership, (c) Fundraising, (d) Monitoring & Evaluation, (e) Systems and processes, and (f)
Communications.
ATE Foundation funds leadership development through funding for hiring, direct budgetary support as sector-level
support through four strategic programmes.xiv

xii. Interview with Trivikram Soni, General Manager, Azim Premji Philanthropic Initiatives in March 2018
xiii. Interview with Sohini Bhattacharya, President and CEO, Breakthrough

Leadership Development for Indian Social Sector 50


MacArthur Foundation leadership fellowship: MacArthur foundation funded capacity building at a sector-level
actively through a leadership fellowship in health from 1997 to 2013. The fund looked at fostering new leadership in, and
contributions to the Population and Reproductive Health (PRH) field in four countries: Brazil, Mexico, Nigeria, and India.
The fund created new fellows who worked deeply in healthcare over a period of a year and then joined in leadership
positions in SPOs, started their own organisations, or took up ecosystem-level work in improving health sector work.xv

Leadership development: Current approaches with the CEO. Archana Chandra, CEO of Jai Vakeel Foundation,
from design to implementation recalls how transformational the ‘Strategic perspectives in
non-profit management programme’ course conducted by
Leadership development practice in an organisation is a Harvard Business School at Boston was for her own leadership
complex process of identifying a frame of reference that development. It challenged her thinking about organisational
fits with the organisation’s culture, values, and vision for growth, helped her reflect on her leadership style, and opened
impact. This frame of reference is also customised to the her eyes to the pressing need of building an organisation that
individual leader’s needs and aspirations. During the process can grow stronger beyond programmatic excellence.
of conducting this research, an attempt has been made to
understand this frame of reference, current approaches, “On returning, I engaged an executive coach for my core team
considerations and challenges in designing and implementing members to anchor the transformational learning process for
leadership development within organisations across emerging, them, following which we built a blueprint to grow leaders at
expanding and mature organisation categories. The study also all levels within JVF”, she says.
recognises that no two organisations have identical needs:
learning approaches vary across organisations’ contexts and Understanding that leaders across organisations face similar
journeys. As organisations might choose to implement and challenges with their learning, Chandra has supported the
strengthen their strategies gradually over phases, an effort enablement of sector-level leadership courses in India —
has been made to capture leadership development initiatives Dasra’s Social Impact Leadership Programme (DSI LP),48 Dasra
as a combination of various methods: Accelerator Programme (DSI AP),49 and CSIP’s Strategic Non-
Profit Management-India programme (SNM-I).
• Informal methods - conducted occasionally without the
aid of structured curriculums or formats Designingstructured Learning & Development
(L&D) programmes is an area where CEOs face the
• Non-formal methods - conducted regularly within the challenge of access to expertise
organisation with the aid of semi-structured sessions and
content SPOs that have succeeded in designing systematic L&D
programmes for their organisations, either have an in-house
• Formal methods - structured formats, structured curriculum curriculum and content unit for programme delivery (which
and content, and conducted regularly by experts can also be leveraged for internal L&D) or have access to
HR experts/consultants. For others, who do not have access
The study also documents relevant solutions existing in the to either of these avenues, incorporating L&D initiatives
ecosystem as exclusive or combination of above methods. for organisational talent has been a challenge. The CEOs
interviewed have identified that the issue is one of supply,
Current organisational approaches for leadership credibility of HR experts/ consultants, and, the cost as
development biggest hurdles in pursuing structured and customised L&D
programmes for organisational talent.
There are several well-documented frameworks for leadership
learning, however, the one used in the present study is the Irrespective of organisation size, regular mentoring
popular 70-20-10 framework46 of leveraging challenging and coaching are predominant methods of
assignments (70%), developmental relationships (20%), and leadership development
coursework and training (10%) for leadership development.47
The research study finds that SPOs have engaged their The role of regular mentoring and coaching, from leaders within
leaders in informal and semi-formal methods of development. the organisations as well as experts and mentors from outside,
Structured programmes and courses have been availed of in cannot be over-emphasised for their importance in leadership
cases where funding assistance has been provided. development. Role-modelling and personal coaching both
within and outside the organisation are opportunities to
The following summarise our key insights from the study learn from diverse experiences of peers and leaders within
on design and implementation of leadership development the ecosystem. Respondents from the study say that in the
initiatives in SPOs: absence of structured leadership coaching in the non-profit
sector, there is a need to explore alternative approaches for
Leadership development starts with the CEO and CEOs. One of the suggestions from respondents is to consider
widens across the organisation active engagement of board members towards building such
a support system for the CEO.
Organisational leadership need to recognise and commit to
nurture leaders in the organisation. This commitment begins Shilpa Diwakar, Director, Phicus social solutions recounts,

xiv. Interview with Priyaka Dhingra, Portfolio Advisor, A.T.E and Chandra Foundation in April 2018
xv. Interview with Dipa Nag Chowdhury, Deputy Director, MacArthur Foundation India in April 2018

Leadership Development for Indian Social Sector 51


“Where the Aritra programme makes a big dent is in its leaders to chart out their own development journeys within
approach to coaching and mentoring. Recognising that the organisation. Dream-A-Dream and Quest Alliance offer
sustained application of learning is greatly enabled by regular employees a learning budget every year that employees
feedback, our leaders meet their coaches and mentors every are free to spend on immersions, courses, programmes
month to reflect on learnings from their experience. This has and other avenues for development. Dream-A-Dream even
added significant value to the learning journey of leaders”. offers a 10-day learning leave that employees can avail of
every year.
Leadership development programmes have limited
potential for organisational transformation unless
implemented across the entire team in tandem

One person going through a transformational experience on


organisation development has limited efficacy in influencing
the culture of an entire organisation. The process of
leadership development in the social sector can be likened
to the journey of a learning collective, where group learning
increases the collective capacity for leadership in the
organisation. Middle managers or senior leaders, who have
gone through a transformational learning journey, could
be inhibited in their progress and influence, if they are not
backed by supportive mind-sets at the senior leadership or
CEO level. Most CEOs interviewed wished for the involvement
of their entire leadership teams in courses or programmes
in order to enable the process to be more effective.

Empowering leaders to take charge of their own


development ushers in a sustained learning culture

SPOs such as Quest Alliance and Dream-A-Dream have


instituted various systems and processes that enable their

Internal Approaches and External opportunities leveraged for leadership


development by Leaders (Senior leaders and Middle managers)

Emerging SPOs (INR 0-10 crores budget) Expanding SPOs (INR 10-30 crores budget)

N=118 N=118
Source: Leadership Development Survey, 2018 Source: Leadership Development Survey, 2018

Leadership Development for Indian Social Sector 52


Mature SPOs (INR >30 crores budget)

N=118
Source: Leadership Development Survey, 2018

Figure 7: Current approaches for learning and development as experienced by leaders through organisation-facilitated and self-initiated
opportunities. Survey responses highlight that leaders have grown predominantly through challenging assignments: 78.6% of leaders from
emerging SPOs and 71.4% from expanding SPOs have grown as leaders through challenging assignments on-the-job, while in mature
organisations, 79.2% have been able to avail of some form of formal capacity building mechanisms within their organisations

UPTAKE FOR STRUCTURED PROGRAMMES AND COURSES FOR LEADERSHIP DEVELOPMENT

N=118
Source: Leadership Development Survey, 2018

Figure 8: Uptake for structured programmes and courses for Leadership Development
In case funding is available, structured programmes and courses are availed of by SPOs. Less than half (43%) of leaders have enrolled in
structured programmes and courses, of which 36% have been able to complete the same.

Leadership Development for Indian Social Sector 53


The following table captures key approaches taken by organisations to train their leaders:
Current approaches to leadership development
Formal methods Non-Formal methods
Informal methods
(structured formats, structured cur- (conducted regularly within the
Method (conducted occasionally without
riculum and content, and conducted organisation with the aid of semi-
the aid of structured curriculums or
regularly by experts) structured sessions and content)
formats)

Executive leadership coaching Regular mentoring in areas such Informal coaching and mentoring
as fundraising by experts in the from within the organisation as and
Jai Vakeel Foundation, MagicBus, field. when required.
PATH India, Shankara Foundation Youth Dreamers Foundation,
Saajha, being a young organisation Tarkeybein Education Foundation,
Mentoring and Sightsavers has engaged individual with limited resources, has its core Breakthrough, Akshara Foundation
Coaching coaches from ICF for each of its 35 se- team and CEO being mentored by
nior leaders. These coaches provide philanthropists in key areas of assis-
sustained one on one coaching and tance.
mentoring support for a period of 10 CRY has engaged frequently in its
months. early years with experts to build fund-
raising capacities.
Regularly run structured training Peer mentoring to establish a
programmes based on OD plan and support group to leverage knowl-
people needs, conducted by external edge not limited to roles.
trainers. Deshpande Foundation, MagicBus
Saajha

ATMA collates common technical Breakthrough and Magic Bus Saajha engages employees through
interest areas for its employees and engage their internal curriculum regular social sharing of learning
conducts monthly webinars by teams to create content and resources such as documentaries,
engaging experts. deliver via regular workshops, AV videos and readings.
sessions and webinars.
Knowledge sharing sessions are Childline India Foundation (CIF)
conducted twice a year over a week Digital Green and Samuha run senior leaders engage informally
by WaterAid. They are then applied workshops across locations for with Board members to further
in practice through structured ap- employees and teams who want to understanding on organisation relat-
proaches. learn about specific thematic areas. ed issues.

Quest Alliance conducts monthly Breakthrough’s quarterly off- Deshpande Foundation, Samuha
learning days, an open plat- sites serve as forums for leaders to and TEF organise exposure visits to
form for learning, where com- table organisational issues, discuss different organisations and projects
mon interest areas are discussed strategies and work better with each to enable cross-pollination of ideas
and competency-based learning is other as a leadership team. and learning.
Webinars/ addressed — e.g., facilitation skills,
Workshops/ team management, decision making, Quest Alliance organises Art of Play enables experiential
Learning change management etc. Annual workgroup meetings at the learning through practice for its
retreats learning retreats are 5-6 days long behest of teams, to examine their leaders. Expert sports and devel-
and attended by all staff. work through fresh eyes, discuss opment coaches are on-boarded to
innovations and ensure that they are hone the technical abilities of the
constantly evolving as a leadership team.
team. At times, workgroup meetings
also become forums to share Daksh trains newly hired judges at
learnings from project executions. judicial academies through simula-
tion of hearings, procedures while
Dream-A-Dream hosts ‘Influencer enabling them to reflect on their
Talks’ featuring external speakers. learning through trackers.
Their annual learning retreat -
Change The Script, is a deep Dream-A-Dream has a 10-day
reflection and learning process with learning leave policy which employ-
key members in the ecosystem. ees may use as they deem fit. People
have leveraged it for exposure visits,
technical trainings, and retreats.

Leadership Development for Indian Social Sector 54


Current approaches to leadership development

Leaders have enrolled and attended 4 kinds of programmes, enabled by the SPOs in some cases, and
self-initiated in others

• Social sector leadership programmes: The SNM-I course by CSIP-Ashoka University, Dasra Accelerator
Programme (DSI AP) and Dasra Leadership Programme (DSI LP), ISDM’s post graduate programme in de-
velopment leadership (PGP-DL), the Aritra Leadership Accelerator Programme by Phicus Social Solutions,
IIM-B and Dr. Reddy’s Foundation and the Common Purpose Meridien Leadership Programme.

Structured
• Business leadership/Social Enterprise programmes: E.g., Courses by the Amani Institute, the IIM-Duke
Programmes &
social entrepreneurship programme, Centre for Creative Leadership’s leadership programmes, the Amer-
Courses
ican Express Leadership Academy

• Fellowships: Pravah fellowship, Wipro fellowship, Genpact fellowship

• Technical programmes and courses across a wide range of relevant programmatic areas

• In addition, organisations have enabled leaders to access MOOCs and online courses through sponsor-
ship support. (Links to the courses are available in the Annexure 1)

Across organisations, the following processes typically map out opportunities for leadership develop-
ment:

• Yearly planning of the organisation’s roadmap and vision

• Mapping job roles, definitions, competencies and key development areas for leaders

• Charting individual development plans and goals, backed by processes for assessment and
further capacity building.

• Enabling constructive feedback mechanisms and regular inputs to enable leaders in their
learning journey.
Learning
­management
A few practices stand out for their uniqueness:
­systems
• At Quest Alliance and Dream-A-Dream, people own their development. They are supported at every step
of the journey with resources, funding, and enabling organisation culture.

• Railway Children India takes stock of competencies, roles, and outcomes every year in order to under-
stand trends and changes, both internal and external to the organisation. The framework of approaches,
competencies, roles etc. are revised as the organisation constantly evolves.

• At Dream-A-Dream and KEF, performance management systems are largely based on self-reflection. The
review process is also self-reflective, where individuals reflect on their work every quarter and annually,
to make individual plans in accordance with their capacity building needs.

Table 15: Current Approaches to leadership development

Collaborating for Impact

Large-scale social change requires cross-sector co-ordination The number of conferences and convenings has significantly
and sustained collaboration between various stakeholders — increased in recent times. However, there is a need to create
non-profits, governments, funders, enabling organisations, thoughtfully designed spaces for co-learning, networking
and communities. Collaboration has become significant for and knowledge sharing among leaders.
the Indian social sector. Cultivating meaningful relationships
and spaces that facilitate co-learning, knowledge sharing,
and thought leadership, are essential for leaders aspiring to
lead their organisations confidently into the future.

Leadership Development for Indian Social Sector 55


Benefits Considerations

Conversations bringing together leaders from similar backgrounds Taking power dynamics out of the picture in a room with donors
to discuss experiences is valuable. Functional exchanges are and SPOs is essential to create a safe space for conversation.
equally relevant. Developing a common vocabulary and facilitation of such a neutral
space is crucial for this to happen.
Networks bringing together a rich diversity of leaders have
supported discussions around need for leadership development to Networks have to be held together by strong ecosystem
a large extent. infrastructure organisations with clear purpose and means for
sustainability.
Networking platforms and sectoral dialogues can engender
conversations on funder-SPO relationships, leadership There is a need to foster conversations that are centered around
development and drive focus towards critical issues. failures as much as successes.

Table 16: Suggestions emerging from the study for creating effective networks that can help support leaders
Source: Leadership Development Survey, 2018

Current landscape of programmes, courses and


immersive experiences for leadership development
“Reflection is a critical learning
CEOs, funders, leaders, and enabling organisations tool. It doesn’t come naturally to
interviewed mention that there are far too few courses when
compared to the requirement of the Indian social sector.
many leaders. People are not critical
Structured programmes and courses offer a way for leaders of themselves. We strive to create
to step away from work for a short while, learn within an learning environments where
immersive environment, get focused time to delve into
their individual leadership styles, while benefiting from the
leaders are deeply reflective about
collective experience of learning within a network. their own actions. We force leaders
to maintain learning journals,
Preferences for learning opportunities, content and design:
document their successes and
In this section, we look at insights from the study derived failures, reasons behind the same,
around duration, content, method of delivery, and cost of and de-brief with their coaches.”
different leadership development opportunities available in
the sector.
– Shilpa Diwakar, Director, Phicus
Social Solutions
I. Context and Curriculum:

Leaders recognise the need for learning programmes that


II. Method of Delivery of leadership development programmes
incorporate individual aspirations, organisational needs
and the value of peer learning spaces in their design and
• Majority of leaders would like to have 1-1 mentoring and
delivery. They also impress upon the need for Leadership
coaching (61%) followed by communities of practice (42%)
Development programmes to build opportunities for
as preferred method of engagement for learning. 73% of
grounded understanding of the context of the sector as
leaders prefer blended programmes of learning over online
well as emerging inter-sectionalities within the complex
(10%) and offline (17%) programmes.
societal space. Interviews with leaders place contextual
understanding as a critical learning need for crossover
• One-time structured courses or programmes emerge as
leaders.
the least preferred method of learning by leaders (senior
leaders and middle managers). A staggered approach that
offers space to learn, practice, reflect, obtain feedback and
“The Harvard Business School revisit strategies based on feedback, provides an enhanced
course taught us to think out-of-the- learning and practice opportunity for leaders in the sector.
The data also highlights the need for exploring blended
box as leaders. The programme had models that combine offline training programmes with
contextual case studies of non-prof- e-modules (online components) for intermittent learning
its. We were never spoon-fed any and practice. Leaders also point to the value of Immersive
experiences towards enabling a deeper understanding of
solutions or prescriptions — the key ecosystems and social contexts within which SPOs function.
takeaway was for us to come up with Responses from the study, impress upon the need to
solutions on our own.” incorporate opportunities of application-based learning
through apprenticeships or support towards embedded
– CEO of an expanding NGO problem solving in organisational contexts in leadership
development programmes for leaders in the sector.

Leadership Development for Indian Social Sector 56


PREFERRED METHOD OF DELIVERY OF LEADERSHIP DEVELOPMENT PROGRAMMES

N=118
Source: Leadership Development Survey, 2018

N=118
Source: Leadership Development Survey, 2018

Figure 9 a+b : Preferred method of delivery of leadership development programmes.

III. Structured Learning Programmes: These leaders have attended the following types of courses:

A further probing into experiences of leaders who have • Mainstream leadership/executive education programmes
joined / been part of a structured learning programme • Non-profit leadership focused programmes
reveal the following insights: • Technical and functional learning courses

Out of the 118 leaders who responded to the study, 38% Duration of structured programmes
(n=45) have completed structured learning programmes
and courses. 87% of them said they would like to avail The survey data reveals that 98% of leaders would like a
of opportunities to pursue structured programmes and staggered approach in learning programmes, with durations
courses again. All 30 CEOs of SPOs interviewed report ranging between 6 to 12 months.
sponsoring one or more of their leaders to attend courses Factors considered most important while applying for a
and programmes in the last 2-3 years. structured programme include course duration (68%),
faculty profile (68%), financial aid (65%), relevance of the
curriculum (46%), and affiliation (45%).

Leadership Development for Indian Social Sector 57


PREFERRED DURATION FOR PROGRAMMES

Figure 10: Preferred approach and duration of structured learning programme of respondents who have attended such
programmes previously

FACTORS CONSIDERED MOST IMPORTANT WHILE APPLYING FOR A STRUCTURED PROGRAMME

Affiliations

N=118
Source: Leadership Development Survey, 2018

Figure 11: Factors considered important while applying for a structured Leadership Development Programme

Content of Structured Programmes

Leaders in each category interviewed in the study identify discrete learning needs for themselves. Social Impact Analysis and
Ability to Scale and Sustain emerge as common learning needs articulated by all leaders interviewed.

Learning needs identified by Middle managers are representative of an aspiration to grow into senior leadership roles.
Senior leaders identify Effective strategies for hiring, retention and promotion as well as building high performance teams as
key learning needs.

The data points towards the need for incorporating specific learning needs into design of programmes for different categories
of leaders. Since Mentoring and coaching is identified by leaders as one of the preferred methods of learning, structured
programmes of leadership development need to build in multiple opportunities for this method to be included.

A holistic 360-degree focus on the leader’s development, above and beyond skill and capacity building nurtures the leadership
capabilities to be aligned with a sense of purpose and shared values.

Leadership Development for Indian Social Sector 58


WHAT LEADERS WOULD LIKE TO SEE COVERED IN STRUCTURED PROGRAMMES
% of Respondents

Table 17: Areas respondents believe would be useful to learn about, through a structured programme or course

Cross over Leaders Social Sector Leaders Senior Leaders Middle Managers

Social Impact Analysis Succession Planning Social Impact Analysis Succession Planning

Building high performance


Ability to scale and sustain Social Impact Analysis Fundraising
teams

Building high performance Budgeting and Resource


Ability to scale and sustain Succession Planning
teams Allocation

Ability to contextually apply


Ability to scale and sustain; theories and frameworks;
Ability to build shared vision; Value based decision making;
Effective strategy for hiring, Fundraising; Ability to build
Effective strategy for hiring Ability to look at the big picture;
retention and promotion shared vision
retention and promotion; Innovative thinking in problem
Forging partnerships solving; Ability to scale and
sustain; Social impact analysis

Table 18: Top 5 areas of learning in structured programmes identified by leaders

We studied 60 programmes and courses in the Indian social sector landscape and analysed them on parameters of course duration,
cost, structure, delivery methods, networks enabled and post-course follow-ups, in order to understand the breadth of options offered
to leaders.xvi (An exhaustive list is present in Appendix). A snapshot of the landscape is presented in Figure 9a. As seen from the figure,
most options offer in-person leadership development with few courses offering blended models of learning. 31% of the programme
analysed under this study are anchored by international universities or organisations.

xvi. The study has not attempted to carry out any analysis on the quality or effectiveness of these courses and programmes

Leadership Development for Indian Social Sector 59


LANDSCAPE OF LEADERSHIP DEVELOPMENT COURSES IN INDIAN SOCIAL SECTOR

Engagement Institution Program Name


Presence
Mode
Blended Phicus Social Solutions and IIM-B Aritra Leadership Acelerator Program International 1

Echoing Green Direct Impact


International 2

SPJIMR PGP in Development Management


India 3

Acumen Anubhav Lecture Series India 4

Offline Harvard Kennedy School Art and Practice of Leadership Development International 5

Harvard Kennedy School Strategies for Building and Leading Diverse Organi-
International 6
sations
SPJIMR Enhancing Performance through Coaching and
India 7
Mentoring
SPJIMR Enhancing Managerial Effectiveness-A Programme for
India 8
Emerging
IRMA Transformational Leadership and Managing Change India 9

IRMA Responsible Leadership for Performance India 10

IRMA Innovative Thinking and Design through Managerial


India 11
Creativity
Stanford Graduate School of Busi- The Executive Program for Non-profit Leaders
International 12
ness
Columbia University Developing Leaders Program for Non-profit Profes-
International 13
sionals
Harvard Business School Strategic Perspectives in Non-profit Management International 14

Harvard Business School with Asho- Strategic Non-profit Management—India


International 15
ka University
Dasra Dasra Social Impact Leadership program India 16

Human and Institutional Develop- Essentials of second line leadership


India 17
ment Forum
Nalanda Resource Center for Educa- NGOs Capacity Building Program
India 18
tional Innovation
Association for Stimulating Know- Training & Capacity Building
India 19
how (ASK)
ISDM Continuing Education India 20

ILSS & ISDM Indian Leaders for Social Sector India 21

TISS Organisation Development, Change and Leadership


India 22
in Social Sector
IIM-U & Duke Summer School for Future Leadersin Development India 23

Entrepreneurship Development & Diploma in Entrepreneurship and Business Manage-


India 24
Social Innovation ment
Amani Institute Social Innovation Management Program India 25

Common Purpose Meridien International 26

Lead Integrated Sustainable Leadership Development


India 27
Program
IFMR Management Development Program India 28

Isha Foundation Insight Program - Isha Foundation India 29

Jagriti Sewa Sansthan Jagriti Yatra India 30

Yuva Prerna Yatra Yuva Prerna Yatra India 31

Nirman Nirman Camps India 32

Leadership Development for Indian Social Sector 60


Youth Aliance Gramya manthan India 33

Swedish Institute Young Connectors of the Future International 34

Smile Foundation Empowering Grassroots India 35

SOIL Global Leadership Programs International 36

Haris School of Public Policy Anubhav Lecture Series


India 37

American Express Academy Program on Philanthropy and Innovation 38


India

Navgati People Leadership Program - Transformational


India 39
Leadership
SEWA Academy SEWA Movement: Basic Leadership Training India 40

SRISTI Shodh Yatra SRISTI India 41

Vision India Foundation Good Governance Yatra India 42

Aspire Circle Aspire Circles


India 43

Pravah Changelooms LLJ


India 44

Online Harvard Kennedy School Leading Non violent Movements for Social Progress International 45

Harvard Kennedy School Leadership, Organizing and Action: Leading Change International 46

Philanthropy University How to Scale Social Impact International 47

Philanthropy University Essentials of non profit stratergy International 48

Table 19: Structured Learning programmes (categorised as per mode of engagement) currently being offered in the ecosystem

blended offline online

14

11
21
9
32

Figure 12: Landscape of leadership development programmes in India


Numbers in the graph refer to serial numbers in Table 19

Leadership Development for Indian Social Sector 61


CHAPTER 3:
Looking ahead

Leadership Development for Indian Social Sector 62


LOOKING AHEAD
unable to get off the ground due to absence of expertise
A holistic approach to the development of individuals
either within the organisation or at the reach of the CEO.
in the context of a learning organization produces
well-informed, knowledgeable, critical-thinking
CEOs of organisations themselves do not have adequate
adults who have a sense of fulfillment and inherently
support for their own coaching or capacity building as well
make decisions that cause an organization to
as enabling a learning environment for other emerging
prosper (Bierema 1996:22).
leaders in the organisation. Shifting the mind-set of the CEO

L
eadership development is one of the key components to focus on internal growth of the organisation through
of an organisation’s strategic planning. It equips the various approaches is a key area that the ecosystem can
organisational leadership with the competencies to focus on.
be able to develop systems and processes grounded in
universal human values, engage in continuous reflection and Structured programmes that focus on recognition of and
learning cycle to plan for uncertainties, design interventions commitment to leadership development for a resilient OD
for complex scenarios, and learn to establish meaningful process in SPOs shall enable this shift by SPO leadership
collaborations to address complex social systems SPOs teams. Senge (1995) writes that "While top management
xvii

operate in. can move some changes quickly, fundamental shifts in


our traditional thinking about leadership in needed to see
Garvin and Edmonson (2008) identify three building blocks leadership development widen across the organisation to
50

of organisational learning: create sustainable impact through SPO initiatives. In brief,


we are coming to believe that leaders are those people who
1) Environment – Values, basic assumptions, beliefs, expected “walk ahead,” people who are genuinely committed to deep
behaviours, and norms of the organisation that need to be change in themselves and in their organisations. They lead
aligned to continuous learning about and from the work of through developing new skills and competencies to act,
the organisation and understandings of the context and its complex issues.
To inspire this shift a pathway to leadership development
2) Work processes – Routine ways in which the works get which is rooted in ‘commitment’ and inspiration to act from
done wherein work and learning is part of the same process universal human values is key to building and nurturing
leaders of tomorrow. And they come from many places
3) Leadership – What leaders do to support, encourage, and within an organisation." This is also corroborated from the
remove barriers to learning and development survey data that looks at aspirations of middle management
and senior leaders in the organisation presented in Chapter
However, building leaders for the Indian social impact 1 of this report.
ecosystem who can serve as social impact multipliers is also
a collective ecosystem responsibility that commands pro- Such leadership programmes which combine organisational
active engagement from key stakeholders. There are multiple contexts, spaces of practice for leaders while working in
ways in which enabling organisations, funders, and SPOs, can their organisations and a renewed approach to nurturing
positively influence the development and nurturing of leaders leadership capabilities across the organisations also need
in organisations. Considering the insights and examples to be supported with appropriate funds and infrastructural
presented in Chapter 1 and Chapter 2, below are some key support for learning and development.
insights emerging from the study:

Key insights for Ecosystem Enablers:

Focus on nurturing the Organisational Leadership

Our study points out that the CEO’s mindset, access to funding,
and resources to implement learning and development
programmes are key influencing factors when it comes
to enabling leadership development in an organisation.
While there is overwhelming recognition among CEOs that
leadership development is important, qualitative interviews
with CEOs points to the fact that efforts all too often are

xvii. "Organisation leaders must focus on the development of the employee as a whole person, not merely the particular knowledge and skills related to his or
her particular job. Bierema, L. L. 1996. Development of the individual leads to more productive workplaces." In R. W. Rowden Ed., Workplace learning: Debating
five critical questions of theory and practice. New Directions for Adult and Continuing Education. No 72 (winter). San Francisco: Jossey-Bass"

Leadership Development for Indian Social Sector 63


Create inter-sectoral dialogues and platforms that bring All of these are adult learning methods that have been
the highly diverse sector together to build a shared highlighted in the literature on adult learning as well,
understanding on organisational talent and leadership beginning with Knowles in the late 70s/early 80s.51 There
are some key features to keep in mind while designing
The research study clearly points to a dichotomy in leadership development programmes for adults:
understanding of leadership development between funder
expectations and SPO mindsets. When it comes to giving/ • Adults tend to be self-directed learners.
seeking money for capacity building, funders pointed to the
lack of absorptive capacity for funds and lack of attention to • Adults bring their own experiences into the learning
institution building among SPOs as limiting factors. SPOs on space that can be used as ‘learning material’.
the other hand, reported significant challenges in being able
to convince funders to start committing funds for OD and • Adult learners are generally driven by a need to solve a
Leadership Development. problem, to apply in a real-world context, rather than to
focus on ‘subject’ oriented learning.
The research also points to systemic and cultural shifts needed
to nurture the potential of SPOs to facilitate sustainable social • Adults tend to be intrinsically motivated to learn rather
change on the ground: than requiring external motivation.

• Build a shared understanding of organisational • Adults need their learning to be located in their context.
leadership development
Work in the area of transformational learning is also relevant
• Need for building trust between SPOs, Funders and to the design of leadership development programmes
Enabling organisations particularly in the context of the felt need to change mindsets
and build visions (Mezirow,52 Cranton 53).These focus on the
• Development and creation of more appropriate / need to design transformative experiences that challenge
relevant support options for leadership development in current ways of being and doing to new ones.
the current ecosystem
Key insights for funders:
• Enable social sector talent with capabilities to build
enabling and appropriate systems, processes and Encourage and support organisation development
organisation culture which nurtures leaders initiatives among SPOs

• Nurture leadership with a vision and the wherewithal to The study shows that SPOs have leveraged funds for capacity
act on organisational strengthening for realising impact building and leadership development from unrestricted
pools of funding, portions of programme budgets, and, pro-
There is hence a need to convene ecosystem level bono, informal advisory support from board members and
conversations that can bring the diverse members of funders. The research study also brings forward experiences
the ecosystem together for a dialogue and meaningful wherein SPOs have been funded exclusively for capacity
collaborations. building initiatives for their organisational talent.

Leaders need contextual learning programmes that Most CEOs spoken to for the study admit to a struggle for
support holistic development through immersive raising funds for organisation development, especially
practice-oriented experiences when it comes to funds from CSR groups. CEOs also refer
to a lack of familiarity and expertise among SPOs to build a
Over 61% of the leaders who responded to the research study robust case for funders to fund organisation development
have reported that they undergo training through mentoring initiatives.
and coaching and other informal means. At the same time,
leaders have expressed the need for more technical courses Considering that investments in organisation development
that can nuance their knowledge, skills and competencies in Indian social sector is nascent but growing, there is an
in areas such as monitoring and evaluation, fundraising, emerging need for funders to encourage SPOs to focus on
technology, communication, and designing for complexity. nurturing leaders within their organisations. The overall
Leaders also report the need to invest in training on narrative of Leadership Development needs to shift from
competencies and skills of people development, succession being a ‘luxury’ to an essential component of designing and
planning, volunteering and volunteer management, and, so on. impacting sustainable, adaptive and scalable models of
social change.
While there is overwhelming appreciation of existing courses,
leaders expressed a strong need for follow-up post the course Funders can support leadership development in Social
period, including mentoring and coaching, opportunities for Purpose Organisations through:
learning with communities of practice, as well as ‘stretch
learning’ on the job. Crossover leaders particularly expressed • Encouraging SPOs to invest resources in Leadership
the need for immersive experiences and advisory support for development by organising, facilitating or supporting
transitioning into the sector and in organisations. strategies that enable cross pollination of successful
models/ experiences within and across organisations,
thus, creating a co-learning culture in the sector.

Leadership Development for Indian Social Sector 64


• Proactively and explicitly enrol SPOs for developing Enable effective leadership transitions
organisation development strategies that cultivates a
new way of thinking and acting, grounded in universal Encouragement by funders and organisational board for
human values, for creating sustainable shifts in their succession planning within organisations shall support
respective contexts. the process of building resilient SPOs with capabilities to
meet expectations of sustainable social impact and scalable
• Influence the CEO’s and senior leaders mindset to focus models of social change in the ecosystem. Supporting
on building a culture of deep commitment to nurture new ways of thinking of and nurturing leadership within
leadership across the organisation organisations itself shall enable SPOs to transition into an
organisation with capabilities to respond and strategise for
• Establish networks of enabling organisations and change that is in alignment with the needs emerging from
experts who can facilitate conversations on investments their context of organisational stage of growth as well as the
in leadership development by all stakeholders in the ecosystem in which they function.
ecosystem as well as build capacities of SPOs to nurture
and support leaders. Key insights for organisations

Build diverse pools of funding that can meet organisation Realise leadership potential within the organisation
development needs in the sector
The research study reveals that CEOs recognise that
The differing contexts of SPOs, organisation design and leadership development is critical to the growth of the
structures, and roadmaps for scale necessitates a closer look organisation and developing scalable models of sustainable
at customised funding models for SPOs. ATE Foundation for social change. Most of the challenges recorded by the study
example, consistently funds leadership talent through direct are related to garnering resources, obtaining funding,
budgetary support for senior hires. It also provides sector- or evaluating options in an informed manner to execute
level support through sponsoring senior leadership team leadership development strategies.
members in attending leadership development programmes
such as the Dasra Accelerator Programme or the CSIP SNMI CEOs and senior leaders need to tie leadership development
programme.54 APPI provides enabler grants wherein it helps strategies strongly to the envisioned growth plan of the
non-profits build organisational capacity through funding organisation as well as leadership development needs across
3 key initiatives identified by organisations that will enable all roles and functions within the organisation. Such holistic
them to enhance impact of their social change initiatives. approach shall enable synergistic planning for organisational
talent and future-readiness of the organisation to engage
There is a need to build such diverse pool of funds which with the complexity and uncertainties of the social sector.
can support an organisation build leadership development The leadership development strategies need to be further
strategies and execute plans of OD in alignment with its values, supported by building a deep-rooted learning culture within
mission and context. Some of the key insights emerging from the organisation that calls for CEOs and senior leadership
the study point to the need for Funders to: to foster a commitment for behavioural shifts among
organisational talent based on universal human values
• Support setting-up of key systems and processes within rather than a compliance approach to change.
organisations in alignment with their organisational needs
“We didn’t just want new behaviours. We wanted new
• Sponsor leadership development courses and behaviours for the right reasons—because people
programmes for organisational teams to enable shifts genuinely believed that ‘openness,’ ‘localness,’ ‘merit,’ and
in organisational culture and practice of leadership our other guiding values would really lead to a healthier
development within SPOs and more productive work environment” (“Moral Formation
for Managers: Closing the Gap Between Intention and
• Enable dedicated coaching and mentoring for Practice,” in Character and the Corporation, MIT Center for
development leaders Organizational Learning Research Monograph, 1994.)” –
quoted from Senge (1995)xviii
• Support peer networks and learning platforms for
development leaders Enable effective integration of crossover leaders into
the organisation
• Support enhancement of governance and management
systems and processes within organisations towards Hiring and transitioning organisational talent at senior
developing organisational capabilities for collaboration levels as well as retention of this talent through building an
with key stakeholders organisation culture of integration and collaboration has

xviii. P. Senge. 1995. Leading Learning Organizations. MIT Center for Organizational Learning Research Monograph, Cambridge, Mass.:
MIT Center for Organizational Learning.
Senge further says, “Hierarchical authority, as it has been used traditionally in Western management, tends to evoke compliance, not
foster commitment. The more strongly hierarchical power is wielded, the more compliance results. Yet there is no substitute for com-
mitment in bringing about deep change. No one can force another person to learn if the learning involves deep changes in beliefs and
attitudes and fundamental new ways of thinking and acting.”

Leadership Development for Indian Social Sector 65


been a key takeaway from the study. While the process of finding need support. There is evidence from 120 leaders and 30
and hiring the right talent at the leadership level is a function of CEOs on how they would look at essential competencies
discovery and matching expectations, the key success factors to become development leaders. This framework,
responsible for retaining leadership talent are to do with effective built ground-up, can serve as a useful tool to map
transition and integration into the organisation. Some of the key organisational leadership competencies, and begin the
insights emerging from the study point to the need for: planning process for leadership development within
the organisation. The study has also mapped useful
• Creation of well-structured processes for the integrating courses, technical and non-technical, currently being
new leaders into the organisation. For example, KEF follows delivered in the ecosystem, which might benefit leaders in
a system of assigning an existing junior employee as a strengthening their capabilities. The study also points to
buddy to the senior leader for a period of time to ensure the need for leaders to be empowered to chart their own
successful induction of the incoming leader.xix leadership journeys, with the organisation supporting
• Meaningful articulation of the organisation’s vision and the process of self-assessment and reflection, through
values and making it explicit is important to help the resources, structures and processes built into design of
incoming leader align to the culture, often unstated, of the organisation, its culture, and, its programmes. Such
the organisation. New leaders find it harder to transition strategies have worked well for many organisations who
if the culture of the organisation is not well-defined or have been part of the study and can be well emulated in
communicated explicitly. “If culture is defined then people the ecosystem if appropriate support and commitment
adapt easily. New organisations bring in new verticals and for action is inspired.
are not sure about the exact role, hence expectations are
"…organizations where people continually expand their
varied,” says Harpreet Bagga, of Dasra
capacity to create the results they truly desire, where
• Deeper engagement with existing leadership and core
new and expansive patterns of thinking are nurtured,
team members, the board, and other advisors. Santosh
where collective aspiration is set free, and where people
Ramadoss of the Michael and Susan Dell Foundation shares
are continually learning to see the whole together."
that “Development leaders are important and passionate
- Senge, P. M. (1990:3) The Fifth Discipline. The art and
people in this sector and high-quality coaches are hard to
practice of the learning organization, London: Random
come by. We go to people when we run into trouble, or
House
to seek ideas and to overcome challenges. What will work
is convening a group of powerful advisors who are keen Organisation Development processes that involve shifts
to give back to the ecosystem. Board members and core in leadership understanding and practice within SPOs
members are significant for this.” cannot be based on cultures of compliance, fear and
• Immersive and perspective building experiences of learning defensiveness. It requires for organisations to unleash the
to enable learning as soon as the incoming leader joins, to imaginations and passions of people and enhance their
ensure that expectations are well-matched at both ends. ability to form and act upon genuine shared visions. Such
One of the leaders interviewed, mentioned that a course at shifts requires people and organisations to understand
Harvards helped revise their perspective like never before. interdependency and increase intelligence at the front
The course helped them understand the changes required lines as people confront increasingly complex and dynamic
within their organisation closely and helped implement the environments.55
changes in the best suited manner.
Leadership development programmes in the social sector
Start the leadership development journey with a well- need to enhance learning capabilities of leaders into ora-
defined competency map and enable leadership journeys ganisational work settings. This report is starting point to
bottom-up understand leadership practice in India’s social sector and
During the process of the research study, we have been able helps make funders, SPOs and enabling organisations in-
to arrive at a comprehensive mapping of the competencies formed decisions on areas of investment, design, support,
that are important to leaders in SPOs and areas where they and resources required to nurture leaders in the country.

xix. Interview with core team member of KEF team in May 2018

Leadership Development for Indian Social Sector 66


APPENDIX
Appendix 1 - Profile of respondents

Leaders and CEOs from 85 SPOs participated in the research. 118 senior leaders and middle managers responded to
our survey.

BACKGROUND OF SURVEY ROLE OF RESPONDENTS


RESPONDENTS WITHIN SPOs

N=118
Source: Leadership Development Survey, 2018 N=118
Source: Leadership Development Survey, 2018

Figure 13: Background of survey Figure 14: Role of respondents


respondents within SPOs

EDUCATIONAL QUALIFICATION EDUCATIONAL QUALIFICATION


OF THE SENIOR LEADERS OF THE MIDDLE MANAGERS

Figure 15: Education qualification of survey respondents-Senior Leaders and Middle Managers

Leadership Development for Indian Social Sector 67


AVERAGE TIME SPENT IN THE SIZE OF THE TEAM REPORTING TO THE MIDDLE
DEVELOPMENT SECTOR (IN YEARS) MANAGERS AND SENIOR LEADERS

Average size of team


n=115 N=118
Source: Leadership Development Survey, 2018 Source: Leadership Development Survey, 2018

Figure 16: Average time spent by survey respondents in Figure 17: Size of the team reporting to the
the development sector survey respondents

CEOs from the following 30 SPOs were interviewed for the study:

Figure 18: Sectoral distribution of 30 CEOs interviewed

Leadership Development for Indian Social Sector 68


NGO characteristics Source

Age Website

Website, annual reports, FCRA database, GuideStar and GiveIndia


Size (annual budgets)
database

Number of employees LinkedIn/Annual reports

Nature of work (Implementation/Grantmaking) Website, newsletters

Thematic focus (education/livelihood/gender/health etc) Website, newsletters

Urban/rural headquarters Website

Reach of population Website, annual reports

Geographical span Website, annual reports

Table 20: NGO Sampling information sources

Appendix 2: Respondent list

Leadership Development Survey (85 SPOs and 118 leaders), semi-structured interviews with 12 senior
leaders and middle managers, 30 CEOs of SPOs and 15 CEOs of enabling organisations and funders.
A Billion Dreams Foundation KIRAN Society
Action for Agricultural Renewal in Maharashtra (AFARM) Kotak Education Foundation
Aga Khan Foundation Lend A Hand India
Agastya International Foundation Magic Bus India Foundation

Agrasar Manzil Mystics

Akshara Foundation Maya Organic Support Services

Amnesty International India Million Sparks Foundation

Antarang Foundation Muktangan -Paragon Charitable Trust

Anthill Creations Mumbai Mobile Creches

Arghyam Oxfam India

Art of Play Foundation Parikrma Humanity Foundation

ATMA PATH
Axis Bank Foundation Piramal Foundation for Education Leadership

Bodhi Health Education Plan India


Bodhi Tree Foundation Pratham Books

Breakthrough Quest Alliance

Cankids..Kidscan Railway Children

The Consortium for DEWATS Dissemination (CDD) Society Rural Economy Development India
CHILDLINE India Foundation Saahas

Committee of Resource Organisations (CORO) Saajha


CRY- Child Rights and You Sahyog Care For you

DAKSH Society Salaam Bombay Foundation

Dhriiti - The Courage Within Samarthanam Trust for the Disabled

Digital Empowerment Foundation Samarthya

Leadership Development for Indian Social Sector 69


Dignity and Designs – Jansahas Save The Childen India

Dr. Reddy's Foundation SEWA Bharat

Educate Girls STIR Education

Enable India Swami Vivekananda Youth Foundation

Foundation for Ecological Security Swaniti Initiative

GiveIndia TeamLease Services Limited

Gramalaya TechnoServe

Habitat for Humanity India The Association of People with Disability (APD)

HelpAge India Trust for Retailers & Retail Associates of India (TRRAIN)

ICICI Foundation Udyogini

Indus Action Ugam Education Foundation

Industree Crafts Foundation Ummeed Child Development Center

Institute of Livelihood Research and Training United Way India

Janaagraha Vatsalya

Janvikas Vimukti Sanstha

Jharkhand State Livelihood Promotion Society WaterAid India

Kaivalya Education Foundation Youth Career Initiative

Kalinga Institute of Social Sciences Youth Dreamers Foundation

Kherwadi Social Welfare Association

Appendix 3: Courses and programmes analysed

SI. DURATION &


PROGRAM NAME INSTITUTION SOURCE
NO. FREQUENCY
A field-based 3 Week Winter
http://www.tiss.edu/view/5/mumbai-campus/
School on Organ- isation
school-of-management-and-labour-studies/
1 Development, Change and TISS 3 Weeks
unfold-a-field-based-3-week-winter-school-
Leadership in Social Sector
on- organ/
Organisa- tions in India

Harris School of Public


2 Anubhav Lecture Series 12 https://www.anubhavseries.org/
Policy

"http://aritra.org/apply/
http://iimb.ac.in/eep/product/252/ Ari-
18 months with 3
Aritra Leadership Accelerator Phicus Social Solutions tra-Leadership-Accelerator-Pro-
3 weeks of residential
Program and IIM-B gram?management=Leadership/HRM&ad-
coaching
durl=098A01&Ref=IIMBsite
"
https://www.hks.harvard.edu/educa-
Art and Practice of Leader- Harvard Kennedy
4 1 week tional-programs/executive-education/
ship Development School
art-and-practice-leadership-development

http://www.isdm.org.in/professional-de- vel-
5 Continuing Education ISDM Sessions over 2-3 days
opment/overview

Dasra Social Impact Lead- er- https://www.dasra.org/our-ap-


6 Dasra 9 months
ship program proach#build-organizations

Developing Leaders Program https://www8.gsb.columbia.edu/execed/


7 Columbia University 6 days
for Nonprofit Professionals program-pages/details/111/DLP

Leadership Development for Indian Social Sector 70


SI. DURATION &
PROGRAM NAME INSTITUTION SOURCE
NO. FREQUENCY

Diploma in Entrepre- neur- Entrepreneurship


8 ship and Business Manage- Development and Social 1 year NA
ment Innovation

12 week, evening https://www.echoinggreen.org/di-


9 Direct Impact Ecohing Green
weekend rect-impact

3- or 4-days gen- erally http://www.smilefoundationindia.org/


10 Empowering Grassroots Smile Foundation
once every quarter empowering-grassroots.html

Enhancing Managerial
http://www.spjimr.org/content/en-
Effec- tiveness - A Pro-
11 SPJIMR 3 days hancing-managerial-effectiveness-pro-
gramme for Emerging
gramme-emerging-leaders
Leaders

Enhancing Performance
http://www.spjimr.org/mdp/enhancing-per-
12 through Coaching and SPJIMR 2 days
formance-through-coaching-and-mentoring
Men- toring

"https://courses.philanthropyu.org/ courses/
"Essentials of Nonprofit course-v1:PhilanthropyU+Strat- egy_000+1_1.
13 Philanthropy University 8 weeks
Strategy" 0_20180402_20180527/
about"

Essentials of second line Human and Institutional


14 8 months NA
leadership Development Forum

Global Leadership Pro- http://www.soilindia.net/soil-blog/glob- al-


15 SOI 3 five day session
grams leadership-program-by-soil

How to Scale Social Im- Philanthropy Univer-


16 8 weeks https://course.novoed. com/scale-2017-2?_
pact sity

Five 4-5 day long


http://acumen.org/leadership/region- al-fel-
17 India Fellows Program Acumen seminars over 1
lows/india/
year

Indian Leaders for Social


18 ILSS & ISDM 9 days http://indialeadersforsocialsector.com/
Sector

Innovative Thinking and


https://www.irma.ac.in/ imdp/calendarde-
19 Design through Manageri- IRMA 2 days
tails. php?pid=20172018&mid=45
al Creativity

Insight Program- Isha


20 Isha Foundation 6 days https://www.ishaeducation.org/insight/
Foundation

Integrated Sustainable
Four 7 days over 2
21 Leadership Development Lead http://www.leadindia.org/application/
years
Program

Leadership Development for Indian Social Sector 71


SI. DURATION &
PROGRAM NAME INSTITUTION SOURCE
NO. FREQUENCY

https://www.hks.harvard.edu/education-
Leadership, Organizing and Harvard Kennedy
22 15 weeks al-programs/executive-education/leader-
Action: Leading Change School
ship-organizing-and-action

"https://www.hks.harvard.edu/educa-
tion- al-programs/executive-education/
Leading Nonviolent Move- Harvard Kennedy
23 5 week lead-
ments for Social Progress School
ing-nonviolent-movements-social-prog-
ress"

Management Develop- http://ifmr.ac.in/programmes/execu-


24 IFMR 2 years
ment Program tive-education/

http://commonpurpose.org/leadership-pro-
25 Meridien Common Purpose 6 month
grammes/meridian/

Nalanda Resource Two residential ses-


NGOs Capacity Building http://nalandaindia.org/capacity%20building.
26 Center for Educa- sions of 5 days each
Program Html
tional Innovation over 1 year

People Leadership Pro-


http://www.navgati.in/trainingprograms.
27 gram- Transformational Navgati 4-6 months
Html
Leadership

Nine weeklong con-


PGP in Development Man-
28 SPJIMR tact sessions, over 18 http://www.spjimr.org/pgpdm
agement
months
"https://www.aspeninstitute.org/programs/
program-on-philanthropy-and-social-inno-
Program on Philanthropy American Express va- tion-psi/american-express-aspen-insti-
29 1 week
and Innovation Academy tute-acad- emy-2-0-a-fellowship-for-emerg-
ing-nonprof-
it-leaders/"

Responsible Leadership https://www.irma.ac.in/ imdp/calendarde-


30 IRMA 2 days
for Performance tails. php?pid=20172018&mid=37

SEWA Movement: Basic "http://sewaacademy.org/Content/pdffiles/


31 SEWA Academy 2
Leadership Training SEWAMovement.pdf"

Social Innovation Manage- https://amaniinstitute.org/what-we-do/so-


32 Amani Institute 9 months
ment Program cial-in- novation-management/

"Harvard Business
Strategic Nonprofit Man- https://www.exed.hbs.edu/programs/ snmi/
33 School with 5 days
agement—India Pages/default.aspx
Ashoka University"

"Strategic Perspectives in Harvard Business https://www.exed.hbs.edu/pro- grams/spnm/


34 7 days
Nonprofit Management" School Pages/default.aspx

"https://www.hks.harvard.edu/education-
Strategies for Building and
Harvard Kennedy al-programs/executive-education/strate-
35 Leading Diverse Organiza- 1 week
School gies-building-and-leading-diverse-organiza-
tions
tions-0"

Summer School for Future https://www.iimu.ac.in/programs/sum- mer-


36 IIM-U & Duke 6 week
Leaders in Development school/summer-school-at-a-glance

Leadership Development for Indian Social Sector 72


SI. DURATION &
PROGRAM NAME INSTITUTION SOURCE
NO. FREQUENCY

"The Executive Program "https://www.gsb.stanford.edu/pro-


Stanford Graduate
37 for 6 days grams/
School of Business
Nonprofit Leaders" executive-program-nonprofit-leaders"

Association for Stim-


Training & Capacity Build- Varies from 3 days http://www.askindia.org/capacity-build-
38 ulating Know-how
ing to 1 week ing/
(ASK)

Transformational Lead-
https://www.irma.ac.in/imdp/calendar-
39 ership and Managing IRMA 2 days
details.php?pid=20172018&mid=6
Change

4 weeks - Spread
Young Connectors of the https://si.se/en/apply/leadership-pro-
40 Swedish Institute across 2 modules (2
Future grammes/ycf/
weeks each)

SI. IMMERSIVE EXPERIENCE & DURATION &


INSTITUTION SOURCE
NO. NETWORKS FREQUENCY

Four 2-day ­
41 Aspire Circles Aspire Circle http://aspirecircle.org/
re- treats

Capacity Building Program


Association for Lady
for Entrepreneurship De-
42 Entrepreneurs of http://www.aleap.org/
velopment of South Asian
India
Region

43 Changelooms LLJ Pravah 1 year https://pravahdelhi.wordpress.com/

Vision India Foun-


44 Good Governance Yatra 9 days http://visionindiafoundation.com/ggy/
dation

10 days 2 twice a "https://www.youthallianceofindia.org/


45 Gramya manthan Youth Alliance
year gramya-manthan/"

International Consortium
46 of Social Development: http://www.socialdevelopment.net/
Network

Jagriti Sewa Sans- http://www.jagritiyatra.com/jagriti-se-


47 Jagriti Yatra 15 days
than wa-sans- than

48 Network Capital: Network https://networkcapital.co/

http://nirman.mkcl.org/nirman-camps.
49 Nirman Camps Nirman
html

7 days twice a
50 Shodh Yatra SRISTI SRISTI http://www.sristi.org/cms/shodhyatra
year

Women Mentoring Forum: http://adla.my/women-mentoring-net-


51
Network work/

52 Yuva Prerna Yatra Yuva Prerna Yatra 1 week http://www.yuvaprernayatra.org/

Leadership Development for Indian Social Sector 73


Appendix 4: Definition of Competencies
Competency Definition Source
The ability to make well-balanced, Leaders for social change -
appropriate decisions based on Characteristics and competencies of
Business Acumen
experience, information, and analytical leadership in NGOs, ESADE Institute of
reasoning. Social Innovation, 2009
Return on Leadership – Competencies
Driving change through people, that Generate Growth
Change Leadership transforming and aligning an - Egon Zehnder International and
organization in a new direction McKinsey&Company
February,2011
Return on Leadership – Competencies
that Generate Growth - Egon Zehnder
The ability to effectively work with
International and McKinsey &
peers or partners to facilitate the
Company. February,2011
accomplishment of work goals. When
And,
Collaboration we collaborate with openness, trust,
Sharma, M. 2017. Radical
and accountability, we create spaces for
Transformational Leadership –
new cooperative norms and systems to
Strategic Action for Social Change.
emerge
North Atlantic Books. Berkley,
California. pp 200
P. Senge. 1995. Leading Learning
The ability to act or carry out Organizations. MIT Center for
different types of tasks with passion, Organizational Learning Research
commitment and rigour. It is what I Monograph, Cambridge, Mass.: MIT
do based on my purpose, aligning my Center for Organizational Learning.
Commitment to impact actions to the specific change I want to And,
make in the world. Our commitment Sharma, M. 2017. Radical
to embody our full potential and act Transformational Leadership –
to benefit others is the way to create a Strategic Action for Social Change.
world in which we all thrive. North Atlantic Books. Berkley,
California. pp 56-59, 303
The ability to convey ideas and
thoughts grounded in universal Management consultancy competence
human values in a clear, focused framework- Institute of Consulting
style using effective verbal and non- And,
verbal communication techniques, Sharma, M. 2017. Radical
Communication and Influence
in formal and informal situations. Transformational Leadership –
Operating from one’s stand in universal Strategic Action for Social Change.
values, transforming conversations North Atlantic Books. Berkley,
for sustainable shifts in context and California.
interactions.

Sharma, M. 2017. Radical


Ability to work with trust, respect and
Transformational Leadership –
accountability, amongst the community
Community Engagement Strategic Action for Social Change.
and collaborate with key stakeholders
North Atlantic Books. Berkley,
for generating transformational results.
California.

Blueprint for Success Leadership


Competency Map - EdFuel
Ability to identify and mediate conflict
Conflict Resolution http://edfuel.org/wp-content/
and prevent escalation
uploads/2015/04/EdFuel-Leadership-
competency-map-May-2015.pdf
Implies a purposeful engagement with
key stakeholders, as well as creation
Ecosystem influence of supporting environment for other
to get inspired and act towards a co-
created vision of change

Leadership Development for Indian Social Sector 74


The process and ability to find
sustainable solutions to difficult
or complex social issues while
being mindful of impact visions,
Effective problem solving
organisational values, capabilities to
engage and the potential of people to
create and design solutions for complex
problems
Sharma, M. 2017. Radical
Transformational Leadership –
Ability to feel pain of others and Strategic Action for Social Change.
act from a space of compassion, North Atlantic Books. Berkley,
equity and fairness; nurturing a California. pp 37-40
Empathy space of acceptance for humanity, And,
non-judgemental, creative and Blueprint for Success Leadership
compassionate with a high sense of Competency Map - EdFuel, May 2015
shared purpose http://edfuel.org/wp-content/
uploads/2015/04/EdFuel-Leadership-
competency-map-May-2015.pdf
Ability to thrive and lead in ambiguity
while taking charge of changing Bosman and S. Fernhaber, 2018.
priorities and new developments. Teaching the Entrepreneurial Mindset
Entrepreneurial mindset
The entrepreneurial mindset is the to Engineers. Springer International
inclination to discover, evaluate, and Publishing. Pp. 13
make most use of opportunities.
Ability to operate with professionalism
and integrity in all aspects of the
role including adherence to the Way
of Being in Action. Ethical action
Management consultancy competence
is recognising what actions are
framework- Institute of Consulting
incongruent with our universal values
And,
and taking the necessary steps to
Sharma, M. 2017. Radical
Ethics change. This mindfulness is imbued
Transformational Leadership –
with the energy and equanimity of
Strategic Action for Social Change.
universal values of compassion, dignity
North Atlantic Books. Berkley,
and equity. This is the way we generate
California. pp 158
results, transform conflicts, provide
services, organise in communities,
and conduct business at home, in our
workplace and in society.
The ability to understand and secure
financial enquiry, flexibility, efficiency
with the universal human values as
Financial Discipline guiding compass for action, through
being responsible for, establish
accountability and manage allocated
funds.

Ability to work/ collaborate with


government officials at the local,
Government Engagement district, state and national level,
co-create systems interventions for
sustainable social change at scale

Ability to facilitate continuous


improvement, seek learning and inquire Blueprint for Success Leadership
personal beliefs, norms and actions to Competency Map - EdFuel, May 2015
Growth mindset improve own, team’s/org's outcomes http://edfuel.org/wp-content/
and act on feedback to nurture/ evolve/ uploads/2015/04/EdFuel-Leadership-
unfold greatest potential of self and competency-map-May-2015.pdf
team

Leadership Development for Indian Social Sector 75


Understanding of one’s counterparts
and how to respond to them for OECD Competency Framework
Negotiation Skills achieving win-win outcomes. Inspiring https://www.oecd.org/careers/
communication to discover and co- competency_framework_en.pdf
create share visions of change.
Ability to nurture relationships
with wide range of individuals and
KIPP Leadership Framework and
Networking organizations to achieve common
Competency Model
goals, shared visions of impact and
better outcomes.
Management of systems, processes,
and networks; it focuses on the
effective planning, scheduling, and
Operations Management
collaborating for change while keeping
a sight of purpose and values of an
organisation.
Avitra Leadershup Accelerator
Ability to meaningfully collaborate/ Program, Phicus
Partner Engagement work with multi-geo, multi-disciplinary http://www.phicus.org/wp-content/
partners uploads/2017/04/Social-Sector-
Leader-Profile-For-Website.pdf
Ability to foster an environment,
systems and processes, and leadership
understanding that will encourage OECD Competency Framework
People Development professional and personal development https://www.oecd.org/careers/
of organisational talent and the co- competency_framework_en.pdf
learning, co-creation of knowledge for
present and future.
Avitra Leadershup Accelerator
Program, Phicus
http://www.phicus.org/wp-content/
The ability to ensure achievement
uploads/2017/04/Social-Sector-
and accomplishment of project goals,
Leader-Profile-For-Website.pdf
manage teams, manage budgets,
Project Management And,
manage administrative tasks etc to
Sharma, M. 2017. Radical
generate new conversations, results,
Transformational Leadership –
and outputs based on universal values.
Strategic Action for Social Change.
North Atlantic Books. Berkley,
California. pp 163

Ability to use data to accurately assess


KIPP Leadership Framework and
Research and Data Analysis areas for improvement and encourage
Competency Model
others to do the same

Demonstrates tenacity, persevering


KIPP Leadership Framework and
Resilience through significant challenges to reach
Competency Model
goals. Supports perseverance in others
Harvard University, Competency
The ability to focus and guide others in Dictionary
accomplishing work goals in alignment https://apps2.campusservices.
Result Orientation
with organisational values and harvard.edu/cas/empldocs/cs/
principles harvard_competency_dictionary_
complete.pdf
Understanding of the general sector OECD Competency Framework
Sector Knowledge (domain) in which the Organisation https://www.oecd.org/careers/
operates. competency_framework_en.pdf

Leadership Development for Indian Social Sector 76


Core Social and emotional learning
Competencies
The ability to accurately recognize one’s
https://casel.org/core-competencies/
own emotions, thoughts, beliefs, norms,
And,
and values and how they influence our
Self-awareness Sharma, M. 2017. Radical
behaviour. Self-awareness is critical
Transformational Leadership –
for effective and transformational
Strategic Action for Social Change.
communication.
North Atlantic Books. Berkley,
California. pp 184
An enhanced ability to exercise
critical thinking about self and Sharma, M. 2017. Radical
society, understand the invisible, Transformational Leadership –
Strategic thinking multiple patterns, systems and the Strategic Action for Social Change.
interdependence as a core principle in North Atlantic Books. Berkley,
generating equitable and sustainable California. pp 93-95
change.
Systems thinking stems from the
belief that understanding a part is best
approached by viewing it in connection
with the workings of the whole. It is the
discipline that integrates the others,
fusing them into a coherent body of
theory and practice. Systems thinking
enables one to comprehend and Leaders for social change -
address the whole, and to examine the Characteristics and competencies of
interrelationship between the parts. leadership in NGOs, ESADE Institute of
The systems viewpoint is generally Social Innovation, 2009
Systems thinking oriented toward the long-term view. And,
That’s why delays and feedback loops Peter Senge (1990) The Fifth
are so important. In the short term, Discipline: The art and practice of the
you can often ignore them; they’re Learning Organisation. Doubleday/
inconsequential. They only come back Currency, ISBN 0-385-26094-6
to haunt you in the long term. Systems
thinking hence becomes one of the
most effective tools to map complex
and dynamic social realities towards
identifying patterns and parts with
maximum leverage to create pathways
to impact.
Ability to manage and delegate work
Management consultancy competence
to appropriate organisational talent,
framework
nurture co-workers and the learning
Team Management - Institute of Consulting
space between them, development
KIPP Leadership Framework and
systems and processes which enables
Competency Model
team members to act for results

Leadership Development for Indian Social Sector 77


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