Perceptions of humanitarian leadership :an international organization in Lebanon -

Abstract

At a time of added complexity and a rapidly changing, uncertain environment, the humanitarian sector faces numerous challenges to keep its action relevant and efficient. In this context, effective leadership is extremely important. Research on leadership in the humanitarian sector, however, remains a topic that has only recently been put under scrutiny. This exploratory study attempts to examine what it takes to be an effective humanitarian leader (HL). To do this, we conducted 23 semi-structured, in-depth interviews including two critical incident questions. Our sample constituted of ICRC employees from different employment levels and experiences. We sought to collect different viewpoints concerning perceptions of the ideal style, attitudes, capabilities and characteristics of an effective HL specifically during crises. The interviews were transcribed; context analyzed into emerging themes and statements, and then mapped into existing leadership models. While this study does not claim that the emerging perspectives are representative of general perceptions in the sector nor in the ICRC as a whole, the results do show the need for different layers of leadership starting from operational to strategic alongside relational, ethical and transformational components.