Leadership

Leadership is the underlying enabling factor that affects the functionality of all Structural Elements in the institution. Leadership is not, in itself, a Structural Element, but it serves to support (though it sometimes inhibits) the means by which each structure can actually carry out the gender mandate.

Putting it in Practice

Explore a story illuminating the practical implementation of this element

“From team leads to department heads to the CEO, our institution’s leaders all need to be fully on board with our gender mandate, or we aren’t as effective. Our leaders are pivotal in keeping us on target toward gender equality with their influence over institutional policies, budgets, processes, and hires. By understanding how important gender equality is to our overall goals, they have the power to keep gender on the internal agenda and seek out the input of gender experts for key decisions. And by setting the tone, they make sure our organizational culture contributes to gender equality as well.”

  • STRUCTURAL ELEMENTS

    How does leadership support the gender mandate?

    • The institution employs a "top down" approach, whereby institutional leadership (e.g. president and regional directors) support gender efforts. In the absence of explicit institutional gender integration requirements, leadership commitment to gender serves as a strong incentive (even a "stick" at times) to integrate gender.

    • The institution employs a "bottom-up" approach, for example by promoting gender specialists; in this case, leadership that supports the gender mandate grows within the institution, regardless of external influences. This approach is especially relevant for bilateral institutions where leadership sway is very much dependent upon the political opinion of the day and the agendas of those in leadership.

    • The institution integrates gender such that it is seen as everyone's responsibility: leaders, regardless of the specific role, are all responsible for gender-related outcomes.

    • The institution mainstreams gender through diplomatic posts and Embassies, where possible, in action plans, negotiations, cultural events, etc.

    • The institution supports the establishment of a steering committee (or similar structure), which includes leadership of all departments/units and geographic regions, to oversee gender policy implementation.

    • Gender departments advocate for individual "front runner" leaders (i.e., those with a personal commitment to gender) to prioritize gender equality results in performance evaluations.

    • Leadership hosts an annual "breakfast with the president" for all staff on International Women's Day, or other relevant date, when leadership openly stresses the importance of the institution’s gender work.

    • The institution encourages interdepartmental collaboration, guided by department leaders, to best address complex gender issues and improve gender equality results throughout institution operations.

    • Leadership is invited to provide opening remarks at external gender technical meetings/events with implementing partners and other stakeholders. This helps leadership stay informed of technical work and sends a message about leadership support for gender-related work.

    ENFORCEMENT MECHANISMS

    How is leadership held accountable to the gender mandate and its associated structural elements?

    • Leadership is incentivised (and even compelled) to speak about gender when gender is an agency priority.

    • Leadership’s support of the gender mandate often depends on the leader's personal commitment to the issue.

    • Leadership is held accountable to gender in annual Executive Board meetings, if gender is on the agenda.

    RECOMMENDATIONS

    How might leadership be held accountable to the gender-mandate?

    Bottom-up approaches

    • Direct leaders to this Gender Competent Leadership checklist as a way to facilitate their engagement with and support of gender mainstreaming.

    • Develop indicators to measure leadership's performance and commitment to gender.

    • Review talking points for inclusion of gender themes and commitments prior to relevant speaking opportunities to ensure leaders consistently disseminate gender-related content.

    Top-down approaches

    • Instate screenings whereby staff must be able to articulate the rationale behind the gender mandate and how they would contribute to implementation prior to their advancement.

    • Include gender integration as an agenda item on leadership staff meetings and other technical gatherings, board meetings, etc.

    • Instate gender-related job objectives and performance reviews for executive leadership, which could include ways in which they promoted gender vis-a-vis the agency's gender mandate.

    • Ensure ongoing gender training for leadership that includes thoughtful reflection, in addition to knowledge acquisition, and appeals to leaders' need for short and digestable content.

    • In addition to gender divisions/departments/teams reporting and accounting to leadership, ensure leadership accountability to the gender division/department/team (bi-directional accountability).

    • Establish opportunities for cross-institutional discussions on gender portfolios to hold institutions accountable to their stated gender goals (e.g., bilateral funders inquire of UN partners, "UNICEF, where are you on X?) and create "peer pressure" to improve performance.