LEADERSHIP IN CRISIS: SMEs (ETHNIC MINORITY PERSPECTIVE) Arbab Akanda 11 TH April 2011

Introduction: Leadership is critical to the achievement of the aims of the organization, maintaining performance, adding value to the stakeholders and beneficiaries and at the same time makes progression to another level of sustainability. But in reality, do we see this happening? Do we see leaders with such level of competence and witness organizations moving in the desired direction? Seldom do we see this happening. Of course, such a generalization would not be correct. There are organizations with good quality leaders. Yet, it seems to be rare within the ethnic community. The big question is: Why? INTRODUCTION

Introduction Aims of the study The methodology of research Findings Analysis conclusion WHAT THE PRESENTATION COVERS

Goal of the study: To understand leadership in the true context of charity sector and where it stands in terms of: Leadership Position Vision Skills and knowledge Friends and professionals Transformation Role-model Organizational politics Resource centered Meetings Legislative framework Short-term vision Leadership and managerial training Aims and Objective

The survey through a questionnaire was circulated to 200 people related to charity organizations and all the respondents came from an ethnic minority background. The survey sheds light on key leadership issues that impact on the overall performance of the charity organizations run by the members of the community of ethnic minorities in United Kingdom. Those involved in the charity sector as an employee, manager, trustee or a member of the top management have had an opportunity to participate in the survey. The survey explores a series of topical issues, such as, whether power is more important than organization, whether leaders lead by example, whether the leaders have the skills and knowledge of leadership, do they understand the legal framework of charity sector, etc. Research methodology

Leaders must have the skills and knowledge to understand signs and culture Position comes first Leaders seem to lack vision Leaders rely on friends rather than professional Leaders have the power to transform Leaders do not act as role model Leaders are resource centered Leaders in the third sector are more involved in organizational politics Leaders do not lead by example Leaders meet with employees, members and beneficiaries only when the going gets tough Cannot demonstrate understanding of the legislative framework of the charity sector Leaders seem to have short-term vision Leaders do not seem to have formal managerial or leadership training Findings

Analysis of the findings

Conclusion

Question and answer session THANK YOU Q and A